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Member You - Discussing The Pains of Change with Clients
Procurement refers to the acquisition of goods or commodities by an individual, organization, company, or institution. Most companies have a procurement process in place on a contractual basis. The majority of these contracts specify the lease and time for which these companies will work for a particular client. They are a great assistance to associations that cannot set up their own e-procurement services without delay.A procurement contract is suitable when the primary intention of the transaction is the acquisition of goods or services for the direct benefit or use of the federal government or any buyer. A procurement contract is a joint obligatory legal relationship where the seller is under obligation to provide supplies or services that the buyer pays for. In contrast, an assistance agreement can be either a cooperative agreement or a grant. FHWA Order 4410.1 provides further details and examples that explain the differences between a procurement contract and an assistance agreement.A procurement contract is an instrument used when the government or the buyer and a private party set up an accord. The main purpose of the instrument is for the government to acquire (by purchase, lease, or barter) property or services for the direct benefit or use of the United States.Procurement contracts are commonly for the government's or buyers' direct benefit. The government demands wide-ranging involvement or participation during both the procurement process and the performance of a contract compared to other private parties. to cross the swamp with you, the better it is both for your piggy bank and sanity. Imagine you go through several meetings, write a proposal and then the prospect pulls back. A sort of “projectus interruptus” when a prospect withdraws before something “serious” happens. Arrrrrg!
So, during your initial discussion you’ve outlined and evaluated clients’ cost of staying where they are right now, and the value of getting to the promised land. This actually establishes your value, which is a basis of your fees. (For more on this see “It's All About Your Value: Service Professionals’ Guide to Setting, Raising and Safeguarding Fees” http://www.di-squad.com/resources/its-all-about-your-value.html)
So, now clients is excited about the opportunities waiting for them at the promised land, and mistakenly assume that you do all the necessary work and you actually carry them on your back to the new destination. This sets up false expectations, and if something unexpected happens (always does), you get blamed for everything, including the Spanish inquisition.
So, let’s start and communicate this pain o
Are you planning to open your own business but do not have enough start up capital? Have you always wanted to run your own show and be your own boss yet you can?t seem to get enough money to get the ball rolling? There are business loan brokers who will take care of all that.Starting a business these days is not so hard anymore. Gone are the days when a denied loan application from your banker was enough to quash those dreams of financial success. With loan brokers in the picture, you have a second chance at making your dreams come true!Business loan brokers are especially favored by many small business entrepreneurs mainly because they hold a friendlier attitude towards small businesses than banks normally do. A bank can be quick to deny a loan application, whereas a business loan broker will usually reconsider an application on the grounds that they do not have to worry about regulatory restrictions like banks do.Business loan brokers handle both short-term and long-term loans. Depending on your assets and credit history, these lenders can lend you up to $5 million. With the cash safely in your hands, you can start purchasing equipment that you need for your business. You can also use it for physical development plans and enhancement projects.If you think your restaurant's kitchen equipment needs a little updating, then a long-term loan may be just the thing you need. Think you?re being upstaged by the new shop next door? Well, maybe a little sprucing up will give your store a brand new competitive edge!Ap
And when this doesn’t happen (According to Dr. Edgar Schein, over 90% of consulting projects fail because of undisclosed events, non-discussable and lack of action on clients’ sides), very often consultants get blamed for failing to achieve the projected results. But who is in the driving seat? You or the client? Who is the decision maker? No, not you? Thus final outcomes cannot be in your hands. And you must communicate this to your clients.
However, making consultants responsible for the outcomes of their clients’ projects is just as futile as making parents single-handedly responsible for their kids’ accomplishments. Consultants, just like parents, are not the ultimate decision-makers.
You can't even guarantee whether or not your clients get out of bed in the morning let alone whether they use or discard your advice. In plain English: You are NOT in charge. The client is.
Regardless of what parents do for their kids, and regardless of how much they help their kids to achieve it, if the kids consciously DECIDE to get involved in crime or drugs, the is not a dickybird parents can do about it. Responsibility for achieving results and authority for making decisions come hand in hand. You can’t separate the two.
By nature people are scared of the unknown aspects of change, and, interestingly, when the change process is promoted to be a smooth ride and a neat slope with a steady gradient, some people get excited and jumps on the opportunity, but some people become extra cautious.
So, how does the military handle total buy-in from new recruits? Read the next paragraph from General Patton preparing his troops for battle.
“You are not all going to die. Only two percent of you right here today would die in a major battle. Death must not be feared. Death, in time, comes to all men. Yes, every man is scared in his first battle. If he says he’s not, he’s a liar.”
The US Navy’s SEAL Unit vehemently promotes the most intense part of their training, called “Hell Week”. They tell potential recruits about all the pain and suffering they have to endure in order to become full-blown members of one of the most respected units in the American military machine.
And guess what, when people are mentally prepared for the hardship, they can better take it. And attrition rate in the military is a lot lower than project failure rate in the world of consulting.
In the world of professional services there is the current situation, the desired situation and the unknown “swamp” clients have to go through to reach the “promised land.”
The key is to tell clients that it is a swamp full of alligators and mosquitoes not a rose garden with colourful butterflies, the journey to cross the swamp to the promised land will be more of a tough hike with blood, sweat and tears than a pleasure cruise with cute waitresses and celebrity hunks.
Clients know what is happening to them right now, and often can get a concept of what can wait for them in the promised land, but still, they are scared to death of crossing the swamp. And since you have crossed many swamps many times and arrived at many promised lands, you can tell your clients about what to expect on the journey and what to take with them. You can recommend them to take a rifle and a big knife, and leave their make-up sets and iPods at home.
When I defected from Hungary in 1988 with no money and no English, I knew I was in for a pretty rough ride. I knew I could end up being deported right away or being dumped into a refugee camp living like a rat until I would have a chance to find work and be released to the normal world (a.k.a. the rate race. Oh these fiendish vermin are everywhere). Just like me, many of my friends were fed up with the communist system, but unlike me, in spite of knowing the beauties and benefits of the promised land, they found the swamp too scary to cross, and decided to stay.
Many prospective clients are like that too. And the sooner they decide whether or not they are willing to cross the swamp with you, the better it is both for your piggy bank and sanity. Imagine you go through several meetings, write a proposal and then the prospect pulls back. A sort of “projectus interruptus” when a prospect withdraws before something “serious” happens. Arrrrrg!
So, during your initial discussion you’ve outlined and evaluated clients’ cost of staying where they are right now, and the value of getting to the promised land. This actually establishes your value, which is a basis of your fees. (For more on this see “It's All About Your Value: Service Professionals’ Guide to Setting, Raising and Safeguarding Fees” http://www.di-squad.com/resources/its-all-about-your-value.html)
So, now clients is excited about the opportunities waiting for them at the promised land, and mistakenly assume that you do all the necessary work and you actually carry them on your back to the new destination. This sets up false expectations, and if something unexpected happens (always does), you get blamed for everything, including the Spanish inquisition.
So, let’s start and communicate this pain of
One of my favorite security stories concerns a bagel manufacturer in a southern city that doesn't need to be named (yes, there are bagels made - and eaten - in the south). This was a small-scale manufacturer who began as simply a local baker and gradually began selling his bagels, pies, and other baked goods to specialty grocers.At first he had a fairly standard industrial refrigerator in which to keep his dough chilled. Later, as his business expanded, he built a new facility for more large-scale production, and included in the design a well insulated cold-room, where he kept not only batches of dough but also fresh fruit that he used for tarts and pies. The cold-room was essential to counter the heat of the baking room bleeding through the building.A very precise and careful man, Mr. - let's call him Mr. Reed, for want of a better name - always made sure that doors were kept closed, windows locked, and everything as organized as could be. He also had a morbid fear of being locked in the cold-room unable to get out; I suppose he'd watched The Shining a few times too many. So the door had no lock or automatic closing mechanism, just a stiff, heavy chrome latch with handles inside and out. It was deliberately hung slightly askew, so that when unlatched it would swing open rather than closed.It came to pass that Mrs. Reed nagged her husband into taking a summer vacation, their first in twenty years or so, and he left his assistant in charge during one of the hottest weeks of the year. The assistant - let's call him
Regardless of what parents do for their kids, and regardless of how much they help their kids to achieve it, if the kids consciously DECIDE to get involved in crime or drugs, the is not a dickybird parents can do about it. Responsibility for achieving results and authority for making decisions come hand in hand. You can’t separate the two.
By nature people are scared of the unknown aspects of change, and, interestingly, when the change process is promoted to be a smooth ride and a neat slope with a steady gradient, some people get excited and jumps on the opportunity, but some people become extra cautious.
So, how does the military handle total buy-in from new recruits? Read the next paragraph from General Patton preparing his troops for battle.
“You are not all going to die. Only two percent of you right here today would die in a major battle. Death must not be feared. Death, in time, comes to all men. Yes, every man is scared in his first battle. If he says he’s not, he’s a liar.”
The US Navy’s SEAL Unit vehemently promotes the most intense part of their training, called “Hell Week”. They tell potential recruits about all the pain and suffering they have to endure in order to become full-blown members of one of the most respected units in the American military machine.
And guess what, when people are mentally prepared for the hardship, they can better take it. And attrition rate in the military is a lot lower than project failure rate in the world of consulting.
In the world of professional services there is the current situation, the desired situation and the unknown “swamp” clients have to go through to reach the “promised land.”
The key is to tell clients that it is a swamp full of alligators and mosquitoes not a rose garden with colourful butterflies, the journey to cross the swamp to the promised land will be more of a tough hike with blood, sweat and tears than a pleasure cruise with cute waitresses and celebrity hunks.
Clients know what is happening to them right now, and often can get a concept of what can wait for them in the promised land, but still, they are scared to death of crossing the swamp. And since you have crossed many swamps many times and arrived at many promised lands, you can tell your clients about what to expect on the journey and what to take with them. You can recommend them to take a rifle and a big knife, and leave their make-up sets and iPods at home.
When I defected from Hungary in 1988 with no money and no English, I knew I was in for a pretty rough ride. I knew I could end up being deported right away or being dumped into a refugee camp living like a rat until I would have a chance to find work and be released to the normal world (a.k.a. the rate race. Oh these fiendish vermin are everywhere). Just like me, many of my friends were fed up with the communist system, but unlike me, in spite of knowing the beauties and benefits of the promised land, they found the swamp too scary to cross, and decided to stay.
Many prospective clients are like that too. And the sooner they decide whether or not they are willing to cross the swamp with you, the better it is both for your piggy bank and sanity. Imagine you go through several meetings, write a proposal and then the prospect pulls back. A sort of “projectus interruptus” when a prospect withdraws before something “serious” happens. Arrrrrg!
So, during your initial discussion you’ve outlined and evaluated clients’ cost of staying where they are right now, and the value of getting to the promised land. This actually establishes your value, which is a basis of your fees. (For more on this see “It's All About Your Value: Service Professionals’ Guide to Setting, Raising and Safeguarding Fees” http://www.di-squad.com/resources/its-all-about-your-value.html)
So, now clients is excited about the opportunities waiting for them at the promised land, and mistakenly assume that you do all the necessary work and you actually carry them on your back to the new destination. This sets up false expectations, and if something unexpected happens (always does), you get blamed for everything, including the Spanish inquisition.
So, let’s start and communicate this pain o
Stupidity: Doing the same thing over and over again and expecting different resultsNo one should be billing themselves as stupid. After all you are operating in a very high-paced world, handling multiple demands on your time, and still producing good work. Yet if you are operating in this mode and are feeling stressed and unproductive because your ToDo list and daily stacks keep growing, then you may be exemplifying that definition.Are you using the same techniques that you used last year and four years ago to manage your phone calls, your email, and your long-term projects? If you are, chances are that is the reason you are having to cope with stress each day. An increased pace at work along with new technology demands that you have a method for integrating changes.In my consulting work, as I assess office productivity, I might find that one person is using four or five different systems to manage their daily tasks. That person might have learned of a new system but still kept parts of the older one instead of transitioning everything. The end result is that, with multiple systems, none of them works.The first thing is to determine which ONE system in each area would produce the most efficient results. The system can be paper-based or electronic-based. Deciding which depends on both your comfort level with electronics and the format of the information that is coming into your work area.Below are some evaluation questions to use in determining whether or not an area needs to be exam
The US Navy’s SEAL Unit vehemently promotes the most intense part of their training, called “Hell Week”. They tell potential recruits about all the pain and suffering they have to endure in order to become full-blown members of one of the most respected units in the American military machine.
And guess what, when people are mentally prepared for the hardship, they can better take it. And attrition rate in the military is a lot lower than project failure rate in the world of consulting.
In the world of professional services there is the current situation, the desired situation and the unknown “swamp” clients have to go through to reach the “promised land.”
The key is to tell clients that it is a swamp full of alligators and mosquitoes not a rose garden with colourful butterflies, the journey to cross the swamp to the promised land will be more of a tough hike with blood, sweat and tears than a pleasure cruise with cute waitresses and celebrity hunks.
Clients know what is happening to them right now, and often can get a concept of what can wait for them in the promised land, but still, they are scared to death of crossing the swamp. And since you have crossed many swamps many times and arrived at many promised lands, you can tell your clients about what to expect on the journey and what to take with them. You can recommend them to take a rifle and a big knife, and leave their make-up sets and iPods at home.
When I defected from Hungary in 1988 with no money and no English, I knew I was in for a pretty rough ride. I knew I could end up being deported right away or being dumped into a refugee camp living like a rat until I would have a chance to find work and be released to the normal world (a.k.a. the rate race. Oh these fiendish vermin are everywhere). Just like me, many of my friends were fed up with the communist system, but unlike me, in spite of knowing the beauties and benefits of the promised land, they found the swamp too scary to cross, and decided to stay.
Many prospective clients are like that too. And the sooner they decide whether or not they are willing to cross the swamp with you, the better it is both for your piggy bank and sanity. Imagine you go through several meetings, write a proposal and then the prospect pulls back. A sort of “projectus interruptus” when a prospect withdraws before something “serious” happens. Arrrrrg!
So, during your initial discussion you’ve outlined and evaluated clients’ cost of staying where they are right now, and the value of getting to the promised land. This actually establishes your value, which is a basis of your fees. (For more on this see “It's All About Your Value: Service Professionals’ Guide to Setting, Raising and Safeguarding Fees” http://www.di-squad.com/resources/its-all-about-your-value.html)
So, now clients is excited about the opportunities waiting for them at the promised land, and mistakenly assume that you do all the necessary work and you actually carry them on your back to the new destination. This sets up false expectations, and if something unexpected happens (always does), you get blamed for everything, including the Spanish inquisition.
So, let’s start and communicate this pain o
When engaged in medical billing, oxygen claims are so complicated and require so much information, especially when using electronic means and NSF 3.01 specifications, that three records types are needed to be able to transmit all the information that is required to bill these claims. These records are the GX0 record, GX1 record and GX2 record. The GX0 record is the main record containing the meat of the oxygen information. The GX1 record is used to transmit extra narrative information. The GX2 record is used to transmit facility information for the oxygen claim. In this installment, we're going to begin our review of the GX0 record. These three records are the last of our CMN records for NSF 3.01 record specifications.GX0 field 1, positions 1 - 3, is the record type. This needs to be filled in with GX0 or the claim will be denied by the character.GX0 field 2, positions 4 - 5, is the sequence number. Because there can be up to 99 CMNs transmitted with each claim, the number of that CMN has to be sent to the carrier. This is used to designate GX0-01, GX0-02 and so on.GX0 field 3, positions 6 - 22, is the patient control number. This number must be the same number that is transmitted in the CA0 record and all subsequent records that transmit the patient ID. If this number doesn't match the other records, the claim will be denied.GX0 field 4, position 23, is the certification type. This tells the carrier what type of certification this CMN is. The valid responses are I for initial, R for renewal and S for
When I defected from Hungary in 1988 with no money and no English, I knew I was in for a pretty rough ride. I knew I could end up being deported right away or being dumped into a refugee camp living like a rat until I would have a chance to find work and be released to the normal world (a.k.a. the rate race. Oh these fiendish vermin are everywhere). Just like me, many of my friends were fed up with the communist system, but unlike me, in spite of knowing the beauties and benefits of the promised land, they found the swamp too scary to cross, and decided to stay.
Many prospective clients are like that too. And the sooner they decide whether or not they are willing to cross the swamp with you, the better it is both for your piggy bank and sanity. Imagine you go through several meetings, write a proposal and then the prospect pulls back. A sort of “projectus interruptus” when a prospect withdraws before something “serious” happens. Arrrrrg!
So, during your initial discussion you’ve outlined and evaluated clients’ cost of staying where they are right now, and the value of getting to the promised land. This actually establishes your value, which is a basis of your fees. (For more on this see “It's All About Your Value: Service Professionals’ Guide to Setting, Raising and Safeguarding Fees” http://www.di-squad.com/resources/its-all-about-your-value.html)
So, now clients is excited about the opportunities waiting for them at the promised land, and mistakenly assume that you do all the necessary work and you actually carry them on your back to the new destination. This sets up false expectations, and if something unexpected happens (always does), you get blamed for everything, including the Spanish inquisition.
So, let’s start and communicate this pain o
Are you planning to sell your business? Or are you looking for a new business opportunity you can invest in? If you are, then you should use a business broker to help you search for a buyer or a seller, as well as facilitate the transfer and purchase of a business.Business brokers, also known as business transfer agents, are persons or firms that facilitate the buying and selling of other businesses. The job of a business broker usually involves determining the value of a business, advertising it to prospective buyers, and facilitating the discussions and transactions between the buyers and sellers.For business sellers, a good broker helps you sell your business at a higher price. A great business broker will determine the difference between simply settling a transaction to cutting a great deal where you acquire the maximum value of your business. Finding a good business broker is actually not that difficult.First, you can consult the International Business Brokers Association (IBBA). With the assistance of this trade association, you can find a certified business broker. You can also ask for referrals and recommendations from trustworthy sources that have first-hand knowledge of the business brokerage industry.When choosing a certified business broker, there are some important criteria you should keep in mind. Investigate the broker?s background, credentials and previous experience. If there are complaints and legal actions filed against a broker, you may check on the circumstances surrounding these through the Be
So, during your initial discussion you’ve outlined and evaluated clients’ cost of staying where they are right now, and the value of getting to the promised land. This actually establishes your value, which is a basis of your fees. (For more on this see “It's All About Your Value: Service Professionals’ Guide to Setting, Raising and Safeguarding Fees” http://www.di-squad.com/resources/its-all-about-your-value.html)
So, now clients is excited about the opportunities waiting for them at the promised land, and mistakenly assume that you do all the necessary work and you actually carry them on your back to the new destination. This sets up false expectations, and if something unexpected happens (always does), you get blamed for everything, including the Spanish inquisition.
So, let’s start and communicate this pain of change.
Ask prospects about their concern and worries regarding the change effort, and then elaborate on each item to the level of details as necessary. Then bring up whatever has been missed. If prospects express concerns about mosquitoes only, then bring up the alligators. Tell prospects that if they step off the path, the swamp can swallow them. These are not scare tactics, like “Unless you buy my fire alarm system, your kids will burn alive and you will hear them scream for the rest of your life.” This is different. Here you use fear to make a buying decision.
Your prospects have already made a buying decisions based on their values. All you do is just fill them in on the details of what may or may not happen during the journey across the swamp. Take some time together to discover all the perceived dangers. If they don’t happen that’s great, but if they do happen and your clients are not properly prepared, then they freak out like injured animals, they can become totally unpredictable and you can be in pretty deep yoghurt. That is what some clients demand their money back or threaten to take you to court. It can be pretty nasty.
So, for a moment remember your first day at university.
"People, you may feel a bit crowded right but relax. In a few months half of you will be out of here."
So, students understand that unless they are willing to work their butts off, they will soon be out with no hope in hell to retrieve the tuition they paid at the beginning of the course. And if they want to come back later, they have to pay again.
The other important point is to make buyers understand that before the situation improves, it will worsen. It is the same as people shortly before dying often get seemingly better get, and then without much fuss, song and dance they irreversibly kick the bucket.
Therefore you must discuss the pains of change while making the conceptual agreement with buyers. They must know what they are about to get into. Remember, fear of failure is a huge withholding power in people’s lives.
In most organisations change takes place at five levels:
1. ASSET LEVEL: For industrial organisations assets are the buildings, computer systems, production lines, the fleet of company cars and the photocopier. For a professional service firm it is their people. This is such basic change as buying a new photocopier. However, some people may insist on keeping the old copier because they are used to it.
2. ROAD MAP LEVEL: This is plans, systems and processes that enable organisations to go from A to B and actually navigate through the jungles of commerce throughout its lifetime. The road map also includes, policies, procedures, code of conduct, scripts and every piece of information that can be codified into written documents. Change at this level seems to be easy, but at this level we don’t know whether or not people are interested in changing at all.
3. CAPABILITY LEVEL: This is the skills and competencies of the people organisations employ to produce what they produce. This includes both explicit (learnt through memorising information) and tacit (intuition, finesse, gut feeling, “trench work.” Basically cellular level knowledge) experience. Two police officers can have the same level of explicit knowledge, but the one who has personally led numerous raids on drug operations where the bullets were flying has significantly more tacit experience.
This is why it is huge mistake to hire people (employees, contractors or advisors) based on resumes (explicit knowledge). I dare to say Donald Trump’s assistant knows more about real estate than most realtors out there who are certified to the hilt and registered with every association that has something to do with real estate. The person can be explicitly amazing but tacitly amazingly incompetent. Your expertise is about 20% explicit knowledge and 80% of tacit information (intuition and gut feeling, trench work, basically cellular level knowledge).
The mistake here is that by sending people to training courses, managers expect instant performance improvement from their people as soon as they return from the course. But people do need time to turn the new information into new skills. For a doctor a fairly long time goes by between the first anatomy lesson at medical school and the first real heart surgery. I’ve never come across a doctor who can operate o
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