Servant Leadership, Sales Growth Specialists and Micro-Venture Capital Initiatives

I’ve recently become involved in the Board of Directors for a start-up non-profit, Cheetah Development. I’m graciously extending an invitation to you to meet the U.S. board as well as one of our Tanzanian board members, Chilwa Kiliaki. Mrs. Kiliaki was born in a poor village in Tanzania and has worked her way to become a leader of economic policies for the country of Tanzania. During our informal gathering on Wednesday, she’ll share how Cheetah’s work can have impact in Tanzania. I’m told that she’s a dynamic and brilliant African woman.

Often I’m asked, “Why Cheetah Development?” I’m certain the unasked question is, “Why Cheetah…..when there are so many other non-profits serving those under-developed countries?”

There are a number of compelling reasons. Here are a couple of them.

1. Being an entrepreneur at heart, I’m always looking for opportunities to help other entrepreneurs. That’s one of the reasons that I’ve served on the Advisory Board for Entrepreneur-In-Action teams at U of M’s Carlson School of Management. In addition, I’m involved with the Opin Apprentice Program.

2. Cheetah Development is filling a niche that other economic-development initiatives aren’t addressing. For example, the Nobel-prize winning model of micro-finance typically addresses projects that have smaller capital requirements, usually $100-200. On the other spectrum Venture capitalists, who see Africa as an awakening economic giant, are poised to invest $2million and above. But, what if a project needs a loan for more than $200, but less than $2 Million? That’s where Cheetah Development specializes, providing micro-venture capital to support entrepreneurs that can build a sustainable economy for their village.

3. As mentioned, Cheetah Development takes a distinctively different approach than many aid organizations I’ve experienced. It’s a servant leadership approach. When Ray Menard, the founder, does the preliminary investigative work for this project, he starts with dialogue with the village pastors. (The church is the strongest social institution in most of these villages.) Invariably, when asking about the greatest needs of the village, the village pastors say that they feel helpless to really help the people of their village; to really help means to provide jobs, other than just providing spiritual leadership. Without jobs, the villagers can’t buy food to feed their families, medicine to save their dying children or an education to give their children hope for a better life.

Ray then asks the pastors to introduce him to those who are gifted as entrepreneurs in the community. I find this interesting…the pastors know who are the entrepreneurs! Then, Ray sits down with these entrepreneurs to discuss their ideas on how to help build a thriving economy of their village. Again, I find this interesting; the entrepreneurs know what needs to be done. The problem is that they don’t have the financial resources or mentoring to pursue the project.

In many ways, I find Cheetah Development’s approach a Culture Shift from traditional aid models. Cheetah’s hope is to build pride in achievement and hope for the future, not dependency. Or, as Ray says, “Our goal is not to give fish; but, to teach fishing and to build fishing pole factories, a fish cannery and a distribution system for the fish.”

If you’d like to join us, please send me an eMail at Danita@SalesGS.com or call me at 612-267-3320.

April 24, 2010 | Filed Under Transformational Leadership | 1 Comment

As a sales leader, how are you investing in the “Lost Generation”?

I’m being a bit philosophical today. It might be because I’m having a “reflection weekend” at the glorious serene White Cap Resort in Northern Wisconsin. My hope is to finalize some last minute details of a new eBook I’m launching on Leadership Paradoxess. However, the Great Outdoors may lure me aware from my best intentions

Here’s the philosophical question I ask myself after viewing this incredible palindrome, “Lost Generation” (FYI: a palindrome reads the same backwards as forwards.)

How intentional am I mentoring the new generation of business leaders?

As I “mature” (which means that I have more gray hair that I need to cover!) I reflect on those who invested themselves to inspire, teach and mentor me as a student in Stanley, ND and at the University of Sioux Falls. And, those sales leaders who invested in me as a college intern at IBM Corporation and as a rookie at Xerox Corporation, Bob Klein, Don Tremblay, Mary Philipsek.

In reflecting on these incredibly giving people who provided me with guidance and sales coaching, I challenge myself to consider how I’m intentionally investing in the future business leaders by providing Sales management coaching and Sales management training. Consequently, I’ve become faculty with the OPIN Apprentice Program.

So, how are you investing in the “Lost Generation“?

April 16, 2010 | Filed Under Transformational Leadership | 1 Comment

Transformational Leadership = Paradoxical Leadership

In a couple of days, I’m launching a new eBook “Leadership Shift: Paradoxical Wisdom for Transformational Leaders.” The initial Transformational Leadership inspiration for the seven paradoxes I discuss came a couple of years ago when I meet Kent Keith, author of Anyway, at a National Speaker Association conference. As he told his fascinating story about developing his core philosophy on leading as a student at Harvard College, I immediately resonated with his ideas. Through this poem, he addresses some of the more difficult parts of leadership, whether it’s leadership of a company, a sales team or a non-profit/church. It’s provided inspiration to a host of leaders including Mother Theresa, Stephen Covey, John Maxwell and more. I trust it will inspire and challenge you.

As you read this poem, Anyway, I invite you to consider your role as a leader in this modern day world.

People are illogical, unreasonable, and self-centered.

Love them anyway.

If you do good, people will accuse you of selfish ulterior motives.

Do good anyway.

If you are successful, you will win false friends and true enemies.

Succeed anyway.

The good you do today will be forgotten tomorrow.

Do good anyway.

Honesty and frankness make you vulnerable.

Be honest and frank anyway.

The biggest men and women with the biggest ideas can be shot down by the smallest men and women with the smallest minds.

Think big anyway.

People favor underdogs but follow only top dogs.

Fight for a few underdogs anyway.

What you spend years building may be destroyed overnight.

Build anyway.

People really need help but may attack you if you do help them.

Help people anyway.

Give the world the best you have and you’ll get kicked in the teeth.

Give the world the best you have anyway.

April 9, 2010 | Filed Under Sales Leadership, Transformational Leadership | Leave a Comment

Sales Management Coaching – part 3

Coaching Rules for Sales Managers.(18 – 25)

As mentioned in my last post as well as a post last fall, I’ve been coaching a number of sales managers to improve their sales coaching with their sales people. Here are a few more sales coaching rules that I’ve picked up from my friends and colleagues, experts such as Terry Slattery, Steve Montague, and John Condry over the years. I trust that you’ll find these helpful also.

18. There’s no such thing as a salesperson handling stalls and objections. There’s only one person qualified to do that, and that’s the prospect.
19. Don’t surprise your prospect in a presentation. Use your professional selling skills to address only the prospect’s pain that’s been discussed. Ensure everything’s been covered verbally prior to the presentation, even the price.
20. Don’t work too hard. Let the prospect give you the responses to work with. Remember the most effective move in sales, “Tell me more.”
21. If it starts to stink, bury it. Don’t waste your time on a prospect that’s dead.
22. No wimping. Follow your strategic sales plan, not the prospects.
23. The sale is complete when the check clears the bank and you get referrals to their friends and business associates.
24. Understand and accept the worst-case scenarios. In fact, be preemptive. Be the first one to bring up the worst-case scenarios.
25. When asked, a prospect will always clarify and add depth and detail to his question. This is important as once you understand the real pain, then you can determine if you can provide a real solution. Sales management Coaching; Sales Coaching