The Big Picture of Business: Why a Company Would Improve? The Art of Learning From Failure to Get Better.

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Success is just in front of our faces. Yet, we often fail to see it coming. Too many companies live with their heads in the sand. Many go down into defeat because it was never on their radar to change.

A colleague recently complained about her corporation: “Things are much the same at this company, and I don’t see much changing unless leadership does.”

The answer is that companies need not roll over and accept less than the best. And yes, it takes courage to get management unstuck in their ways. Ninety-two (92) percent of all problems in organizations stem from poor management decisions.

The Biggest Mistakes Which Many of Us Have Made

Abilities, Talents

  • Making the same mistakes more than twice, without studying the mitigating factors.
  • Taking incidents out of context and mis-diagnosing situations.
  • Rationalizing occurrences, after the fact.
  • Appearing self-contained, therefore precluding others from wanting to help me.
  • Inability to cultivate other people’s support of me at the times that I needed it most.

Resources

  • Attempting projects without the proper resources to do the job well.
  • Not knowing people with sufficient pull and power. Thinking that friends would help introduce me or help network to key influentials.
  • Failure to effective networking techniques early enough in my career path.
  • Inability to finely develop the powers of people participating in the networking process.

Other People

  • Accepting people at their words without questioning.
  • Showing proper respect to other people and assuming that they would show or were capable of showing comparable respect to others.
  • Doing favors for others without asking anything in return… if I expected quid pro quo at a later time. Not telling people what I wanted and then being disappointed that they did not read minds or deliver favors of their own volition.
  • Befriending people who were too needy… always taking without offering to reciprocate. Continuing to feed their needs… a one-way relationship.
  • Picking the wrong causes to champion at the wrong times and with insufficient resources.
  • Working with the false assumption that people want and need comparable things. Incorrectly assuming that all would pursue their agendas fairly. A better understanding of personality types, human motivations and behavioral factors would have provided insight to handle situations on a customized basis.
  • Offering highly creative ideas and brain power to those who could not grasp their brilliance… especially to those who were fishing for free ideas they could then market as their own.

Circumstances Beyond Our Control

  • Working with equipment, resources and people from a source without my standards of quality control… trying to make the best of bad situations.
  • Changing trends, upon which I could not capitalize but which others could.

Mis-Calculations

  • Incorrectly estimating the time and resources necessary to do something well.
  • Getting blindsided because I did not do enough research.
  • Failure to plan sufficiently ahead, at the right times.
  • Setting sights too low. Not thinking big enough.

Timing

  • Offering advice before it was solicited.
  • Feeling pressured to offer solutions before diagnosing situations properly.
  • Not thinking of enough angles and possibilities… sooner.

Marketplace-External Factors

  • Not reading the opportunities soon enough.
  • Not being able to spot, create or capitalize upon emerging trends at their beginnings.

Stages of Mistakes

  1. Discovering errors (sensory-motor, sounds-language and logical selection).
  2. Recognizing mistakes.
  3. Separating successful elements from failures we do not need to duplicate.
  4. Learning from mistakes.
  5. Learning from success.
  6. Mentoring yourself and others toward a higher stream of knowledge.
  7. The wisdom that comes from making mistakes, comprehending their outcomes, and developing a knowledge base to achieve success.

Gradations of Failing

  1. Not seeing the warning signs.
  2. Distinguishing among friends, enemies and the majority group, those who could care less about you but who will tap whatever resources available to get their needs met.
  3. Never seeing victories as quite enough.
  4. Feeling that someone else – everyone else – wins when you fail.
  5. Repeating self-defeating behaviors.
  6. Holding unrealistic views.
  7. Thinking that you never fail… that failing is for other people and organizations.

Why We Must Fail… in Order to Succeed

Learning the stumbling blocks of failure prepares one to attain true success. Fear is the biggest contributor to failure, and it can be a motivator for success. You cannot make problems go away, simply by ignoring that they exist.

Everybody fails at things for which they are not suited. The process of learning what one is best suited to do is not a failure…it is a great success. Learn from the best and the worst. People who make the biggest bungling mistakes are showing you pitfalls to avoid.

Many of us make the same mistakes over and over again. That is to be expected and teaches us volumes, preparing us for success. There is no plan that is fool-proof. One plans, learns, reviews and plans further.

One learns three times more from failure than success. One learns three times more clearly when witnessing and analyzing the failures of others they know or have followed. History teaches us about cycles, trends, misapplications of resources, wrong approaches and vacuums of thought. People must apply history to their own lives-situations. If we document our own successes, then these case studies will make us more successful in the future.

Gradations of Learning from Mistakes

  1. Distance one’s self from one’s actions.
  2. Become self-critical.
  3. Recognize that actions have consequences.
  4. Begin accepting responsibility for the consequences.
  5. Learn how to eliminate errors.
  6. Learn how to learn from mistakes.
  7. Accept fallibility, become open to critical feedback and modify actions accordingly.

About the Author

Power Stars to Light the Business Flame, by Hank Moore, encompasses a full-scope business perspective, invaluable for the corporate and small business markets. It is a compendium book, containing quotes and extrapolations into business culture, arranged in 76 business categories.

Hank’s latest book functions as a ‘PDR of business,’ a view of Big Picture strategies, methodologies and recommendations. This is a creative way of re-treading old knowledge to enable executives to master change rather than feel as they’re victims of it.

Power Stars to Light the Business Flameis now out in all three e-book formats: iTunes, Kindle, and Nook.

Who is taking responsibility around here? Nobody!

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With all the dumb laws on the books these days, you’d think they’d have one smart one for taking responsibility.

Wouldn’t it be cool if every politician wasn’t allowed to blame anybody else, and had to take full responsibility for their own actions and results?

Well, the same is true in sales.

I’m pretty sick of salespeople still telling me, “the guy said he wasn’t interested” and “the guy is happy with his present supplier” and “the guy won’t set an appointment with me” and, my all-time favorite, “the guy wouldn’t return my call.”

As you read those excuses, they seem kind of lame don’t they? Wait! Are they lame? Or are they pathetic excuses for poor salesmanship, poor preparation, lack of ability to transfer a passionate message, lack of belief in your own product or company, lack of perceived value, inability to differentiate yourself from your competitor, and most important, lack of proof?

Whether you’re in politics or sales, the burden is the same: take responsibility for all that happens. And if it’s not happening in the best way possible, take responsibility to make it happen in a better way.

It’s funny how you can picture responsibility and blame in terms of a politician. I mean, come on! Can you imagine a politician saying, “The bill didn’t pass and it was all my fault.” Could you ever imagine that in your lifetime?

That’s why I want taking responsibility to be a law. If it was a law, everyone would be forced to tell the truth, admit their shortcomings, and go back into the battleground and return with a winning result. Politicians included.

Aren’t you sick of blaming? Aren’t you sick of politicians blaming each other ad nauseam for what the other guy didn’t do? Isn’t there a biblical phrase that begins, “Let he who was without sin cast the first stone?” I think if it were law, there would be a lot less stone casting, and a lot more people taking responsibility to make something happen.

Let’s get back to the objection of not getting your call returned. When I hear a salesperson say, “The guy wouldn’t return my call,” I really want to punch somebody in the face (gently, of course).

Let’s take a look at the real reasons someone won’t return your call to help you understand the difference between blaming and taking responsibility:

1. The message you left had no value.
2. The customer has no intention of buying from you and just doesn’t want to tell you.
3. The customer is not ready to buy yet and was too busy with their stuff to deal with you and your stuff.
4. The customer does not consider you a value provider, and is out there looking for one.
5. The customer does not perceive you as being genuine.
6. You are unaware of the customer’s motive to buy, and as a result have a hard time perceiving what their urgency is. Better stated: you don’t know why or when they intend to purchase.
7. The customer is still shopping.
8. You failed to connect emotionally or intellectually with the customer, and they would rather not do business with you.
9. You failed to offer enough proof to eliminate risk and create peace of mind.
9.5 The customer has decided to buy from someone else and feels no sense of obligation to inform you of their decision.

Those are accurate descriptions of some of the real reasons why. “The guy would not return my call” is not a problem. It’s a symptom. ‘Why’ the guy would not return my call is the issue. If I can find out why, and correct it, then more if not all of my calls will begin to be returned.

Wow! What a concept.

Here are three new ways of thinking:

  • I’m going to uncover my customer’s intentions and motives for purchase.
  • I’m going to share with him or her how they produce more and profit more after purchase.
  • I’m going to bring in several of our existing customers who will do video testimonials to corroborate my claims.

A ‘taking responsibility’ law could revolutionize this country. Can you imagine a politician actually having to tell the truth instead of blaming something or someone else?

For the past 100 years, it’s been the same sales. Salespeople and sales trainers conveniently called reasons for not buying, or not communicating, ‘objections,’ thereby shifting the blame to the customer.

HERE’S THE REALITY: There are no objections.

There are barriers. There are symptoms. There are circumstances. But there are no objections. And all of those barriers, symptoms, and circumstances would disappear if the salesperson takes responsibility, studies the outcome, and implements a better way.

Or you can just blame and whine.
Like a politician.

Reprinted with permission from Jeffrey H. Gitomer and Buy Gitomer.

About the Author

Jeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally at [email protected].

The Big Picture of Business: Yesterdayism… Learning from the Past, Planning for the Future.

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Whether it is a public company or not, every business should fashion an Annual Report. Even if it is a client letter, this gesture celebrates the year, as basis for helping business people to prepare for the future.

People are interesting combinations of the old, the new, the tried and the true. Individuals and organizations are more resilient than they tend to believe. They’ve changed more than they wish to acknowledge. They embrace innovations, while keeping the best traditions.

When one reflects at changes, he/she sees directions for the future. Change is innovative. Customs come and go… some should pass and others might well have stayed with us.

There’s nothing more permanent than change. For everything that changes, many things stay the same. The quest of life is to interpret and adapt that mixture of the old and new. People who fight change have really changed more than they think.

The past is an excellent barometer for the future. I call that Yesterdayism. One can always learn from the past, dust it off and reapply it. Living in the past is not good, nor is living in the present without wisdom of the past.

Trends come and go… the latest is not necessarily the best. Some of the old ways really work better… and should not be dismissed just because they are old or some fashionable trend of the moment looks better.

When we see how far we have come, it gives further direction for the future. Ideas make the future happen. Technology is but one tool of the trade. Futurism is about people, ideas and societal evolution, not fads and gimmicks. The marketplace tells us what they want, if we listen carefully. We also have an obligation to give them what they need.

In olden times, people learned to improvise and ‘make do.’ In modern times of instantaneous disposability, we must remember the practicalities and flexibilities of the simple things and concepts.

Things which Made Comebacks…
Ceiling fans. The jitterbug and swing music. Hardwood floors. Stained glass.

Things the Economy Has Exempted…
Penny arcades. Five-and-dime stores. Full-service gas stations. Free car washes at gas stations. Towels in boxes of detergent. Mom-and-pop stores. S&H Green Stamps and other redemption programs.

Things which the Marketplace Has Eclipsed…

  • Ice delivered in blocks via a horse-driven carriage by the ice man
  • Milk delivered in bottles via a horse-driven carriage by the milk man
  • Going downtown to do all of your shopping
  • Drive-in movies
  • Stores closed on Sundays

The Old Became the New Again…
The original speed for phonograph records, as invented in 1888, was 78-RPM, which engineers determined to be the most ideal for sound quality. In the 1940s, technology brought us the 45-RPM and 33-1/3-RPM records… adding up to the “mother speed” of 78-RPM. The 1980s brought us compact discs, which play at a speed of 78-RPM.

Station wagons of the 1950s went out of style. They came back in the 1980s as sport utility vehicles.

Midwives were widely utilized in previous centuries. In modern times, alternative health care concepts and practitioners have been embraced by all sectors of society. Herbal ingredients and home remedies have gained popularity, and cottage industries support them.

Telephone party lines went out of style in the 1920s. They came back in the 1990s as internet chat rooms.

Corporations have become extended families, thus embracing dysfunctionality, changes, modifications and learning curves.

Schools started out as full-scope community centers. As the years passed, academic programs grew and became more specialized, covering many vital subject areas. Today, with parents and communities severely neglecting children and their life-skills education, schools have evolved back to being full-scope community centers.

7 Levels of Yesterdayism… Learning from the Past… Sources of Insights:

  1. Think They’ve Been There… Haven’t Yet Fully Learned from It.
  2. Saw It Happen… Understand It.
  3. Participated In It.
  4. Been There… Learned from It.
  5. Teach, Understand and Interpret It.
  6. Innovated It… and Teach You Why.
  7. Innovative Then and Now… Still Creating.

7 Applications for Yesterdayism… How to Shape the Past Into the Future:

  1. Re-Reading…Reviewing… Finding New Nuggets in Old Files.
  2. Applying Pop Culture to Today.
  3. Review case studies and their patterns for repeating themselves.
  4. Discern the differences between trends and fads.
  5. Learn from successes… and three times more from failures.
  6. Transition your organization from information down the branches to knowledge.
  7. Apply thinking processes to be truly innovative.

Apply History to Yourself. The past repeats itself. History is not something boring that you once studied in school. It tracks both vision and blindspots for human beings. History can be a wise mentor and help you to avoid making critical mistakes.

7 Kinds of Reunions… obtaining perspective:

  1. Pleasurable. Seeing an old friend who has done well, moved in a new direction and is genuinely happy to see you too. These include chance meetings, reasons to reconnect and a concerted effort by one party to stay in the loop.
  2. Painful. Talking to someone who has not moved forward. It’s like the conversation you had with them 15 years ago simply resumed. They talk only about past matters and don’t want to hear what you’re doing now. These include people with whom you once worked, old romances, former neighbors, networkers who keep turning up like bad pennies and colleagues from another day and time.
  3. Mandated. Meetings, receptions, etc. Sometimes, they’re pleasurable, such as retirement parties, open houses, community service functions. Other times, they’re painful, such as funerals or attending a bankruptcy creditors’ meeting.
  4. Instructional. See what has progressed and who have changed. Hear the success stories. High school reunions fit into this category…their value depending upon the mindset you take with you to the occasion.
  5. Reflect Upon the Past. Reconnecting with old friends, former colleagues and citizens for whom you have great respect. This is an excellent way to share each other’s progress and give understanding for courses of choice.
  6. Benchmarking. Good opportunities to compare successes, case studies, methodologies, learning curves and insights. When “the best” connects with “the best,” this is highly energizing.
  7. Goal Inspiring. The synergy of your present and theirs inspires the future. Good thinkers are rare…stay in contact with those whom you know, admire and respect. It will benefit all involved.

About the Author

Power Stars to Light the Business Flame, by Hank Moore, encompasses a full-scope business perspective, invaluable for the corporate and small business markets. It is a compendium book, containing quotes and extrapolations into business culture, arranged in 76 business categories.

Hank’s latest book functions as a ‘PDR of business,’ a view of Big Picture strategies, methodologies and recommendations. This is a creative way of re-treading old knowledge to enable executives to master change rather than feel as they’re victims of it.

Power Stars to Light the Business Flameis now out in all three e-book formats: iTunes, Kindle, and Nook.

The Big Picture of Business: The Colonel and Me

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Business Know-How Comes From Experience – The Value of Life-Long Mentoring.
 
This article is about:

  • Lessons that I learned to last a lifetime.
  • The value of acquiring and benefiting from mentors.
  • That inescapable quotient of wisdom and life-long learning.

The year was 1959. I was the bright young disc jockey at a radio station. I was being groomed by my mentors to be a White House advisor, which I later became.

Colonel Harlan Sanders entered my life. I was 11. He was 65. I only met him once. He influenced my life. I later reorganized his company. I became him, after a fashion, since I am 65 now.

The Colonel had just founded a fast food empire called Kentucky Fried Chicken. He was heralded as an entrepreneur who was also a senior citizen.

My entertainment mentors were Cactus Pryor and Bob Gooding. The 24-year-old newscaster at the radio station was Bill Moyers. He told me that I must think like a world-class visionary, grow into the role and not just remain a radio DJ.

In 1959, radio stations used to do live remotes from advertisers’ locations. The first which I attended was at the Armstrong-Johnson Ford dealership. The second was at what was the fourth KFC franchise to open in the United States. It occupied one counter at 2-J’s Hamburgers, an established Austin restaurant, owned and operated by Ralph Moreland.

There I was on live radio, interviewing Colonel Sanders about his new business enterprise. Rather than discussing the taste of the food, I asked about his desired legacy and the Big Picture goals of the organization. Already thinking like a visionary then, I asked the bigger questions. I still ask them, while most people are more comfortable in discussing the trivialities.

The KFC empire grew, and a burgeoning fast food industry engulfed it. There became too many competitors, too much franchising, too much hype and just as many who exited the industry as quickly as they entered it.

Fast forward 20 years to 1979. I was retained to come in and analyze the strategy and structure of the KFC corporation, asked to recommend changes and improvements. That’s what I do for businesses of all sizes. I come in after the wrong consultants have given bad advice, after knee-jerk reactions to changing business climates had taken tolls on existing market players.

By 1979, there were other players dominating the fried chicken niche. Nationally, there were Popeye’s and Church’s. Locally, we had Frenchy’s and Hartz. And then there were the players in the burger wars, who were adding chicken items to their menus.

Over at KFC, the Colonel had long ago sold his interest to a corporation and remained on the payroll as a commercial spokesman. Colonel Sanders died in 1979. Meetings commenced at headquarters about the future direction of the company and the product. The corporate owner was a liquor company. Its CEO (John Y. Brown, later to become Governor of Kentucky) asked me to envision the overall future of the fried chicken industry, not just the KFC ‘brand.’

I commissioned focus groups. They verified what I already knew: that KFC had too much of a white suburban image. By downplaying the Colonel on the packaging and amplifying the taste of the food, we had opportunities to broaden the KFC appeal.

I opined that we needed to go after minority consumers and aggressively build stores in inner-city neighborhoods. To test the premise, I staged a focus group dinner meeting at a prominent inner-city church, eliciting ideas and insights. One resulting project was ‘KFC Kalendar,’ an advertising campaign that showcased community events and public service announcements to diverse communities. I wrote editions of the Kalendar for radio and newspapers. Its recognition and success evolved into the national ad campaign: “We Do Chicken Right.”

KFC was a watershed in my career (at that point 21 years long). It influenced what I’ve preached for the last 30+ years: determine who your stakeholders are. Learn all that you can about your customers, their customers and those affected by them. Extend your business model beyond what it once was and into new sectors. The branding does not drive the strategy but instead is a sub-sub-sub set of Big Picture strategy, which must drive all business disciplines.

Here is some closing wisdom, connecting back to 1959. I juxtapose my advice to some of the records that we were playing on the radio when doing that live remote from the grand opening of that early KFC franchise. These insights still hold impact on the business culture of today. These come from the Golden Oldies music of that era:

  • “Did he ever return? No, he never returned. Yet his fate is still unlearned. He may ride forever through the streets of Boston. He’s the man who never returned.” Song by the Kingston Trio. (Pursuing the same strategies, year after year, yields you the same predictable outcomes and shortcomings.)
  • “And they call it puppy love.” Song by Paul Anka. (Living in a fantasy without viewing the realities of the marketplace sets companies up for failure.)
  • “Higher than the highest mountain, and deeper than the deepest sea. Softer than the gentle breezes, and strongest than the wide oak tree. Faithful as a morning sunrise, and sacred as a love can be. That’s how I will love you. Oh darling, endlessly.” Song by Brook Benton. (An empowered workforce must support the corporate objective, and the art with which it does spells success.)
  • “I told her that I was a flop with chicks. I’d been that way since 1956. She looked at my palm and she made a magic sign. She said what you need is Love Potion Number Nine.” Song by The Clovers. (Research tells us that only 2% of all consultants are real advisers. Most are vendors who prescribe what kool-aid that they’re selling. Business coaches and their ilk are to be avoided.)
  • “Who walked in with Mary Jane, lipstick all a mess. Were you smooching my best friend, if the answer’s yes. Bet your bottom dollar, you and I are through. Cause lipstick on your collar told a tale on you.” Song by Connie Francis. (Ethics cannot be edicted from afar. The ethical conduct of business has a direct relationship on the ability to grow and prosper.)
  • “Hold me tight and don’t let go. Thunder, lightning, wind and rain. This feeling’s killing me. I won’t stop for a million bucks. If it wasn’t for having you, I’d be barking in Harlem too. Don’t let go.” Song by Roy Hamilton. (Sustainability of a growth strategy breeds steady, measured success.)
  • “When you’re near me, my head go goes all around. My love comes tumbling down. You’ve got what it takes to set my soul on fire. You’ve got what it takes for me.” Song by Marv Johnson. (66.7% of all businesses cannot grow any further. Learn when enough growth is enough.)
  • “Venus, goddess of love that you are. Surely, the things I ask cannot be too great a great task.” Song by Frankie Avalon. (Building corporate cultures and successful businesses means making and sticking to commitments.)
  • “Here I stand in my world of dreams. You don’t know how much I care. You don’t know the torch I bear. You don’t know how much I care. Yes and here I stand.” Song by Wade Flemons. (Corporate cultures depend upon real-time conditions, projected outcomes and policies that promote steady growth.)

About the Author

Power Stars to Light the Business Flame, by Hank Moore, encompasses a full-scope business perspective, invaluable for the corporate and small business markets. It is a compendium book, containing quotes and extrapolations into business culture, arranged in 76 business categories.

Hank’s latest book functions as a ‘PDR of business,’ a view of Big Picture strategies, methodologies and recommendations. This is a creative way of re-treading old knowledge to enable executives to master change rather than feel as they’re victims of it.

Power Stars to Light the Business Flameis now out in all three e-book formats: iTunes, Kindle, and Nook.

People don’t know what they have. It’s better than money.

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I’m sure you’ve heard the expression, “Count your blessings.” I wonder how you interpret that. I wonder how you count them. I wonder how you take advantage of them. My biggest wonder is how grateful are you for your blessings.

HERE’S AN IDEA: Re-look at your blessings from a different perspective. Are they blessings or are they assets? Are they blessings or are they attributes? Are they blessings or are they gifts that you can share with others?

GOOD NEWS: There are no right answers to those questions.
BETTER NEWS: You have to determine the answers for yourself.
BEST NEWS: Once you determine what those blessings, or assets, or attributes, or gifts are you can begin to build them, add to them, enjoythem, and turn them into a happier, better you.

HERE’S HOW TO DO IT: Sit down at your laptop and write your eulogy. Write down what you would want your children or your significant other to say about your life. How you lived it, how you achieved in it, and what your best qualities were. What kind of a person were you? What kind of a father or mother were you? What kind of a son or daughter were you? What kind of a friend were you?

Those are the questions that will reveal all of the assets, all of the attributes, and all of the gifts that you have.

In my opinion, the one blessing or attribute that will define you better than any of the others is what you gave. I don’t mean how much money you gave away. Rather, I mean what you gave of yourself. Did you volunteer? Did you participate in a charity? Did you help your kids with their homework? Did you help an elderly person across the street? Were you a giver or a taker?

Giving defines your person.

Me? I give smiles. And I give them on purpose, every day.

I have a daily goal. Make ten people smile every day. That may not sound like much, but it’s amazing what happens when you can make someone you hardly know smile at you based on your interaction with them. It means that you have been kind, or humorous, or thought provoking, or just a good guy or gal. Sometime it involves a bigger tip than you might normally give. Sometimes it’s just a matter of holding a door. Whatever it is, when you make someone smile it changes their whole physiology. They walk away feeling better than they did because they encountered you.

My daily goal also includes one other element: performing a random act of kindness.

Random acts of kindness are easily defined as proactive politeness, proactive helping, or proactive giving. No one asked for anything. You just decided to get up and do it.

I wonder if you ever think about random acts of kindness. I wonder if you regularly perform random acts of kindness. I wonder if you understand who feels best after the random act of kindness is been performed.

If you perform them like I do, then you know who feels best. You do.

Oh, the recipient feels great because you helped them or honored them. But you feel greater. Random acts of kindness have a double win. And the feeling lasts a long time.

I challenge you to make ten people smile and perform one random act of kindness a day. I challenge you to do it for the right reasons: for yourself.

When you make people smile, you smile. The power of that transfers immediately to all your other thoughts and you become happier. In fact, you look for ways to make other people smile because of the feeling that gives you.

And that’s a self-imposed blessing you can take to the grave.

Reprinted with permission from Jeffrey H. Gitomer and Buy Gitomer.

About the Author

Jeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally at [email protected].