Welcome Gray Institute Live Symposium Participants

I have the privilege to speak at the Gray Institute Live Applied Functional Science Symposium in Chicago today. There will be dozens of speakers presenting on one stage with hundreds of therapists, trainers, and coaches participating. WOW!

My topic topic is "Tweakology ...Consider the Possibilities"

There are just 3 primary colors - red, blue, and green; yet when combined they produce infinite color possibilities - think rainbows, sunsets, and art. And, that's just the visible spectrum that our eyes can see... there is also the infrared and ultraviolet portion of the spectrum. The visible spectrum represents our body, the infrared our minds, and the ultraviolet our spirits - all three are a part of the spectrum and a part of life.

So too, exercise involves 3 primary elements - a person, a task, and an environment that engage 3 primary variables - movement, force, and time. When combined, they too produce infinite possibilities that touch body, mind, and spirit - that which we see and that which we don't see.

These elements and variables are what put the Magic in the 3-D Matrix.The possibilities are endless.

In preschool children are given a blank piece of paper and crayons (affordances) and invited to color. They predictably choose their favorite color (attractor well) and scribble (emmergent patterns) randomly across the paper (environment). Over time kids learn to draw lines, shapes and images (constraints). They learn to color (move) within the lines with purpose. They learn to mix (integrate) color and to introduce shading, texture, and perspective. Every child is unique. Every drawing is a unique reflection of the child who drew it.

So too it is with exercise. People tend to choose a few favorites and apply them randomly and even recklessly. But exercise like color can be evolved, refined, and customized to reflect the unique needs and aspirations of any person at any time.

As therapists, trainers, and coaches we are artists. We don't paint on canvas but rather sculpt in the flesh and bones of our patients, clients, and athletes.

Tweak! ...Put the magic in the matrix. ...Put the magic in living!

Enjoy this celebration of kids, color, and movement and remember you have the power to create perfect exercise for each person you engage... The Crayola Song (~4 min.). 

Consider this Matters That Matter Reflection "Creatures" on the art of sculpting movement.

Search for the magic! Become the artist you are meant to be!

All the Best!

Bob

(c) Copyright 2011
Performance Builders

Vote Yourself Off the Island

I talk to a lot of Private Practice Physical Therapy Owners every week. Most describe feeling like a cast-away alone on a desert island, under the hot sun of regulations without shade, insufficient resources, and surrounded by sharks (declining compensation, rising costs, staffing challenges, productivity issues, moneyed competition, an un-level playing field, and more...). It seems the harder they work the less they have to show for it. Time for family, friends and the rewards of success continue to erode.

As long as PT practice owners continue to play a defense game alone, they WILL continue to lose and lose BIG!

It's time to take control, team up and go on offense!

All The Best!


Bob


(c) Copyright 2011
Performance Builders

We're Breaking-Out...

The practice of physical therapy is controlled by payers not patients and professionals. Insurers (private and government) define PT practice. When you play a game defined by someone else, on their field, with their equipment, rules and referees, who do you think is likely to win? For decades PT has built walls to protect the interests of consumers and qualified providers. Today those walls are feeling less like a castle fortress and more like prison walls.

It's time to break out!

All the Best!
Bob
(c) copyright 2011
Performance Builders

Placebo

The following from Seth Godin crossed my desk this morning and I thought it worth sharing...

Marketing of the placebo: Everyone gets their own belief

"The placebo effect isn't a lie. In fact, if you believe something is going to help you get better, it may very well do just that.


This very same effect works with stereo equipment, wine, politicians... just about everything where our belief intersects with reality.


You can believe that Ford is better than Chevy, that California reds are better than French ones and that your particular tribe is right (and that everyone else is wrong.)


Marketers love the placebo effect because it opens the door to stories and fables and word of mouth and varied perceptions. It gives marketers room to sell more than price and features. The first cultural byproduct this benefit creates is the notion that everyone is entitled to believe what they believe, and it’s rude to question it.

The second, is a real problem, though. If you spend enough time experiencing your own take on reality, you come to believe that what works for you might actually be a universal truth. Marketing plus psychology might equal science, it seems.


For the placebo to work, you have to believe it, but sometimes believing requires suspension of your connection with verifiable fact.


When that happens, we might believe that we’re entitled to believe things that conflict with demonstrable truth and an understanding of reality. With enough internal spin, you can believe that the moon walk was a fake, that levitation is possible and that the world is only 6,000 years old. You are welcome to believe that aqua metals will improve your sports performance and that z-rays will cure your arthritis, but only until it collides with things that are actually true. Placebos are a good thing, and everyone is entitled to their own beliefs, but they're not entitled to their own science.


We now have to deal with the fallout from personal science. We've so blurred the lines between stories we tell ourselves and our perception of the outside world that it's easy to be confused and easier still to confuse others if it advances your cause...."

As the saying goes, "The problem is not in what we don't know, but what we do know that just ain't so." Where is the placebo affect holding back your performance, career, practice, relationships, potential? What is it that you believe that just ain't so?

Wellness to Willness

I've had several conversations this week in which the topic of wellness came up. Its a term that's been around for a couple of decades now and frankly its not gotten much traction in either therapy or training. Kind of a ho-hum thing...


Some of the most significant health issues today are related to lifestyle disease - you know... obesity, diabetes, and heart disease to name just a few. 


I'll suggest that today its less about wellness than it is about willness. The challenge is to advocate, educate, and provoke. Wellness comes only after willingness! Wellness is a matter of will, willingness, and willfulness. 


Willness is three dimensional - mind, body, and spirit. Perhaps its time for a new vocabulary to go along with new attitudes, behaviors, and health.


All the Best!


Bob


(c) copyright 2010
Performance Builders

Creating Value

Occasionally great explanations come along that are worth sharing - this is one of them. ENJOY!

McKinsey Quarterly - The Four Corners of Corporate Finance


All the Best!


Bob

Marketing -Selling

Image not being comfortable selling your own professional expertise! Many, perhaps most, professional service providers are uncomfortable with just such financial, marketing and sales related conversations. It is largely because those topics have not been a part of their professional training and they have not had the privilege of mentoring. As a result most lack a framework for marketing discussions and thus the confidence to engage in such conversations even though they are essential to practice and professional growth. And, it costs the professional, the practice and the profession PLENTY.

In his classic book SPIN Selling, Neil Rackham explains one marketing discussion strategy that uses the acronym SPIN - which stands for Situation, Problem, Implications, and Need-Payoff. The approach is simple, effective and valuable for all professionals to learn. The SPIN approach allows anyone with a little practice to engage in the kind of logical and effective marketing/sales conversation that secures business.

Situation pertains to the the context, background, and environment in which the conversation takes place. It is the opener for the conversation. It can begin with a question as simple as, "How is it going?" or "What's happening?" Listen carefully - much will be exposed.

That exchange leads into conversation as to what underlying Problem might be causing the Situation. It's important to get to root causes by asking probing questions. The simple question, "Why?" asked repeatedly is an effective tool for getting to the problematic heart of a Situation.

From there the conversation shifts to the asking about the Implications of the Problem. The Implications allow one to begin to appreciate the multidimensional impact that the underlying Problem is causing. The Implications will likely have financial, political, social, emotional, competitive, and security dimensions. This portion of the conversation lends breadth and depth perspective.

The final portion of the conversation leads into a consideration and understanding of Need-Payoff. The intent here is to quantify the net cost and opportunity that is implied by the Implications. It provides the foundation for monetizing the Situation. This portion of the conversation establishes the necessity, urgency, logic and justification for making a decision to purchase: and provides the seller with critically valuable pricing information. It shifts the discussion from one of price to one of value.

For example, what begins as a Situation described as " We're tired and burned-out" could expose a root Problem involving the loss of trust in an important business relationship; the Implications of which could be far reaching including high turnover, inability to recruit talent, loss of business, eroding job security, loss of sleep and related medical issues, and possible bankruptcy. The Net-Need could translate into millions of dollars being at stake. A solution for the Problem in this Situation would obviously have significant value and high probability for making a deal. 

Business opportunity is everywhere - and usually just a conversation away. But in marketing and sales, one can't afford to allow such opportunities to be just another conversation. There  is much value in having a strategy that can spin it into something significant. 

Sales and marketing training for all professional service providers should be a strategic skill that is taught and mentored within every practice - assuming that all practices have the need and aspiration to grow. SPIN Selling warrants being a part of the core curriculum.

All The Best!

Bob

(c) Copyright 2010 

Performance Builders

Marketing - Messaging

In his recent book Marketing 3.0, Philip Kotler differentiates key shifts in marketing messaging that have taken place over the past half century and that continue to evolve today. Message shifts that has considerable significance for practice owners who seek a competitive advantage in challenging markets.


He defines marketing 1.0, 2.0, and 3.0 as an evolution in messaging from being product -centric to consumer-centric to a centricity that touches the hearts and spirits of others. 


It represents a shift from the what of practice beyond the how of practice to new fertile territory that considers the why of practice. 


It is the why that touches hearts. It is the why that challenges a practice's integrity, its mission, vision, values, and beliefs. It is a why that challenges old marketing strategies, tired "me to" marketing messages, and the web content of virtually every practice website in the nation. 


It is no longer about the alphabet of credentials following the names of professionals or the self-aggrandizement of providers all claiming to be "uniquely qualified", and "special" complete with evidence and outcomes. It is now simply about the value (not necessarily quality) brought to the community serviced. It is about how the values of the organization aligns with the values and priorities of the people it serves. It creates an environment in which there is little place to hide. An environment in which integrity it everything. Its about walking the talk all of the time. 


In my experience in the sectors of institutional practice, private practice, and nonprofit humanitarian organizations, Marketing 3.0 rings true. For the few truly progressive practices it is the crystal clear tone of opportunity; for most others, it is the final tolling bell that marks a passing. 


Does your market messaging speak of opportunity or passing?


All the Best!


Bob


(c) Copyright 2010 
Performance Builders

Marketing - Choices

It was back in the mid 1990s that Tracy and Wiersema published an article in the Harvard Business Review titled, The Discipline of Market Leaders. In that article they discussed the choices that are available to all professionals and practices. Choices that impact staffing, training, competencies, competition, marketing, opportunity, growth, job security and relevancy. 


They identified three areas of exceptional performance to which companies can aspire - innovation, customer intimacy, and operational excellence as modeled by Nike, Nordstroms, and Wall-Mart respectively. Their key point was that all companies and organizations need a minimal level of competency in each of these domains but can only excel to world-class performance in one. 


One core choice focuses, informs and disciplines. World-class performance begins with a world-changing decision. 


In 2010, the same three options persist. They invite a choice that most professionals and practices will never make. Not making the choice is also a choice - one that guarantees mediocrity.


I've had a series of interesting conversations with practice owners and managers over the past year on the topic of what it means to rise to "world-class" performance in our professions. Not surprisingly, world-class is poorly understood within our highly fragmented, self-centric, and locally oriented industry. When it comes to best practices and outcomes, most professionals swim in a very small pond. Very few professionals or practices have recognized, much less considered, the prerequisite choices on which world-class performance, competitive advantage, and community contribution depends; and on which potent marketing depends.


The choice made by market leaders and the discipline such choices inspire is what differentiates the best from all of the rest. The choice is a difference that makes a difference - a difference with distinction - a difference that brands. Marketing in the physical therapy, rehabilitation, and personal training sectors tends to be undifferentiated and unremarkable. In such markets, great value can be created and rich opportunity can be found.


It all begins with fundamental choices that may be made. What do you want to become? To what level of performance do you aspire - "get by", "good enough", "average", "better than most", "best in town", or "world-class"? To what will you say "yes" and to what will you say "no"? How will you discriminate between competing needs and opportunities? To whom and about what will your messages be directed?


Most professionals and practices DO NOT ASPIRE TO WORLD-CLASS AND NEVER WILL! That truth offers a remarkable opportunity for the elite few who do. And it is on that understanding that "me too marketing" and "Meaningful Marketing" are differentiated. It is on that understanding that  market messaging may be transformed into messaging that touches and transforms the hearts, spirits and lives of people.


Marketing begins with choices and commitments.  Anything less is just words...


All The Best!


Bob


(c) Copyright 2010
Performance Builders

Marketing - Introduction

After many months with two long series of posts on Performance related topics, I'm going to switch gears for a shorter series of posts on marketing (Cell 4 in the Performance Matters Matrix). Most practices struggle with marketing. Most professionals acknowledge being less than comfortable with marketing and it shows! Most are unsatisfied with their current marketing initiatives. 


Sure there are seminars and workshops. Yes there are boilerplate subscription services distributing ho-hum marketing materials - to EVERYONE. Of course you can follow the pack - follow the formula. But what if the pack is broken-down and rusting at the side of the road? What if the old formula is... well OLD, WORN-OUT, TIRED, BORING, INEFFECTIVE? 


Snoooooooze!


Marketing is more than one more poorly written newsletter, another bagel run to referral sources, another teeshirt with a silly slogan that seldom gets worn and too often not understood, or a me-too website claiming to be "SO SPECIAL" - just like everyone else....


Isn't there more? 


You bet there is. Marketing is the fuel for growth and opportunity. To grow you want a tank-full of go-get'em fuel so you can go the distance. Why race with Regular fuel when Premium is available? Have you considered Racing Fuel? How about Jet Fuel? Maybe.... a hydrogen cell? ...Ya, Now that's the ticket!


No of course you don't need the high octane stuff - that is, not unless you're out to win the race... Perhaps you're not out to win... Perhaps Regular Marketing Fuel is "good enough" for you. But is it good enough for your clients, patients, referral sources, staff? Is it good enough for the communities you serve? Go ahead ask them. 


What they will tell you is that they're not looking for "good enough". They want to run with winners! Why? ...Why not! They want performance. They want value. They want to know they made the right decision. Not because you said so, but because their friends say so. They want bragging rights! Don't you?


So let's have some conversations about what's wrong with marketing...


All the Best!


Bob


(c) Copyright 2010 
Performance Builders

Performance Matters Matrix – MORE

The Performance Matters Matrix BLOG Series is a brief summary of topics covered in the Performance Matters Matrix Mentoring Program for practice owners and managers. The program is offered by Performance Builders - contact us for more information.


(c) Copyright 2010
Performance Builders

Performance Matters - Closing Thoughts

Performance Matters - not just some but all of the time!


Why? Because performance is how reputations are forged. It's how opportunity takes root. It's how growth is nurtured. It's how reward is is justified. It's how communities are served, how jobs are secured, how excellence is evolved, and how people are provoked to rise to their potential. ...Because we owe it to ourselves and those around us. When we perform well we create value and build trust. Why would one settle for less?


Performance is multidimensional and complexly integrated. Performance is a matter of purpose, promise, potential, persistence, and pride - the stuff that inspires the human spirit and attracts talent. 


The Performance Matters Matrix provides a potent framework for the replication of high performance practice cultures. This framework is relatively easy to understand and makes intuitive sense but is neither quick nor easy to implement. Building a high performance culture is a journey but it all begins with a very simple but intentional decision - I will do it. 


Replication is not expensive, in fact, it is value generating. What is required is a modest investment in leadership to bring out the best in people. One must also acknowledge that some people are quite satisfied with mediocre - they must be be pruned away to allow resources to nurture the performance culture to enable it to blossom. 


I hope this Performance Matters blog series has stimulated a sense possibility for you. Few will set out on the performance journey because most people are satisfied with mediocre.  But perhaps you will be one of them who do - if so, it will be a life changing journey professionally and personally.  It will touch your mind,body and spirit. It will touch those around you as well and they will thank you. If you would like to explore the possibilities, be in touch with me. 


Thank you for your interest in the Performance Matters Series! 


All The Best


Bob


(c) Copyright 2010
Performance Builders

Performance Matters Matrix – Collecting

Collecting earned income for a business is like crossing the finish line in a race. Failure to finish is well, failure. Collected income is less about wealth creation than it is a validation of business strategy, operational systems, management decisions, professional judgment, regulatory compliance, and service value.  

The Collecting cell is located in the lower right corner of the Performance Matters Matrix. It is found at the intersection of financial value and results. Collecting contributes financial value in the most direct way possible; and builds trust by producing tangible evidence of the Practices relevance and financial  viability by providing compensation and return on investment to stakeholders – owners, employees, and vendors. Compensation is the last link of the value chain in all practices.

Collecting encompasses the receipt of cash payments such as co-pays and deductibles as well as deferred reimbursement paid privately or through third party payers. It includes the management of accounts receivable, resubmission of payment rejections, appealing rejections, working delinquent accounts, legal actions, write-offs, and related banking matters. Its work that takes place out-of-sight in the back office but always on the front burner of successful practices. It is a purely business function that is poorly understood by clinically trained managers with service-facing priorities.

The key metrics associated with collecting is Days in Accounts Receivable (Days in AR), also called Days of Services Outstanding (DSO) – i.e. how long on average it takes to collect what is owed. Aged Accounts Receivable provides a detailed profile as to the percentage of dollars owed over certain time periods – current (less than 30 days), 30-60 days,  60-90 days, 90-120 days, and 120+ days. It’s surprising how many practice owners overlook these vital metrics or are even unfamiliar with them.

Collecting involves optimizing several key processes: qualifying the practice to receive payment, verification and preauthorization of benefits, billing and collecting, reducing collecting related time and expense, continuous learning about ongoing reimbursement changes. Collecting is complex and ever evolving. It requires sophistication and accountability.

Collecting is a race that is run every day and the stakes are high – finish or be finished. Run well…

All The Best!

Bob

(c) copyright 2010

Performance Builders

Performance Matters Matrix – Charging

Charging is the Achilles heel of most practices. In the mind of clinical professionals, compassion and service supersede all matters of business with the exception perhaps of their own compensation. The tendency for clinicians to undercharge is legendary. Tracking studies have found that 12- 15% undercharging is typical. When one realizes that the undercharged amount would go directly to the bottom line (profit) were it collected, the interest of management is tweaked.

Charging is located in the lower center of the Performance Matters Matrix. It’s value is obviously measured financially. It builds trust through the integrity that comes with the understanding of relatedness between promise and possibility and between money and mission. While mission is an organization’s appropriate focus and first priority, there is deep wisdom in the nonprofit humanitarian-aid  sector’s reminder of, “No money – no mission.” That reality is true for all organizations.

Charging is impacted by a host of variables such as: payer contracts, caps, discounts, and adjustments; care plans, charge capture, classification, coding, and posting; deductable / co-pay collections and cash management policies. Charging is a principle, a behavior and a discipline.

Charging encompasses matters of ethics, legality, fairness, integrity, accountability, and obligation. It determines the vitality, viability, and sustainability of an organization’s capacity to serve its community; it empowers an organization to  recruit, retain, train, and equip its staff.

Undercharging handicaps a professional community from carrying out its corporate social responsibilities for accessibility, affordability,  service, excellence, and advocacy. In that context, a professional community also has responsibilities for holding third party payers accountable for policy and decisions  that harm patients. Such responsibilities are compromised with undercharging. While regulators and watchdog agencies make isolated cases of fraudulent overcharging front page headlines, there is little if any recognition given to dedicated professionals who’s lack of business savvy and infrastructure undercharge billions of dollars annually in the US.

If cash flow is the life-blood of an organization (and it is) then charging is the life supporting heart that pumps it. Charging excellence is a competency of all top quartile practices. Statistically that means that charging excellence is not a competency of 75% of all practices!

With systems in place for charging excellence the stage is set for collecting…

All The Best!

Bob

(c) copyright 2010

Performance Builders

Performance Matters Matrix – Scheduling

Productivity and profitability issues are always scheduling issues at their core. Scheduling creates value and builds trust by optimally aligning resource allocation with service needs and opportunities. When resources are managed effectively performance commitments are enabled.

The scheduling cell is located in the lower left corner of the Matrix. It controls the creation of financial value and builds trust by demonstrating concern and respect  for others by communicating shared expectations. Scheduling manages a Practices most important resources – time and competency. Schedulers are arguably the most significant non-clinical  people in a Practice yet their important time and attention is continually eroded by the constant disruption of passing font-desk  urgencies. Scheduling is a priority of the highest level.

Nothing gets delivered, charged or collected unless it first gets scheduled. That reality is reminiscent of an old baseball story… Three umpires are talking over drinks after a tournament. The rooky ump says, “Yup, I call-em the way I see-em.” The veteran ump says, “Well, I call-em the way they are!” The old-timer ump says, “Boys, they ain’t nothin till I call-em…” And so it is with scheduling.

Scheduling is complicated with vacations, sickness, time-off, transportation, emergencies, forgetfulness, thoughtlessness, and weather. There are considerations of treatment plans, staff training and competencies, facility / equipment capacity and internal, regulatory requirements, and external communications. Then there are matters of people’s idiosyncrasies, perceptions, priorities, attitudes, and willingness to accommodate. In a word, “COMPLICATED”. The measure of value is told by scheduling density, attendance rates, no-shows and cancellation metrics.

Top quartile business performance is never found where scheduling issues persist. While technology can facilitate scheduling, it, like clinical services, is primarily a matter of competency, creativity, and commitment.

With scheduling excellence comes the opportunity for charging optimization...

All The Best!

Bob

(c) copyright 2010

Performance Builders

Performance Matters Matrix – Communications

Communications that are relevant, respectful, accurate, transparent, and timely are critical to building ones reputation on Trust and Value. Without such communications one may create affluence in the short term but not earn influence in the long term.

Communications occurs in the Performance Matters Matrix at the intersection of Relational Value and Results. Within the health services sector it is important that Communication be strategically used to establish realistic expectations, shape brag-about experiences, and celebrate superior results by providing evidence that the provider did what they said they would do.

Communication is about the telling of stories in the past, present, and future tense – what will happen, what is happening, and what did happen. Such stories are best told by those that who benefited as recipients of the Service. Through their telling authenticity, truth, and emotion are conveyed.

The provision of professional Services should always include a play-by-play Communication of the experience to assure that context and events will be interpreted and understood from a value adding perspective. The Service experience also provides an opportunity to coach the Service recipient in the telling of their evolving story and to provide them the opportunity to practice telling it.

Upon leaving the Service venue, the Service recipients become ultimate marketing agents for the Service provider by telling their stories of achievement and success. Each story becomes living and enduring evidence of valuable results.

Communication is a pass fail phenomena. Each story either builds or erodes the provider’s reputation there is no such thing as neutral. Never doubt that each story is told at least once! Stories that are not repeated are a lost opportunities.

On the stage of professional performances, each and every performance is evaluated, interpreted and talked about. There is just one chance to get it right. When "just right" doesn’t happen, there is again just one chance for recovery to make it right. Often stories of the recovery can be even more compelling – they are often the seeds of legend.

It is important to remember that in the Service sector, there is no such thing as casual conversation or a private performance. Every conversation whether spoken, written, or acted out creates a conscious or subconscious impression that influences value perception and results recognition.

When Communication is done well, it is followed by practice growth and the need to Schedule…

All the Best!

Bob

(c) Copyright 2010

Performance Builders

Performance Matters Matrix - Service

Service is patient/client centric, thus its position at the center of the Performance Matters Matrix. Service is at the heart of operations because it is the purpose of operations. Service is not a matter of provider words but rather one of client experience that aligns with the highest of expectations. It is where every client experience achieves optimal alignment and where a dynamic balance is perfectly sustained.

Service is where possibility and potential is transformed by perfect provider performances. Service focuses attention on the recipient rather than the provider. But paradoxically in doing so, the unique value and integrity of the giver is recognized and rewarded.

Service is a matter of Relational Integrity in the Performance Matters Matrix. Value is predicated on integrity – that is doing what one says they will do and delivering on one’s promises. A guarantee is at the very least implied.

The Service cell is the only cell that touches every other cell in the Performance Matters Matrix. It is as they say, “Where the rubber meets the road”, “Where the talk is walked”.

With Service the focus is not on location, facility and equipment – such operational elements only create an environment conducive to service. Service is a matter of provider purpose, priorities, perceptions, attitudes, behaviors, encouragement, and skill. It is a matter of relational competency, generosity, graciousness, humility and integrity. Its hallmark is a culture of realized potential.  Service is delivered through servant leadership.

Service is not about cutting corners; it is not about compromise. Close doesn’t count.

Service anticipates. It is authentic, responsive, vulnerable, and self-correcting. It is reliably, “Spot-on”. Service "does onto others as they need to be done unto".

With Service comes the privilege and necessity of communication…

All the Best!

Bob

(c) Copyright 2010

Performance Builders

Performance Matters Matrix - Marketing

The value of Marketing is measured in growth of volume, revenue, new opportunity and trust.   Practice marketing involves the expansion of one’s business/social network, the enhancement of practice awareness by the market, the management of market preferences/ expectations, and the securing of new referral sources and clients. It is anything but casual.

Marketing is all about relationships. Today it’s less about what you sell and more about why and how you serve! It is about what differentiates your unique capabilities and services from being a just another “me too” commodity.  

Marketing is time and communication intensive. If investment is marginal then return on investment can also be expected to be marginal. If communications are not targeted they are wasted.

Markets are diversified in interests, needs, and expectations thus market segmentation, targeting, and messaging becomes essential.  Marketing is no place for follow-the-leader strategies but it is what most practices practice. The use of worn-out, one-size-fits-all market messaging/formulary/protocol/templates only validate that the service being offered is nothing more than a commodity to be undervalued and overlooked. 

To counter that perception, practices routinely talk about how special they are - just like everyone else! Practice websites tend to be a collection of tired colors, industry jargon, and self aggrandizement. Newsletters all tend to look and sound alike - no wonder few people read them or even care. 

Prospective clients want to know how you think. They want to know why you do what you do, and how you are distinctively better. They want to know about your passion and contributions to their community. They want to sample you. They want to know how they will be treated and how they will be benefited. They want to know you care! There is an oversupply of words and empty promises in our world. People want to know you are for real!

It has been said that when market competitors are “zigging” there can be a lot of value in “zagging”. Market leaders understand this.

Effective marketing produces value, builds trust, drives preference, and results in referrals/sales. Marketing is out-of-the-box - it happens in the community not in the office. 

Most professionals are less than comfortable, proficient, or effective at marketing. Yet their participation is critical – they are the service being promoted.   Effective service marketing requires that the market be able to sample the service with minimal risk. Recommendations and endorsements are important, since it validates value and trust. Marketing professional services is about getting known, liked, and preferred. Given a choice, people prefer to obtain services from those they like. Get liked broadly! Give people something to sample, talk about, and brag about.

For most practices, the mentoring of professionals to build marketing competence, confidence, and custom-fit marketing strategies provides the most favorable return on investment.  There is huge opportunity for innovation in the marketing of professional services.

Marketing, Service and Communication are inextricably linked and interdependent…

All the Best

Bob

© Copyright 2010

Performance Builders

Performance Matters Matrix – Audit

Performance Auditing creates value by verifying whether intended performance is being achieved and testing whether performance remains relevant within a rapidly evolving market. Performance audits are the foundations for continuous performance improvement, new opportunities, and new beginnings. Each is a reality check.

Performance Audits are at the intersection of Informational value and trust enhancing results in the Performance Matrix. Audits provide evidence that performance expectation were operationally achieved. They validate whether business priorities, strategies, systems, processes, training, and management are performing effectively. Audits drive important questions...

• Did we do what we said we would do?
• Did we achieve what we said we would achieve?
• If yes, what were the keys to our success?
• If no, what were the seeds of our failure?
• Whether yes or no, what lessons did we learn?
• For whom did we create value; and for whom was value eroded?
• Whose trust was earned and whose was compromised?
• What performance expectations/standards need to be adjusted to remain relevant?

A Performance Audit moves management into considering matters of importance – marketing, competition, regulation, innovation, human resources, physical and financial resources, productivity, capacity, sustainability, and social responsibility.

The Audit is not just a compliance tool. It keeps Practices healthy, relevant, viable, and competitive. It creates opportunities for encouragement, mentoring, training, recognition, and reward.

Audits are all about setting the bar on Performance Standards. As Goldilocks found out, life is not comfortable when things are too big or too small. And so it is with standards. They need to be set just right.

When things are just right it’s time to market and grow…

All The Best!

Bob

© Copyright 2010
Performance Builders

Performance Matters Matrix – Tracking

Performance Tracking creates value by reassuring when all is well and alerting when all is not. The purpose of Performance Tracking is to know where one is and how one is proceeding in relationship to one’s intended goals so that timely decisions can be made and actions taken to assure that goal achievement will be inevitable. Tracking takes place in the Performance Matrix at the intersection of strategic information and behaving with integrity. 

Performance is behaviorally driven. Favorable behaviors and performance need reinforcing and unfavorable need correcting. Both require feedback that is timely and focused for effective decisions and countermeasures to be taken.  Tracking is effectively the business equivalent of proprioception in the human body.

Tracking should not be seen as either passive or punitive but rather as a tool for performance assurance and improvement designed to elicit management response in a timely fashion.  

Tracking systematically samples and reports on the status of the 15 – 20 Performance Standards previously discussed. Computerization facilitates data collection and enables automated presentation, interpretation, and distribution.  Performance Tracking is not intended to provide simple answers but rather to provoke meaningful questions at critical times.

"Numbers have a way of taking a man by the hand and leading him down the path of reason." - Pythagoras

Practices that operate without performance standards and tracking essentially fly blind and predictably under perform. Like a GPS navigation system, managers are prompted to reliably make the right decisions at the right time.

Performance reporting is not something that is done annually or even monthly. To be effective it is critical that the right information be reviewed and acted upon at least weekly. When executed correctly, Tracking enables managers to move beyond reacting to the urgent to instead proactively manage the important.

Of course Tracking has no value if managers refuse accountability, delay decisions, or fail to take prudent action - a situation that is surprisingly common. 

With Performance Tracking implemented, management is empowered to assume more of a strategic role by focusing on Performance Auditing – assuring that Performance Standards and Tracking remain relevant in a constantly changing environment…

All The Best!

Bob

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Performance Builders