The power of positive grumbling

I've been grumbling all day today. And for good reason:

·         First, I'm grumbling because I am busy. Really busy. Late-nighters and all-nighters all week busy. And I'm going to be busy for a while yet.

·         Second, I'm grumbling because I am in the middle of a 10-day-long course of antibiotics. One of its listed side effects is irritability. No fun.

·         Third, I'm grumbling because it's cold outside, and the walls seem to be shrinking in by about a foot a day.

So what's wrong with this picture? Here's what's wrong:

First, there are people out there who would give their right arm for the great workload I usually take for granted. To have a regular income coming in. To have the world validate their talents. To be self-employed and happy. I should be jumping for joy to watch the clock turn 2 AM. After all, I'm home, I'm safe, and I love what I am doing.

For some people, their days stretch sadly and endlessly ahead of them. But for me, I look ahead and see guest lectures to give, therapy sessions to hold, lunches with cool people, client projects to finish, even a new book to launch soon. Busy is way cool.

Second, what about the antibiotics? They are the greatest news in the world. At the risk of TMI, I had a health scare this fall when my PSA started climbing after a routine physical. Last week I just learned that I don't have prostate cancer - I have prostatitis. Prostatitis is awesome. It's fantastic. It's fixable. My doctor doesn't even want to see me for another six months. (And my PSA is returning to normal levels.) So I should be wolfing down these antibiotics with glee, irritability and all.

Third, about the cold: I am in a warm house with a beautiful woman, good food, great music, and a picture window that looks out over acres of rolling hills. I live in a great town. I am happy, healthy (prostatitis notwithstanding), and in love. And March is only five weeks away.

What I have just used here is a powerful technique from psychotherapy known as reframing. It is not the same as positive thinking. Rather, it takes reality - keeps it completely real - but frames it in terms that are much less scary. You can use it to describe life events, other people, or the way you are thinking. You could think of it as positive grumbling.

Reframing is very powerful. I've watched it change relationships and lift depressions. Today, it even made me stop grumbling. Try it yourself, and see what it can do for you!

Dr. Richard H. Gallagher: A tribute

(Note: My late father would have been 85 years old this year. Sadly his life was cut short just before his 70th birthday, on September 30, 1997, after bravely battling a rare form of cancer while at the peak of his career as President of Clarkson University. He was one of the pioneers of modern engineering design analysis.

This tribute was originally written by me just before his passing, and sent to his professional colleagues after he died. I recently discovered that its original web host is now defunct, and wanted to preserve this online for posterity on my own blog.)

My father was, on the surface, one of the most improbable people one could imagine as a pioneer of modern engineering analysis. He was a kid from the Bronx who left home at age 16 to try and join the military, and describes his entry into engineering school as being almost an afterthought following the end of World War II and his Navy enlistment. He later graduated from an engineering program in New York that no longer exists, and was nearly in his forties, supporting a wife and five children, when he earned his doctorate in night school at an institution that had never granted them in his field before.

His accomplishments since then could easily fill the successful careers of several people, and many people who know him from one field are unaware of his accomplishments in others. He progressed from being a practicing engineer, to an industry pioneer of the finite element analysis method, to a distinguished Ivy League teaching career, to becoming a highly successful academic official and university president. In each of these diverse activities, he not only succeeded, but received the highest honors of each field in turn.

Behind the official accolades, however, was a very modest and private person whose personal integrity was absolute. During his retirement from the presidency of Clarkson University, the one comment we heard the most from his colleagues was "Dick is the most solid person I've ever known", and this was as true in his personal life as it was in his career. He never boasted of his achievements off-camera - his work itself gave him pleasure, and it sustained him day and night throughout his entire working life.

He felt that technology was an important means of improving everyone's success in life, and was a tireless proponent of both bringing more women and minorities into the engineering field, as well as helping practicing engineers to become lifelong learners. And even as a young engineer, he saw his field in very global terms. I will never forget, as a young boy, seeing how excited he was about presenting one of his first papers in Stuttgart, Germany -- he put aside finite elements for weeks in a crash effort to learn German, and gave a successful lecture.

From there, our family quickly became used to seeing him travel to Asian universities, behind Iron Curtains, and to every continent on earth as an active member of the FEA fraternity, while he and his wife Terry increasingly became host to a steady stream of international visitors. Early in his life, he developed a habit of purchasing a ceramic mug from each institution he would lecture at, and this massive international collection of beer steins remains a testament to his globetrotting support of the field.

It is a well-known "secret" among Dick's colleagues that all five of his children became engineering graduates, and pursued successful technology careers of their own. What is less known is that this was never his wish. I don't believe that he ever expressed a career preference to any of his children as they grew up, and was in fact a strong proponent of the classic liberal arts education; indeed, he married a cum laude graduate in English who was a published poet and a promising advertising copywriter. At home, he would light up as much talking about world history and popular culture as he ever did about engineering analysis, and we all remember road trips which would stop at every historical site, castle or bridge within range of our route. The fact that each of his offspring chose to pursue technology instead is a testament to how brightly his enthusiasm glowed for his own work, and his wish for at least one of us to become a person of arts and letters stands as one of few goals that he ever failed at.

Sharing the same name as my father, I experience constant reminders of his impact on the engineering field. At times, people mistaking me for him laud the impact of "my" books and papers on their careers; more often, they go out of their way to share what an influence the man and his work has been to them. His efforts literally paved the way for a multi-billion dollar industry, thousands of careers, and millions of lives improved.

In his last commencement speech at Clarkson, which he gave shortly after learning of his illness, he spoke in a strong, clear voice of how we must all have a sense of urgency in our lives, how quickly his own 45 year career had passed, and how the decisions we make early on affect us for the rest of our lives. The decisions that he made in his own life benefited all of us.

Me ... live ... inexpensively ... at your company!

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Carolyn Healey
Publisher
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The view from this far

This week I enter my 59th year. So what does it feel like to be approaching my 60s? The real answer is a little complex, but I'll give it a try.

The first answer is that I feel this is an ideal age. I wish I could stay here for a while. I wake up feeling pretty good every morning, with someone I am still madly in love with, but with the advantage of a lot more experience, wisdom, and resources versus when I was younger.

In some ways this age is liberating. Take career issues, for example. I remember all too well how painful it was to be struggling with making a living in my 30s and 40s. When you are that age, career problems loom extremely large, because you have to worry about supporting yourself for another quarter-century or more. Nowadays I can see the light at the end of the tunnel.

Aging also liberates you from people's expectations. In my 20s and 30s, with an engineering degree and a hot technical career, any suggestion of trying another path was met with alarm by my friends, my relatives, and my mortgage. Now no one cares anymore, so I get to do whatever I want. And ironically I am busier and more successful than ever - although if you ask me what I do for a living, allow enough time for a lengthy answer.

At the same time, there is a twinge of sadness that time marches on. You notice it when you scan your iTunes playlist and see how many of the artists you grew up with have passed on. You look through your Facebook friends list and see that a lot of your colleagues are retired. Or you call your mother and she doesn't remember your wife's name anymore. I had a bit of a shock last month when we got tickets to see Chicago and the Doobie Brothers - groups that formed the soundtrack to our dating years - and realized that their original members are all roughly 70 years old now. So as much fun as it is to be here now, I still have to wrap my head around the fact that it doesn't end there.

Which leads to another conundrum. I am still very much in the arena these days. I write, I speak, I travel, and I have a new book coming out next year from a major publisher. Thankfully I am busy enough to be working far too many hours, and have been for a long time. Do I plan to shut all this down and start playing shuffleboard in a few years? No. So what does retirement look like for someone like me?

I frankly haven't figured that one out yet. To be as busy as I am now into, say, my 70s sounds kind of stupid, especially when I could be sharing a lot more sunsets with Colleen. But when you are a go-getter like I am, simply watching the sun set every night would be a recipe for boredom and depression. I never intend to retire in the traditional sense of the word, but the challenge will be striking a balance with the many things I truly enjoy.

Perhaps my latest venture is a good metaphor for where my life seems to be heading. Years ago I quietly went back to graduate school to pursue a longstanding pipe dream: becoming a psychotherapist as I transitioned into retirement. Nowadays I am in practice a couple of days a week, on top of all the other crazy things I do, and Colleen gets to chuckle at me when my schedule is full or I have to rush out for a crisis intervention. (One of my brothers put it even more succinctly, saying you couldn't force him to do this at gunpoint.) But I enjoy it, and did this intentionally to stay relevant as I age and the phone stops ringing in my consulting practice. Except that it hasn't stopped ringing yet. So that may be what my retirement looks like after all: reasonably well planned, focused on things I love, and perhaps busier than I expected. Stay tuned!

My Blue Sweater, Or The Fine Art of Ignoring Your Customers

This is my favorite blue sweater. It fulfills the three basic things I need when I venture out into the world this time of year: it's my color, it looks good with a sport coat, and it keeps me warm. And it's machine washable.

So you would think that every year or two I'd simply go down to my favorite department store - or online catalog - and buy a couple, right? Wrong. Most years I go shopping for sweaters, the stores have decided I really want green plaid ones. Or cable-knit ones with big fat ribs. Or ones with embroidered antelopes. Or the $150 rabbit-hair, dry-clean-only version of what I want.

And yet when I walk around on the streets, most fellow business people are wearing what I'm wearing. I never see them wearing embroidered antelopes. Which leads me to a simple question: How come so many businesses won't just sell us what we want?

Another example. This is an Open Oyster from Godiva Chocolates. My wife's favorite treat. Whenever I'm on a business trip to a major city like New York or Toronto, I stop by a Godiva store and get her a bunch of them.

So why don't I just go online to Godiva.com and get her more of these anytime? Because Godiva.com won't sell them to me. You can't purchase individual chocolate pieces in quantity. You can, however, buy their All-Sorts-Of-Crap-You-Don't-Want-Plus-An-Open-Oyster-Or-Two boxed assortment anytime you wish.

This reminds me of when I got my first iPod and discovered that I couldn't simply buy a set of replacement Apple earphones for it. Like Godiva, the geniuses at Apple (pun intended) apparently decided that I had to either buy them as part of a more expensive package, or get a more well-behaved cat next time. Or my favorite solution, get another brand of earphones.

No substitutions. Only sold as a set. Parts not available separately. Wholesale only. How often do we hear phrases like this, when we simply want to buy what people are selling. At many businesses, some genius keeps thinking up restrictions like these, for reasons that are usually completely beyond me.

So what is so hard about simply selling us what we want? Instead companies seem to behave in ways my Austrian grandmother would call "schtupid, schtupid, schtupid." I don't understand it. At all. If you could clue me in, please do so. Thanks!

Do business success tips work?

When you run a small business, there is no lack of chirpy articles on how to succeed. But do they work? Just for fun, I decided to take one of them (from a recent Forbes Magazine series, linked here) and hold it up against my own 15 years of successful self-employment.

It's actually not a bad article, and the author has great credentials. But your mileage may vary. So let's compare its "seven habits of highly effective freelancers" with my reality:

1. Start early

I am a serious night owl, and always have been. Sure, I'll get up at 6 AM sometimes - in fact, regularly - to deliver a kick-butt keynote speech or workshop somewhere. But people should work at their peak times, and mine is decidedly late evening.

Besides, late hours have their advantages. Tomorrow I have a teleconference with a new client in Germany - at 2 AM. Next week I stay up late again to do a webinar for Australia during their daytime. Like a chain convenience store, I'm always open.

2. Always be pitching

I don't know about you, but people who are always pitching annoy the crap out of me. My own clients seem to like the fact that I never, ever try to snocker them into giving me more work, and I strongly suspect that "pitching" them would drive more than a few away.

So how do I get business? Above all, through word-of-mouth from other satisfied clients. And through marketing, which is not the same as pitching. I publish books, write articles, give talks and webinars, and generally pester no one.

3. Create your space

There is a perfectly good desk somewhere under my piles of paperwork. But I know exactly where everything is, and I can't see where this has hurt my income any.

4. Diversify yourself

OK, this one I do agree with. Most successful self-employed people I know do multiple things for a living. And I think it's cool being a writer/speaker/psychotherapist/whatever-else-I-feel-like-today. Being a "mutt" with diverse interests is one of the hidden keys to success.

5. Negotiate, negotiate, negotiate

Better known as "talking yourself out of projects with fixed budgets." Google Phil Jackson this week - who reportedly lost the chance to coach the Lakers again after making a series of demands, despite being the best coach in recorded history - and see what being a tough negotiator gets you.

I'll give the author this much: gently exploring options or pricing is OK in my book, and I do it too. But quote-unquote negotiators are generally a pain in the ass. I've seen people lose jobs, consulting gigs, and friendships because they focus too much on negotiating and not enough on taking the gig.

6. Mingling, baby

Touching base with friends, colleagues, and clients sounds great. But this tip talks about how you should "wade into the  revenue stream every day." Does this mean you are pitching again? If so, go back and re-read my comments on tip #2.

7. Get a life

I didn't realize mine was missing in the first place. Enjoying what I do for a living is a big part of that.

So what is my formula for business success? Um, apparently stay up late, wait for customers to come to me, have a messy desk, and do very little negotiation. I can see why Forbes probably won't come calling on me for an article anytime soon. But seriously, here's my success tip: Do what you love. Be really good at it. And live a life that fits who you are. Then all the other stuff will fall into place.

The only political blog I will write all year

It is election season in America. That time of year when people start putting up posts and blogs about how candidates are horrible, evil, terrible, corrupt, and will ruin this country if, God forbid, they get elected. And that is just from the people I like and respect - don't get me started on what the politically over-invested are posting.

My position? I make most of my living training people how to build consensus and resolve conflict. So what may seem like political opinions to you are, to me, examples of how to do exactly the opposite of everything I teach. Let's break down what is happening linguistically in most of these posts:

The "doctor" technique: As in the old joke, "What do the call the person who graduated last in medical school? Doctor." The technique goes something like this: take any candidate. Find the stupidest person in their party. Find the stupidest thing the stupidest person says. Then link the candidate to it: "This candidate's party believes in (insert quoted stupidity here)! How horrible!"

"Hate" speech: Take a position. Any position. Then find whomever might not agree with it 100%, and make the candidate "hate" them. Everywhere I look, candidates apparently hate growth, hate women, hate small business, hate progress, hate freedom of choice ... or whatever. So, for example, whenever I wolf down a pizza I apparently "hate" fresh food.

Liar! Liar!: Someone backed something and then the legislation never passed? He lied! Someone laid out an economic plan and then the economy changed? They lied! Someone crossed party lines to build a bipartisan consensus on something? She lied! Try confronting your spouse with "You LIED!" the next time he or she is running a few minutes late sometime, and then let me know me how well it works.

(By the way, in case you are keeping track, the search phrases "Obama lies" and "Romney lies" actually have almost identical counts on Google - 155 million each, give or take.)

Did you know that so-and-so voted for (whatever)?: They say if you like laws or sausages, don't watch either being made. Any elected official who does their job and votes to keep the budget running, the government functioning, etcetera will vote regularly for huge bills with zillions of obscure things in them. Here, you take the stupidest ones and say your opponent voted for them. The classic example of this is "(S)he voted to raise taxes 87 times."

Bracketing: Do I want peace? Well, duh, yes. Do I think people should learn and speak English? Golly, my English teacher always thought so. Should we save the environment? Give me a break, of course we should. Am I in favor of family values? Last time I looked, I haven't seen anyone against them. What you are seeing here is a technique where people ask stupid questions with only one answer, and when you give the one answer, you are supposedly on their side.

When I see any of these techniques in play, especially in politics, I automatically shut down to whatever is being said. Both at a personal level, because I wasn't taught to talk about others this way, and at a political level, because I wish we wouldn't keep voting for polarized gridlock government every year. Meanwhile, I am looking forward to the second week in November, when it will hopefully be safe to go back on Facebook again.

Raisin consciousness

I was talking back to a box of raisins this morning at breakfast.

No, don't go packing me off to a therapist yet (never mind that I *am* a therapist). These raisins and I have had a relationship going back for years. In fact, I blogged about it previously. For years, Sun-Maid Raisins has put motivational or inspirational sayings on the flaps of their little raisin boxes. Usually good advice about things like smiling more often, or the occasional raisin-centric plug. For a long time, I've enjoyed starting my day seeing what the raisins have to tell me.

I wasn't too happy with the raisins today, however. And there is a good life lesson on communication here that is worth sharing with all of you: when you cross the line from being supportive to telling people what to do, you start getting yourself in trouble.

Today, the raisin box said, "Pick up what you tripped over, so no one else does!" Including the exclamation point. My first reaction? I don't take orders from a box of raisins. And I certainly didn't ask them to be my mother. Their job is (a) to get sprinkled on my oatmeal and eaten, and (b) perhaps to make me smile and feel good. Anything else is shoving their oar in, even if they are a bunch of dried grapes.

A little later, I sat down and examined this reaction. After all, I am one of the most responsible people I know. I'm a mature adult approaching retirement age. I probably would pick up something I tripped over. So if this bothered *me*, how would other people react?

And that is exactly my point. Too many of us - including me sometimes - act like the raisins. We try to correct people. We try to "help" them. We give them advice. We show them the error of their ways. And then we wonder why they never listen to us.

I know the raisins mean well. But in my view, there is only one truly effective way of motivating people: Listen to them. "Get" them. Cheer them on. Understand and empathize with their struggles. And then, if you absolutely must give them advice, do it gently as an equal. Whether you are a person or a box of dried fruit.

Bob Welch and the quiet desperation of men

The recent suicide of former Fleetwood Mac guitarist Bob Welch was the saddest news I have heard in a long time. I always felt a special bond with his music, starting back when I would play his ethereal Future Games late at night as a college disc jockey, and continuing to the present day: I was just listening to his latest 2012 album Bob Welch Sings the Best Songs Ever Written a week before he died.

We will never really know what led Welch to end his life - that is personal and private. But according to news reports he had recently undergone spinal surgery, had been told he would never recover, and did not want his wife to care for an invalid, a fate that met his own father.

To me, this brings up a deeper point. Men often naturally define themselves around what they "do." It is a survival instinct that goes back thousands of years for us. When early man lost the ability to hunt and gather, it meant the end of his life. To this day, the end of our productive years is often one of the most bitter and lonely experiences men ever go through.

To be blunt, too many men I know have died or disappeared into isolation soon after watching their life's work fade into the sunset: family members, classmates, neighbors, and people in the community. Far too many to be a coincidence in my book. And I have tasted it myself. Leaving corporate life as I neared age 50 - knowing that at my age and salary, I was probably never coming back - was one of the most painful things I ever experienced. It is a deep, spiritual pain that doesn't go away easily, even as you recover financially and move on.

Thankfully I regained my own joy of living again. (I used to joke that the most powerful antidepressant I could take would be a book contract, and there was ultimately a lot of truth in that jest.) Nowadays I can actually thank this experience for what it taught me. Today I am fiercely proud of running a successful business for nearly a decade, and practically militant about the need for men to develop self-employment skills as they age. And when I eventually went back to school to become a therapist, it not only fulfilled a lifelong personal goal, it was in part to have a role into retirement that no one could take from me.

Whatever your gender, we now live in an unprecedented era that treats too many of us as being disposable as we age. I feel this hits men particularly hard, because we have such a long history of being providers. My response to this? Fight back. Understand your feelings and survival instincts. Let them lead you to new paths in life, to counselors who can help you, to the fellowship of others. Your intelligence and talents are often the very reasons you hurt so badly. Don't give up.

And finally, a few words for those who love the men in their lives. Don't gloss over what they are experiencing with pat answers or chirpy slogans. Don't wait impatiently for them to "get over it." And please don't tell them they should just learn to live in the moment like you do. We aren't wired that way. Listen to them and learn from them, and they will tell you what they need.

Rest in peace, Bob Welch.

Banned for life

Have you ever hated a company so much that you swore them off for the rest of your life?

My late father was a successful engineering professor for most of his life, who eventually became a university president. What is less well-known about him was that in the early years of his career, he worked for a major oil company. He and his co-workers hated working there. In fact, they hated it so much that as he left this company, this practical and fairly even-tempered man made a vow with his co-workers never to purchase their products again as long as they lived!

Perhaps it sounded like a few disgruntled employees blowing off steam. But as we grew up, our family got used to the idea that Dad would always drive past this (major) brand's gas stations, in favor of any other one. Over time, it became part of our family history.

Of course, being a family tradition, his children honored it as well. I certainly never wanted to disrespect my father and use this gas station either. In my entire adult life, the only time I ever made an exception to the family boycott was when I was running out of gas in the middle of the Arizona desert, in the middle of blistering 100-plus degree heat, when one of their stations was the only one around for many miles. But even then, I felt kind of like a Hindu vegetarian who had just eaten a greasy pork sandwich to survive.

Perhaps a fitting epilogue to this boycott came late in my father's life, when he attended a reunion and reconnected with some of his fellow engineers from that oil company. And guess what - they confided to Dad that they, too, had honored their vow never to use their products in their vehicles. All their lives. And probably passed it along to their children too. Meanwhile, in my own family, this boycott will soon be entering a fourth generation.

So how much do your employees love your company? Would they purchase your products and services after they leave? In fact, would they leave in the first place?

The tragedy of the commons: Why service businesses are killing themselves

As a customer service guy by trade, I have noticed something interesting recently: more businesses than ever are chasing their best customers away.

Put bluntly, I can no longer make a major purchase - and sometimes even a minor one - without getting aggressively hounded to buy upgrades, add-on warranties or services I don't want, to a degree I have never seen before. I often react to this pressure by never coming back. Multiply this by lots of others, and I can see why many retail and service businesses are going the way of lemmings marching off a cliff.

Take the time I took a business trip to the West Coast, and was browbeaten by the rental car agent for the entire transaction about upgrading to a bigger car - asking why I didn't want it, pushing the benefits of the more expensive car, and sighing and acting like I was stupid not to take advantage of such a deal. (Even worse was the time an agent said, "How would you like an Impala?" implying I was getting one anyway, and then silently upcharging me without my permission.) Nowadays I rent cars from firms with automated kiosks where possible, and avoid live agents like the plague.

More recently, I went to purchase some home exercise equipment. As soon as the dreaded extended warranty question came up, I made it clear I had no interest whatsoever. Not that my wishes mattered. The salesperson insisted on going over one "benefit" after another of his plan, as I kept saying no thanks.

Then he asked why I didn't want to buy it, and silly me, I told him: I rarely use coverage like this, and when I have actually filed a claim my service experiences have usually been horrible. Of course, he didn't actually want to know why I wasn't interested. He just wanted to keep me talking so he could yeah-but everything I said. Finally, as he kept blathering on, I walked away.

Same deal when I purchased a new computer this month. This time the clerk not only didn't give up, but called her manager over for yet another round of "Why don't you want to buy this service plan?"  I practically felt like I was going to be led away for an interrogation before I made it to the checkout counter.

In perhaps the stupidest example of all - and one I blogged about previously - I went to a bookstore for the express purpose of purchasing some expensive professional books I had once browsed there. Solely to be fair to the store instead of buying them online. My reward was to be ceaselessly hectored to purchase a $25 discount card I had no interest in, because my savings would cover half the fee I had no intention of paying. After at least five rounds of  "no thanks," with her visibly clucking and sighing at me in front of everyone about it, I silently resolved to click "add to cart" forever after.

In sociological terms, this is what we call the tragedy of the commons. It happens when individuals, acting in their own self-interest, ultimately destroy a shared resource - in this case, their paying customers - in much the same way that farmers let common lands get over-grazed as long as their own cows get there first.

Here is how the math works: Upselling improves a company's short-term bottom line. So some genius at headquarters orders everyone to do it aggressively or else. Then customers like me get hassled and shift permanently to buying elsewhere or online. Which makes them even more desperate.

It is often even worse for the employees than for the customers. Once at a chain jewelry store, for example, I saw a poster on the back of the stockroom door with a truly stupefying list of daily sales goals: close X amount of revenue, upsell Y number of customers, sell Z numbers of service plans, etc. Employees who don't "close" as hard, and are therefore liked better by customers, often lose their jobs or don't get bonuses. The ultimate impact of losing these less-pesky employees - and good customers - of course never gets measured.

Not every company falls victim to this trend. Take Wal-Mart: they offer extended warranties at check-out, but the cost is very reasonable, and at least at my store, they won't hold up the line pestering you if you aren't interested. And of all places, my favorite car dealer. We recently leased a new Honda, and the literature for their add-on services was just that: literature. No pressure and no problem. We'll be back.

Businesses today seem to have fallen into a vicious cycle of bullying people to make one-time sales, while chasing away the loyal long-term customers they need to survive. The solution? Start learning a basic concept from the world of dating: no means no.

Thoughts from a Curaçao cab

Public speaking has taken me a lot of places. This week it took Colleen and I to Curaçao, a Caribbean island off the coast of South America, where I did the opening keynote for the Tree Care Industry Association’s 2012 Winter Management Conference.

Aside from teaching a couple hundred or so of my best friends what to say to a porcupine, I had a rare couple of days free to explore this beautiful island and do what I love best – speak with new people. Often from the inside of a cab. And frankly, I think everyone should look at life the same way a Curaçao cab driver does. Here are some of the things I learned from them this week:

Enjoy the moment. I always ask cab drivers anywhere how their day is going. In Curaçao, a typical answer was a broad smile, a sweep of the hand pointing to the sky, and the response, “Great – the sun is shining!”

When I used to live in Los Angeles, where it was pretty darn sunny most of the time, most people wouldn’t respond to “how are you” by even noticing the sun. Instead, they would talk about their jobs, their bursitis, or their ex-wives. I much prefer the way they think in Curaçao, stopping to savor the moment.

Life is about relationships. One cabbie in particular seemingly stopped every ten seconds in crowded downtown Willemstad to honk and wave at people he knew, and later made a quick stop at its Floating Market to buy Venezuelan grapes the size of plums for his mother (“she’ll be happy in a few minutes.”) How often does that happen in most places? Whether we are cabbies or computer programmers, too many of us (present company included) live in a cocoon instead of connecting with others.

There is always tomorrow. One driver leaned out the window to talk with a colleague who was about to board a ferry, smiling and joking with each other in their native Papiamento language. He then explained that his friend’s cab had been in the shop all week waiting for a part, putting his livelihood on hold, but that he was enjoying the time off and the great weather in the meantime. So how did I react last week when my own “cab” (e.g. my computer) crashed, and my consulting projects were held up? Certainly not by putting myself on “island time.” I’ve still got a lot to learn here.

It isn’t just about us. Whatever you might think about organized religion, a surprising number of Curaçao cabbies – as well as our Dutch tour guide – volunteered that they read the Bible every day, and that it guided their life. We had some fascinating discussions on what Jesus actually said, especially about forgiving people, starting over, and never judging others. I totally respect anyone’s religion or lack thereof, but it was refreshing to listen to so many people who “get” the difference between being righteous and self-righteous.

Now that I am back home, I realize it is time to trade the warmth and relaxation of Curaçao for the speed my life normally runs at. And it is a great life indeed. But I tip my hat to a lot of good people who charmed me this week, and am going to try and carry a little more of the islands inside me from here.

Dear online retailer

How nice of you to start sending me e-mails this week, telling me that you want me back. In fact, it is very kind of you to remember me at all, since I haven't ordered from you in years. Since it has been a while, I thought I might clue you in on why I have been gone so long.

You see, you sell all sorts of things – and way back before iTunes got really big, you even used to sell downloadable music. Back then, I bought a lot of songs from you. But then one day, one of these songs I purchased was a corrupt file that wouldn't play. Downloaded it a couple of times, in fact, to be sure it wasn't me.

"No biggie," I thought. "I'll just e-mail customer service and let them know. They will appreciate hearing about the problem, and I will get my 99 cents back." What happened instead was one of the most ridiculous bureaucratic ordeals I have had with any consumer product.

First I received an e-mail, written in marginal English, telling me that you would "investigate" the problem, and would then inform me of the results of the investigation – and that after this process was complete, you would then decide whether I would receive my 99 cents back. *Weeks* go by. I cannot resist the curiosity of asking about the status of this. A good while later, I receive a response telling me that you are still investigating this, and that you cannot respond to my request for a refund until this investigation has been completed.

Some time after that, long after I first contacted you, good news! Your "investigation" was now complete, and you were now finally prepared to refund my 99 cents!

Meanwhile, as a former customer support executive – and now as a customer service author and speaker – I was curious about why this involved such a long, drawn-out process. After all, we were talking about a sum that was probably less than what it costs you to send one of these e-mails – unless, perhaps, your offshore customer contact staff were being paid in agricultural products and small farm animals. So I wrote a polite note to one of your senior executives. And, of course, never got so much as a harrumph from the corner office. 

So meanwhile, back to your recent e-mails wanting me back. First, I have a question for you: given what was involved in getting my 99 cents back, how much trust do you feel I should have in ordering, say, a $1500 laptop from you? Or a $200 digital camera? Get back to me on that one, OK? I don't mind waiting a few more weeks.

Interviewing skills: Common wisdom versus reality

As a longtime former hiring manager, I often get a kick out of reading articles on how to act during a job interview – because there is so much in them that is just plain wrong. Especially now, in today's tight job market. Let's take a look at the "common wisdom" that is often in print about interviewing, and hold it up against reality:

Common wisdom: Say nothing but positive things about yourself. Never admit weaknesses.

Reality: Do you have co-workers – or relatives – who never admit to any weakness, and always have to be right? They are a pain in the neck, aren't they? You don't want to come across like them. It is much better, as a person and as an interviewee, to "own" both your strengths and your legitimate weaknesses. And forget about that trick of substituting a strength for a weakness, like, "I work too hard" – hiring managers have seen through that one for years.

There is an even more important reason you need to be proud of strengths and authentic about your weaknesses: your credibility. Especially if you've been out of the workforce for a while. Many hiring managers – including me – have had the experience of getting "yessed" by someone who is desperate for a job, and then getting burned. Trust me, you don't want to smell like these candidates. So when you can tell an interviewer, "I'm great at A, B, and C, I can easily learn D, E, and F, and I'm absolutely horrible at X and Y," BAM! Instant credibility.

Common wisdom: List as many duties and accomplishments as possible on your resume. You never know which one will "stick."

Reality: Less is more. Emphasize your biggest successes and summarize everything else. Yes, keywords are sometimes important, but so is white space: focus on the things you are the very best at, or your biggest goals.

Be aware that an endless laundry list of projects and skills can stereotype you. As a hiring manager, I used to refer to these densely-packed, buzzword-laden resumes as MEGO (My Eyes Glaze Over) resumes – and their authors were usually mediocre at everything and masters of nothing. Always go for quality over quantity.

Common wisdom: Stay formal and professional throughout the interview. Don't let your guard down for "small talk" beforehand or afterwards from interviewers.

Reality: This is a tricky one. Of course, you don't want to come across as someone who talks too much or lacks boundaries. But the opposite is sometimes even more dangerous. Your qualifications are important, but so is how much interviewers like you as a person. If you are hired, you will probably spend more time with these people than your own family, and chemistry is what hiring managers lay awake at night about. Small talk is a preview of what you will be like to work with, so err on the side of being friendly, open and genuine – not just a professionally competent robot.

Common wisdom: Interviews are a competition to show you are better than others.

Reality: People rarely – if ever – "blow" an interview. Even if they are very nervous or forgetful. If you really have the best professional or personal skills for the job, it will show. The purpose of an interview is to discover who you really are. Prepare well, research the position and the company, and then do the one single thing that will most help you get the job: relax and be yourself.

The self-employment quiz

I am very proud of having been successfully self-employed for nearly 15 years, covering most of my time since the mid-1990s. So as you could imagine, lots of people ask me for advice about starting their own business. I am always happy to oblige.  But people are often surprised that I don't focus on business plans, financing, competition, or anything like that.

To me, the mental game is much more important. Watching lots of other successful and less-than-successful entrepreneurs over time, the differences are crystal clear to me between those who succeed at this and those who don't. In fact, I could boil it down into a simple quiz. Try it yourself, and see how you do.

1. Can you name at least two people – real people you personally know – who make a good, full-time living at what you do?

People often think they have to pick something "unique" that no one else has done before. But the people I know who succeed generally pick things lots of people already pay for, and do it better than anyone else.

2. On a scale of 1-to-10, how good you are at what you plan to do?

If you aren't a nine or ten, please keep thinking. Employees can afford to be "good enough." But the most successful self-employed people I know completely blow their clients away with good service and great work, whether they mow lawns or speak to thousands.

3. What do other people say about working with you? Really?

Comparing two of my own areas of work, I often joke that I am more of a therapist for my writing clients than I am as a (real) therapist. Genuinely liking people, listening to them, and having a real interest in their lives, businesses and success is a common denominator among nearly every successful entrepreneur I know.

4. How do you react when something costs you time or money?

The single most important reason I have remained self-employed is one most people would never think of: I am always polite and professional when things go wrong.

Something amazing happens when you shift gears from a paycheck to a world of cash flow. People slow-roll your invoices. They wake up with "brilliant ideas" that force you to do their projects all over again. They cancel appointments at the last minute. They tell you for months that a contract is a "go," and then no it isn't.

Listen carefully: these things always happen when you are self-employed. If you react with anger, annoyance, or self-interest to them, you are finished. You can't play in our sandbox. You will silently get put on people's pain-in-the-ass list and never get called again, by them and all the people they talk to. And you will probably never even know what hit you.

For me personally? Had I succumbed to human nature when things went wrong, I would have lost the majority of my current clients. Simple as that.

5. Do you get along with your competitors?

Other people in my field are my best buddies. We celebrate each others' successes and learn from each other. And refer thousands of dollars worth of business to each other. Suppose someone wants a speaker on a date I'm not free, or a therapist who uses a different approach than mine? I send them to people I know and like.

Many would-be entrepreneurs view the world through a competitive lens. Ask yourself a simple question: do you want others in your field to tell people how great you are, or why they shouldn't work with you? Mindshare is everything in a small, connected world.

Did you notice something interesting about this quiz? Not a word about what kind of business you should be in. Because it doesn't matter. I see people succeed – and fail – in any kind of business you could imagine (as long as you re-read question number 1 about what people already pay for), and generally for exactly the same reasons.

Does this all sound pretty straightforward? Good. It should. But here is what amazes me: the (many) people who flunk this simple test nearly always fail, and those who pass it generally succeed – even in this economy. How do you score?

Collaboration versus competition: An interview with author Lynn Serafinn

Today I have the great pleasure of being the host on Day 4 of the Virtual Blog Tour of author Lynn Serafinn, whose book The 7 Graces of Marketing: How to heal humanity and the planet by changing the way we sell launches on Amazon on Tuesday, December 13, 2011.

First, a little about our guest. Lynn is the queen of mind-body-spirit books, and has probably helped launch more Amazon.com #1 bestsellers in this genre than anyone in history. And she is a great friend and colleague. Here is the official bio:

Lynn Serafinn, MAED, CPCC is a certified, award-winning coach and teacher, marketer, social media expert, radio host, speaker and bestselling author. Her eclectic approach to marketing incorporates her vast professional experience in the music industry and the educational sector along with more than two decades of study and practice of the spirituality of India. In her work as a promotional manager she has produced a long list of bestselling mind-body-spirit authors. Passionate about re-establishing our connection with the Earth, she supports the work of the Transition Town network in her hometown of Bedford, England.

Yesterday, Lynn visited Freya from BookBuzzr, where they talked about purpose and 7 Relationships/Sins in marketing. Today, I'd like to share a recent interview where I got to ask Lynn some questions on collaboration, getting started and her personal music career. I hope you enjoy it!

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Rich Gallagher: You and I have something in common: we don't see other people in our profession as competitors. But when I share this view with others, they often look at me like I have three heads. What would you say to convince others that collaboration beats competition?

Lynn Serafinn: I totally understand what you are saying, Rich. And I believe a lot of the reason why people look at folks like you and me as if we have three heads is because the whole “myth” of competition is something we have been fed since we were very young. I cannot count how many times my parents (especially my father) used to talk about competition as being “the” thing that makes the human race—and our economy—stronger. My dad used to cite the whole “survival of the fittest” argument, saying it was a scientific part of natural evolution. But what I found out when I started researching this book and speaking on the subject was that this was actually a common myth we in the Western world have embraced.

Speaking for myself, when I was growing up in the “Cold War” era, the argument for competition was actually part of the propaganda used to justify capitalism versus communism/socialism: We were told that if we didn’t have competing economies, everyone would become lazy and wouldn’t bother to work. Also, we were taught that competition was equivalent to economic freedom, when in truth these two things are very different. When we “fuse” together two ideas into one, that is neither one nor the other, it becomes what I refer to as a “collapsed belief”. And collapsed beliefs can be very dangerous, when they are used to sway public opinion. This whole notion of collapsed beliefs is something I return to again and again in the book.

While I’m not saying any “ism” is better than another (in fact, all “ism’s” become rigid and dysfunctional if they become a set of collapsed beliefs rather than dynamic systems that serve society), what I am saying is our belief in the value of competition is something many of us have passively accepted as an absolute truth over the past 100 years, when in fact it is something we have been taught through the “marketing” of politics and big businesses.

Ok, now, getting back to your question about what I would say to convince others that collaboration beats competition, here are some starting points. First, there have been many studies done that show that competition actually makes us less innovative, creative and daring in our work. A book I would cite that has loads of examples of this is Alfie Kohn’s book No Contest: The Case Against Competition, how we lose in our race to win. In that book, he cites numerous examples of how competition actually results in lower quality performance in everything from business to schoolchildren.

In my own experience as a career musician in the past, I have seen how competition can shut down creative expression, and limit the artist in just so many ways. In the natural world, although we have been led to believe that “evolution” means “survival of the fittest”, this is actually a belief that was created by 19th US and UK capitalists. In Nature, no such thing actually exists. Life is a permaculture—everything is interdependent. If we compete at the expense of others in our economy, we harm the whole economic organism of our society. This is really the main them of my entire book.

Rich Gallagher: The single biggest question I get from would-be entrepreneurs - and perhaps the greatest force pulling them toward old-school interruptive marketing - is "how do I get started in business?" How would you answer this?

Lynn Serafinn: My answer would be that if they really want to succeed in business, they need to shift away from a “hunter” to a “farmer” mentality. In other words, instead of focusing on making the quick “kill” (or sale), focus on planting seeds that will grow and generate seeds of their own. This is hard for new business owners, because it takes a lot of courage to survive through the first year or two of ANY business, during which time you quite likely to lose more money than you make. Surviving through that loss takes a lot of faith. Think of how seeds are when they are beneath the earth, but not yet sprouted. You don’t see that they are actually developing and growing because they are not visible to your eyes. But if you lose faith they will yield fruit, and as a result stop bothering to water them, they will die and you will indeed end up with nothing. That’s the point that so many new business owners end up going back to employment, giving up on their dreams.

Here’s a scenario I have seen again and again in clients, even those who have been in business for years: They start to panic when their business is struggling economically. And instead of thinking, “How can I be more innovative and adaptive, and create something that will take me forward?” they think, “How can I get out of this mess right away?” That is when they frequently resort to aggressive “interruptive” marketing strategies. But in my experience, while this might (not always!) bring some short-term results (like “the kill”), it frequently doesn’t align with the values, dreams and goals of the business owner, and hence there is a “disconnect” between the business owner, his business and his audience.

It helps to have a support network of colleagues who understand this kind of thinking. That’s one of the reasons why I am establishing a 7 Graces Global Community in 2012. I’ll be telling you more about that in the New Year, Rich.

Rich Gallagher: You start off your book with a great story about trying to make it in the music business (and many readers might not realize you once had a #1 trance hit). Ever dream of returning?

Lynn Serafinn: That’s such a funny question, Rich. Well, I have no dream of returning back to the electronic music scene (although psych-trance has still got to be my favourite kind of music). In the chapter on “Deadly Sin of Scarcity” in the book, you’ll also read about how electronic musicians so often get hooked on spending a lot to obtain all the latest equipment through very clever (and insidious) use of “perceived obsolescence” in marketing. That was a never-ending hamster wheel back when I was in the industry, and I never want to get on that ride again!

However, for some reason, I’ve been SINGING a lot lately. In fact, I can’t seem to stop singing. I was a singer for many years in my youth, and gave it up when I chose to focus on being a symphony violinist. But now my voice seems to want to wake up again. Symbolic? At age 57 (quite nearly…my birthday’s in January), I have no desire to start my career in music over yet again, but who knows? Maybe I’ll try out for the X-Factor, and show them how you can bring The Grace of Collaboration into a so-called competition.

(P.S. Rich here – I hope I'm not embarrassing Lynn, but here is a link to one of her trance hits on YouTube: http://www.youtube.com/watch?v=xsZnxQ63AqY. Enjoy!)

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I hope you enjoyed this interview with Lynn Serafinn, and that you’ll check out her book The 7 Graces of Marketing: How to heal humanity and the planet by changing the way we sell at http://the7gracesofmarketing.com/book-launch/pages/pre-launch.html.

I asked to join Lynn's blog tour because I truly feel this is one of the most important books I have read on marketing, and it resonates very strongly with my own philosophy. In closing, I want to share two very special events Lynn is planning for the launch of her book:

First is a free, no-purchase required telesummit happening from December 6-9, 2011, with a truly world-class lineup of bestselling authors, speakers, and media experts - some of the "all stars" include Escape from Cubicle Nation author Pam Slim, Dr. Joe Vitale, and even yours truly! Here is the link to register and receive a "launch reminder": http://the7gracesofmarketing.com/free-telesummit

Here's the spectacular list of guests speakers for this 7-part event:

Dr. Joe Vitale * Greg S. Reid * Dr. Eric Pearl * Dan Hollings * Pamela Slim * Liz Goodgold * Allison Maslan * Suzanne Falter*Barnes * Tad Hargrave * Misa Hopkins * Richard S. Gallagher * Ward Vandorpe * Barbara Altemus * Andrea Conway * Renee Baribeau * Renee Duran * Michael Drew * Chris Arnold * Jeffrey Van Dyk * Tanya Paluso * Kate Osborne * Shelagh Jones * Paula Tarrant * Lynn Serafinn

You can listen to this free telesummit online in the comfort of your own home, and even ask questions during the broadcast. If you are reading this after Dec 9th, 2011 you can still access the playback for a limited time when you register at http://the7gracesofmarketing.com/free-telesummit

Second is a set of great free gifts when you buy Lynn's book on its launch date of Tuesday December 13, 2011, including the MP3 download of all 10 hours of this historic telesummit, plus a complete library of beautiful personal development gifts from authors, speakers, coaches and other enlightened professionals from around the globe - including a free full-length book from me! To claim your FREE pass to the 7 Graces of Marketing Telesummit and read about the free gifts, go to:

http://the7gracesofmarketing.com/book-launch/pages/pre-launch.html

Thanks for reading! As usual, please feel free to share your comments and thoughts below. I love reading your feedback. AND… be sure to follow Lynn's next stop on the Virtual Blog Tour with Shelagh Jones, who will be podcasting her interview with Lynn. Here's the link. Enjoy!

Service metrics: Pushing the genie back in the bottle

Just got back from the Voice of the Customer conference in Boston this week. VOC is a retreat for customer service executives run by my good friend Phil Verghis and his colleagues Fred Van Bennekom and Jeffrey Tarter, better known jointly as The First Wednesday Group. It is always a great meeting, but this time it was more like a religious experience.

You see, for the first time in recorded history, a major company got on stage and announced something that I always predicted would never happen: they *stopped* measuring the performance of their customer support teams.

For decades, one of the biggest trends in customer service has been the ability to measure anything and everything. We can now easily know things like how many keystrokes per hour you type, how many questions you answer per day, how much you sell, how long you are in your seat … even how long you spend in the bathroom. Nowadays these “metrics” are part of the daily reality of nearly everyone who serves the public.

Metrics have become the darling of business thought leaders over the last decade. We now talk effortlessly about things like balanced scorecards, accountability, and maximizing customer value. Many people see our ability to measure everything as part of a revolution in productivity.

But in my view – and that of a small but growing fraternity of others in customer support – there is a dark side to metrics:

-People are often measured on so many different criteria that many constantly fail at something. And the stakes are often very high for failing – in his heyday, for example, people like GE’s Jack Welch used to recommend firing the “bottom 10%” every year, and the fall of Enron was a case study of a culture where people had to “make their numbers” or else.

-Even when people meet their metrics goals, they often feel constantly pushed in the back, in an environment where managers treat grown employees like children. Except that if real parents constantly measured how long their kids took to brush their teeth, eat their breakfast, or put on their pajamas, we would probably be calling social services.

-Worst of all, these metrics often destroy the very things they were designed to measure. Have you ever called for help and spoken with someone who pushed you off the phone with a bad answer, or refused to let you speak to someone more knowledgeable? They undoubtedly put their “first call resolution” numbers ahead of fixing your problem. Because you can’t fire them, but the bean-counters can and will.

To be fair, as an engineer by training, I am also a big numbers guy. Good metrics have at times helped me make positive changes in how I managed customer support teams. So with apologies to Caesar, I have always taken an approach of both praising and trying to bury metrics. In past writings, I often proposed a compromise: continue to measure things, but don't hold these numbers over people unless they vary far from your norms. To me, this reflected cold reality: how could you tell your management to stop measuring productivity, without them looking back at you like you had three heads?

So along comes my friend Phil Verghis, who consulted with this major company and took things a big step further: he told them that their metrics had to go, period. Don’t even measure them at all, because people will still find out about them. Instead, focus on the really important things – customer satisfaction, retention, costs, and sales – and get everyone behind them.

They bit. The metrics are gone. So are some of the “old guard” of micromanagers who wouldn’t change. The result? A substantial increase in productivity. (I don't have the exact number, which was shared verbally, but I believe it was on the order of 20-25%.) And more important, teams of employees who now feel they are part of something bigger than themselves.

So, are you feeling really brave? Stop measuring people. Today. And then watch what happens.

The Horrid Picture: A new look at teambuilding

Just had a great speaking engagement yesterday, doing a workshop on customer skills here in Ithaca for my friends at the New York State Nursery and Landscaping Association and their annual conference. Afterward, they were gracious enough to invite me to their evening reception, where I saw a great example of teambuilding that I have never encountered before.

The highlight of the evening was an auction where members contributed their wares to raise money for the Association's work. (I was proud to see a signed copy of my own book What to Say to a Porcupine sell for a high bid of $100.) But they saved the best for last: the Horrid Picture auction.

As the name implied, the Horrid Picture was a truly horrid framed painting: a color-blind rendition of a rural landscape, with stars and a silhouette of a duck's head inexplicably floating in the upper left corner. And people weren't bidding to purchase it – they were bidding for the right to require another Association member to display this picture, where their employees and customers could see it, at their place of business for the next year. So one person would bid $100 to have it in Chuck's office, then another would raise the bid to $200 to have it put in Bud's office, and so forth.

Eventually the winning bid reached a thousand dollars, with groups of people teaming up to choose their favorite "victim." Which brings up something that sets this group apart from any other group I have met: how close are you really to your network of business colleagues? Do you know them well enough to force one of them to hang an ugly picture in their office – for a year – and do it with a smile?

As the auction was rolling along, one person after another was telling me what a tight-knit group this was. One large, successful business owner told me that he was always happy to give advice to new people getting into the business in his town, even though they would technically become his competitors. Another shared that he had been in the business for 50 years, and had more work than he could handle from word-of-mouth. Still another described himself as the "baby" of the group, with only 12 years under his belt.

So how about you and your colleagues: Do you support and learn from each other? Do you build and maintain a network that is profitable for everyone? Do these relationships and friendships stand the test of time? Could you put a horrid picture in one of their offices for a year?

Feel the fear and don't do it anyway

Hi there, all you people who write motivational articles about how to "go for it," "feel the fear and do it anyway," and "get out of your comfort zone." I really appreciate what you are trying to accomplish with these articles.

Now, respectfully, could you all please knock it off?

Over the last two and a half years, I have done a lot of work with people with anxiety disorders. These are not people with quote-unquote too much stress, but rather people who suffer from issues like fears, phobias, and compulsions. They can't board airplanes, drive over bridges, or stop washing their hands 50 times a day. And whether you know it or not, articles like yours are part of their problem.

Since early 2009 I have been running a group program called "Anxiety Camp," and to a man or woman, its participants all tell me the same thing: well-meaning friends and relatives have always pushed them to engage in "Nike therapy" about their fears (e.g. just do it). The results are always the same. At best they suck it up, muddle through fearful situations, and then feel no better the next time they face them. More often they freak out, have setbacks, and end up worse off than where they started. And then everyone assumes that the sufferer simply isn't trying hard enough.

In reality, trying hard *is* the problem. It goes against your neurobiology. Being afraid is a survival instinct that protects us, and when we try to short-circuit that instinct, our subconscious pushes back - hard. So how do you get well from anxiety disorders? In tiny baby steps. While paying a lot of attention to what you tell yourself. That way, you start re-programming your circuits about what is frightening to you, as you gradually expand your comfort zone.

You see, the suck-it-up types want you to face your fears by gritting your teeth, putting your head down, and enduring situations. At best, doing this simply distracts you and teaches you nothing. At worst, it sensitizes you to situations you really want to become *de*-sensitized to. I want you to learn to become fully present in feared situations. And that almost always requires experiencing them gradually.

To be fair, I do understand the value of these motivational articles. Sometimes people decide to make brave, fundamental moves that change their lives. They choose to take control instead of take cover. And sometimes it works. For example, the day I leaped without a net from corporate life into self-employment will always rank up there as one of the most life-affirming things I've ever done.

But that is not the same as dealing with the fears that, statistically, one in five of us struggle with. And when fearful people read these articles - or worse, are handed them by well-meaning others - they become disheartened. And worst of all, don't realize that from a clinical standpoint, these words are often leading them toward illness and not wellness.

Conversely, when people start taking tiny baby steps from within their comfort zone, magic often starts to happen. I've watched this happen over and over. Anxiety scores drop, limits start disappearing, and people develop a renewed sense of faith in themselves. So if you're fearful, remember: learn all you can about your fears. Take things one small step at a time. And stay far away from motivational speakers.

My next book

I am very pleased to announce signing a contract with leading business publisher AMACOM Books, for what will be my ninth nationally-published book.

This project has a working title of What to Say in Your Very Worst Customer Situations. It will explore what people like hostage negotiators, crisis counselors, and psychotherapists can teach you about handling your most difficult situations. Best of all, you can become part of it! Stay tuned for social media opportunities from AMACOM and I to share your own very worst customer situations.

I am thrilled to be back with AMACOM again: for a customer service author, this is the business-book equivalent of signing with the Yankees. They have released three national number #1 customer service books in as many years, including my own What to Say to a Porcupine, as well as one of the best-selling customer service books of all time, Delivering Knock Your Socks Off Service. Their stable of authors includes some of the top thought leaders in business today.

One milestone I am especially proud of is joining a very small fraternity (along productivity expert Brian Tracy and customer service guru Ron Zemke) to publish four books under their imprint. More important, I am happy to be back working with such great people.

This book will also have a worldwide platform – it will be available from McGraw-Hill outside the US, and AMACOM has always done a great job of foreign rights sales. (Porcupine was a top 10 customer service book around the world, and my AMACOM books have been published in six languages to date.)

A summary of the new book is listed below – pub date will be a little over a year from now. Can't wait that long? I've been speaking on the material in this book for quite a while now: contact me at www.pointofcontactgroup.com to learn more. See you on the bookshelves again soon!

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What to Say in Your Very Worst Customer Situations
by Richard S. Gallagher, MA MFT

Why do people struggle to give good service?

It is not because they don't care. It isn't because they need more smile training. And it's not because they need to work harder. It is because of FEAR.

They feel alone and vulnerable on a very public stage, worrying about when the next customer will leave them twisting in the wind. They have no idea how to handle other people's demands. They don't know how to negotiate productively. And they have no clue how to defuse someone else's anger.

Even though they wear name tags that say, "Hi, Can I Help You?", they are silently praying that your customers will go away with as little collateral damage as possible.

So how do you change this fear? By totally blowing it away. By teaching them the skills that hostage negotiators, crisis counselors, psychotherapists, and police officers use every day. Because when people learn how to handle their very worst customer situations, everything changes. And great things start happening to your service quality, morale, and turnover.

Author Rich Gallagher loves worst-case scenarios. He enjoys having people get angry with him about high-stakes situations in front of large audiences. A former customer service executive, practicing therapist, and author of the #1 customer service bestseller What to Say to a Porcupine, he has a track record of dramatically turning around the performance of customer contact operations, by teaching people what to say in their very worst customer situations. His new book will teach you:

• How to defuse anger and criticism by "leaning in" to it – with gusto!
• Avoiding well-intentioned "trigger phrases" that escalate a bad situation
• The secret to helping people feel heard in a crisis
• Using a "divide and conquer" approach to safely deliver bad news to anyone
• What to say when a situation is your fault – and when it isn't

Most of us think excellent customer service involves smiles, positive attitudes, and "magical moments." Yet none of these prepare you for what to say when someone experiences serious consequences that are totally your fault. Or a customer is so upset that he wants to sue you. Or someone says the wrong thing and a customer is in-your-face angry. These are the times when “magical moments” suddenly go out the window – and they eventually happen to all of us. That's where this book comes in.

Attitude and courtesy alone will not fix your most difficult customer situations. Specific communications skills will. What to Say in Your Very Worst Customer Situations will teach you the right words for any critical situation, in a powerful new book that will change everything about how you work with customers.