Tag Archives: Learning

Record It

You invest a lot of effort learning solutions, understanding the marketplace needs, and preparing for presentations.

Why not save this effort by recording it?

Tools like Camtasia can capture your screen and even a cheap USB microphone records broadcast-quality sound.  If you spend an afternoon learning the basics of the Camtasia editor, you’ll learn to cut, zoom, pan, and merge media clips together into a tight, professional video.*  Now you have a backup, a leave-behind, a promotional video, and a growing library of recordings you can depend on down the road.

You might also want to record yourself as you learn.

Turn on the recorder as you work through product marketing presentations of the latest releases.  As you read through them, you can practice explaining the concepts to pretend customers or work out use-cases and examples.  Record yourself as you set up demo data or walk through standard scripts and you’ll always have a reference for those intricate bits.  You may never edit (or even look at!) these recordings, but they’ll be there for future reference.  You’ll be surprised how quickly you recall your thought processes and understanding as you review them.  You’ll be ready to share them with others who are starting down paths you’ve already covered.

And that’s the return on your investment.

*You can even add ukulele background music, if you must.
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An Interesting Analogy

Our audiences best understand complex solutions and messages through analogies.

There are many brainstorming techniques to help find the right analogy.*  While creative people seem to come up with them on the fly, there may be a better source for analogies:

What are your interests?

Do you play a musical instrument?  Are you a photographer? Is economics or politics a passion of yours?  Can you quote Shakespeare?  Can you explain what a nickel-defense package is?  Have you read the daily comics for twenty years?

Your interests are ripe fruit for an analogy, and your depth of knowledge and passion in these areas will enhance its detail and relevance.  Subject matter expertise in your area can represent subject matter expertise in the customers.  Heuristics** are compatible.

Sharing your interests also improves your relationship with the customer.  You’re human.  You’re thinking.  You’re sharing.

* I once had a seminar where we pulled plastic toys out of a bag and had to use it as the analogy.  It was like a comedy session on “Who’s Line is it, Anyway?”
** Big word, but I think it applies.
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Your Competition is out there

On YouTube, actually.

While your engagements will keep you busy discovering, preparing, presenting, and following up, it’s a good practice to check out your competition once in a while.

Watch their demos.  Take notes.  Observe what they say versus what they show.  They reveal an awful lot about themselves in a few short minutes.*  See if you can duplicate their use cases with your solutions.

Your customers are watching these demos too**, so you’d better be familiar with the expectations they’ll have of you.  These demos are the table-stakes in the game.  The better ones will set the competitive bar.  Match the competition’s bid, raise ’em, and call.

You should be knowledgeable enough of your competition to do a better job positioning their solutions than they would.

Because you’re the best.

*Or longer.  Customer conference keynotes, training classes, customer stories, future visions, press releases, and more are available to you within a few clicks.
** When your prospective customer searches for videos about your solution, what will they find?
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The more you know…

Have you ever had to work really hard to understand a new concept in your industry?

Yes, marketing literature can be out of touch; presentation files can be poorly written and have too many bullet points; demo scripts can miss the value entirely; but once in a while, a white-paper, a blog, a product description can get to the heart of the matter and reveal something new.  It might require you to connect the dots from disparate sources but then, then!  The light goes on.

New insight!

Damn if that insight doesn’t turn out to be relevant, timely, and key in the next three customer conversations you have.

You’re in the center of the buzz and you get it, and you can articulate it to others… because your in Pre-Sales and that’s what you do- make the complex simple through communication.  You’re a transducer of complexity in technology and business.

The more you know… the more relevant you are.

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Spock has a sense of humor. He just doesn’t believe he does.

I’ve noticed through my career that when you bring a creative person (a designer, a photographer, an artist, a Photoshop specialist) into a technology-related project, they get the technical aspects of the project right away.

I’ve also noticed that that the analytic people involved in the project are in awe and amazement at the creative person’s artistic skills.  “I could never draw/layout/photograph/stylize like that.”

My conclusion has always been that creatives can be analytical but analytics can’t be creative.

I have always been wrong.

Analytics have been told (by themselves or others) that they are not creative.  And they (myself included) have been dumb enough to believe this.  I don’t know if creatives were lucky enough to be tagged creative early on, or if they were wise enough to scoff at the notion they couldn’t be creative.  But to accept that you can’t be creative and therefore never try…

That’s just sad.

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Dealing with Obstacles

What will that obstacle be?

An impediment towards your goal?

A sign-post telling you to change direction?

Or an excuse to turn around and go home.

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Failure: Risk it or Fear it

Fear of failure may drive you to work harder.  And in so doing, you may succeed.  But with success will come greater responsibilities, greater potential failure, greater drive to avoid failing.  You may go far, but when fear is the foundation of your motivation, the inevitable failure in your future will tumble the whole tower of blocks.

If, on the other hand, you risk failure by measuring it and its companion, reward, there is joy and art in your motivation.  You will work harder to push the envelope.   When failure arrives you’ll recognize it, welcome it with a hardy “I knew I’d find you eventually,” then shrug and carry on.

What’s your motivation?*

If you find yourself in the fear-of-failure camp, here’s a helpful exercise.  In Pre-Sales, as in Sales as in baseball as in life, great batting averages are barely above .300.  Face it, you’ve failed.  You’ve failed often.  So go back to a few deals you’ve lost and spend fifteen minutes looking at your presentation, your differentiators, your themes, and the way in which you demonstrated your solution.  If it’s  had time to settle, to breathe, then the reasons for the failure will jump right out at you.

“How could I have been saying this when the customer obviously needed that?”

Learn from your failures.

*Failure can be risked and feared in darker, more dangerous ways. Risk without caution, without preparation, is foolhardy and invites catastrophic failure. Worse yet, fear of failure can drive you to avoidance, procrastination, safe decisions. Then there are no rewards; success becomes a failure.

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Logic and Data; Yin and Yang

In a recent engagement, I’ve been paired with a pecuniary peer in pursuit of building a business case.

We worked together with the customer in a workshop and emerged with very different interpretations.  On its own, this is not surprising-  ask different individuals what happened in a meeting and you’ll get different answers- but we had core and complimentary purposes for the workshop.  I found obstacles and points of change.  The logical implications and resolutions flowed from that seed.  He found an accounting indicator that was far out of range (and not in a good way) for the customer’s industry. 

I focus from the qualitative perpective, taking processes, systems, information, strategies and data and craft the logical argument; he approaches from the quantitative perspective, taking processes, systems, information, strategies and data and crafts the fiancial justification.

Together we earned executive buy in.  We made a formidable team.

This post was originally titled “Logic vs. Data,” but that’s wrong.  It’s not Yin vs. Yang; it’s Yin and Yang.

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What is Creativity?

Early in my career, I read George Will’s excellent “Men at Work,” which not only made a baseball fan out of me, but helped me understand professionalism.  Hard work, practice, and development of skills apply to talent-related activities, not just white collar careers.

Is a creative person talented or professional?  Neither.  Both.  The creative person has a different end in mind.  For example:

If they give you a box of Legos and you build the little space-ship or car pictured on the cover, you’re solving problems; if you take that same box of Legos and make a trebuchet out of it, you’re being creative.

You have the same ingredients, the same effort, but completely different goals.

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Do we really need 10,000 hours?

Malcom Gladwell makes the case for a ten thousand hour path to expertise in his book Outliers.

Simple math tells me, with forty hour weeks, fifty weeks a year, you’ll reach that plateau in five years.

We’re in Pre-Sales.  We haven’t got five years.  We’ve got until the demo date, likely set by the sales rep.*

What can we do with one hundred hours?  Invest it wisely.  Now go!

*With an eye towards return-flight scheduling convenience.

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