Doctapaul

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Retired: Business & Personal Performance Coach, Author, Researcher, Speaker, Energy Healer and Singer.

Homepage: http://paulcburr.com

The Executive’s Challenge: Make Transitions Quickly

I coach high flying, low flying, delinquent (and some just doing ok) executives. All do the best they know how.

When we meet, I often ask the following questions:

• How much of your time do you spend managing this month’s financial numbers – and how much on where you want to be?
• To what extent are you achieving what you set out to achieve? (Test anyone who says “more than 70%”.)
• How fast are your customers’ expectations changing?
• How fast is your competition?

These lead to one question they all have in common…..
How can I make the next transition fast?”

3 Transitions: from Strategic Business Unit Manager to….

Transition 1: Manage Cross Functional Change, to….
Transition 2: Visualise/Lead Change to….
Transition 3: Innovate Change: 1st to market business models, beyond “the edge of the envelope” (eg the next “Google”, Web 4.0)

The Business Unit Manager’s (budding executive) typical, environmental characteristics:
• Known ie tangible
• Current: this month, quarter, year
• Has much historic and comparative data
• And thus considered manageable

Contrast the above list with Transition 3:
• Unknown
• Little or no data. Historic data of limited value.
• Future paced: Next year, 3-5 years, 100 years?
• Abstract, conceptual

So many of the personal strategies the executive used to get to “base camp” will hold her/him back. Indeed, as their positional power grows, should they continue with the same behaviours, they drive everyone nuts. “Counting the beans in the bag: by size, geography, colour (or whatever category dreamed of) does not make more beans”

What happens? (How might coaching be relevant?)

Tis all about Relationships, Relationships, Relationships….

At a Personal Level:

• A change in context; from say, a promotion (or a move into another part of the organisation), the executive finds that the personal strategies that have underpinned their success, in their careers so far, are no longer as effective.
• With each career transition; to forge new relationships in a new context fast (and existing relationships that also change) requires more flexible relationship strategies and mindset.
• It’s also about helping the executive to find out and let go of what needs to be let go of.
• There may be more/too much data to analyse, or no data. In either case there is less time. So it’s about helping the executive to create personal strategies that are effective when faced with the unknown, missing data, even the abstract.
• To summarise, I coach to get the executive to figure out what to do more of, what to do less of, what to do differently.
• It’s also about the commitment and flexible mindset required to step outside the comfort zone that has enabled the success in their career to date – and even more vital in the next level of impact.

At higher Strategic Levels
(any migration along the continuum, from: Business Unit Leader–>Manage Change–>Lead/Visualise Change–>1st to Market Business Models)

• As their network of influence spreads, the executive’s emphasis for influence transcends from personal to strategic. Despite positional authority, the executive has less face to face time “per person” whilst they visualise and lead change, as well as manage issues as they crop up.
• Two things thus become more important.
1. The success of the executive strategy depends upon on the emotional journey (strategic buy-in or resistance) it receives. So it’s about mapping and future pacing strategy, to foresee emotional blocks, leaks, politics and value shifts required, to make it happen. The logic and process for change adapts to the least path of resistance.
2. The success of the executive is a function of their “Strategic Identity” within the extended organisation. To what extent do their seniors, peers, direct and indirect reports put trust in their integrity and capability. And how does this “trust” underpin their “Strategic Identity”. Is the “Strategic Identity” effective within the current and desired corporate cultures espoused?
• Advanced Influencing: Can the executive deploy advanced influencing techniques, by being at their peak in every meeting? “Yes!”
• And beyond? Is there a space where the executive generates strategies to influence people, who at first do not wish to be influenced (because influencing everyone else then becomes relatively easy)? Once again the answer is “Yes!”
• Distinguishing Traits and Characteristics: I spent the last 10 years studying people who deal successfully with senior executives. This work consists of 100’s of interviews and workshops, around the world, for a number of major organisations including IBM and Xerox. The research points to 7 Key Traits or Characteristics. By definition, traits are nurtured (ie coached) not taught.

To conclude….

Should you reflect, you will see that the transitions happen in everyday life too.

1. We run our own lives as a business unit, day to day. We hopefully balance our bank account every month.
2. Every now and then we have some change passed on to us to manage (e.g. a change in tax laws, a pay rise).
3. Sometimes we visualize and lead change (e.g. we get married/divorce).
4. There are other times we may choose to completely reinvent ourselves (e.g. a new career).

So, conceptually, Executive Coaching is not a million miles away from everyday life. What differs is the context, and complexity of dealing with a vast network of people, over whom we have no direct control.

Executive Coaching needs to address our Strategic Identity as well as the Personal. It needs to address the flow of energy we put into our network of influence, and what we take out.
Ω
Shine on…!
Paul C Burr

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You Inner Darkness Beckons your Light

That part of you; the darkness in your psyche; it fills the gap between your personality and True Self. Many people mistake this darkness as something to fear.

Fear not, it beckons your light. Its unseen map, once illumined, shows you the way to your complete self.

It differs from your inner teacher and inner child. Its direct messages pull no punches. It sometimes can transmit its messages without words – you experience an instantaneous download of resources and programming. You may not articulate ably these resources given you. Nonetheless, you receive them. You experience them for yourself. You know. You have no need to explain them to anyone else.

We are blinded when we look at noon day sun. At night, when no clouds (emotions) block our view, we can see infinity.

The glory lies in the darkness. Tis there we find the path to our True Self and purpose in life.

Darkness, thus, serves a purpose in our lives. A purpose equally as important as The Light. Neither embrace your darkness nor deny it. Avoid trying to control it. That will make you into a false sun that rules, and is ultimately ruled ,by fear (not Love).

Instead shine your Light (Love) into it unconditionally. Ask for, but expect nothing, to receive everything.

Ω
Shine on…!
Paul C Burr

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4 Warning Signs that Tell You “You’re not ready!”

x 4

Can you recall a time when you set off on a venture and ignored or didn’t spot early warning signs that things were probably not going to go to plan? Those things are much easier to see in hindsight when “the milk has been spilt.” At the outset, our emotional attachment to the outcome is high. Those emotions however can cloud our vision of what’s possibly about to go awry.  We head down the path to disappointment. We can avoid the path to disappointment and setback, when we can read the “road-signs”.

Four warning signs that point to pending setback and disappointment (in a relationship, in business, in everyday life):

  1. You get upset easily; means your pride is hurt. When you get emotional quickly and easily, you give your power to those you get upset with. You are clouded with emotion. You cannot see out what to do. Others cannot see in. You isolate yourself.
  2. Less power leads to low self esteem. You don’t feel good about yourself. This leads to fear.
  3. Fear of further upset and isolation: in extreme cases you despair and turn to others and do their bidding – in order to maintain some form of connection. This is not love or friendship. It is….
  4. Mind control: someone else has you under their thumb. This is not love. It’s manipulation. You have no way out, until you find the courage to get out from under.

So we can start by acknowledging our vulnerabilities. Which means neither embrace or deny them. Instead learn from them. Accept them for what they are…. head trash that needs dealing with.

We can go it alone – but I’ve found solitude and contemplation takes a wee bit too long for me.  Instead I seek help… either through a group or an “energy healer”.

When you ready yourself to learn, your teacher will appear -and vice versa.

And should you choose to do nothing about it? Prepare yourself.

Because…. ( a definition for not taking responsibility)

“When the rocket is lit, your backside will appear.”

Ω
Shine on…!
Paul C Burr

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4 Killer Strategies to Boost your Sales

Killer Strategy #1

Coach Top Performers: increase your top people’s contribution by 30% (and maybe increase your total company sales by >20%)

My research over the last 20 years has found that top performers demonstrate 7 key traits or characteristics (eg curiosity: eager to learn). Top performers love to be coached, to go (not think!) outside of their comfort zones. They yearn to discover what lies above and beyond their limits of success (all-be-they high already).

I see top salespeople, whom I coach, increase their sales run rates by 30%, in a matter of weeks. For those who really trust themselves and commit to the journey, performance goes up several fold.

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2 Case Studies:

  1. Account Director (now a Vice President): Responsible for renegotiating a £50M pa contract within 9 months. The client achieved the £50M target within 11 weeks from commencement of the coaching programme.
  2. Regional Manager (now a Senior Vice President): used coaching methodologies to prepare his team for a new business-services sales campaign with an Australian bank. The team won a pilot worth around $100K in the UK. Our client flew to Australia to extend the bid. He then steered the local sales team to win further contracts……“I won the big one (worth £15M!) for the Australian bank I was after….. my life has changed quite a bit (for the better) and 80% due to your help”

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Lever your company’s sales revenue. The top 20% of your salespeople probably bring in 80% of your revenue. Measure, if you can, the proportion, they contribute, to your profit line. I have clients who were staggered at the results.

You can now imagine what happens to your bottom line when your top performers raise their game by 30% and more. And, 0rganisational beliefs (about what’s achievable) get smashed. Others follow. But how fast? And can they keep up the pace?

So what about the remaining 80%?

Killer Strategy #2

Raise Every Salesperson’s Results: model and spread your top performers’ traits and behaviours to everyone else

Sales effectiveness is a function of motivation, confidence, competence and curiosity.

Effectiveness = Motivation x Confidence x Competence x Curiosity

or…

E = MC3

(No longer a Theory of Relativity, nor rocket science, get everyone winning!)

So the objective is to raise everyone’s:

  • Motivation: better yourself, seek wisdom, explore below the surface, relate to people and situations, analyse facts, follow process
  • Confidence (as opposed to arrogance) know, execute: when to listen (ask), when to learn (bide time) and when to advocate (articulate)
  • Competence and knowledge in 4 verbs, to: Connect, Inspire, Prove and Proceed
  • Curiosity (to explore below the surface) about: selling, the customer, the customer’s industry, self, technology, your company, the world, and beyond….

This is how top performers come across and do things differently to average performers?

My personal research goes back nigh on 20 years. My studies include cross industry interviews and workshops with hundreds of salespeople, sales managers, directors, consultants and customers around the world.

My purpose here, is not to tell you how to do this. My purpose is to tell you what needs to happen.

Case Study: A pan Europe, Middle East and Africa (EMEA) survey, by a Top 5 Global IT Firm, reveals a boost in sales millions of dollars.

  1. UK, Regional Business Development Manager: “Sales are up because 30% more Account Managers are going out and selling solutions that otherwise wouldn’t have.
  2. Middle East and Africa: Within 6 months of the launch, sales surpass $2.5M, in a region where hitherto, no Account Managers had been selling these solutions proactively.
    • Q: “Score out of 10, how much has the approach contributed to the $2.5M revenue sum?”
    • A: MEA Regional Business Development Manager “Contribution to sales? I’d say more than 8 out of 10.
  3. Scotland: Regional Channel Partner Manager: “I started in May. The subject matter was new to me. I hadn’t been on any courses. I shared your “transfer mechanism” with our Business Partners. They were impressed. It’s now July, I’ve displaced our competitor as Business Partner of Choice and just won the first piece business, worth over $100,000,, that competitors were due to win..”

Killer Strategy #3

Increase the Effectiveness of Sales Leaders: Equip managers to lead others, outside their zones of comfort.

I coach managers (to coach others). Many have already been “trained in coaching”. Yet, they increase their personal productivity measurably (£).

Why?

Because, for most, “training” does not engage the manager sufficiently in the emotional and insightful journey to become a great coach:

I have found that “training” gives process.

Training alone doesn’t:

  • Engage the emotional journey of moving into discomfort with a fresh mindset.
  • Shift the mindset from being an expert (i.e. mentoring) to a non-expert (i.e. a co-explorer)
  • Shift the mindset from being directive (eg “you need to do a,b and c!”) to non-directive.
  • Nurture 7 key traits, common to both coach and a top performer.
  • Get managers to realise that every coachee (at some level) mirrors their own imperfections

All the above are essential skills and learnings to coach well.

A study carried out by Olivero, Bane, & Kopeirnan in 1997 demonstrated an 88% increase in management productivity when coaching and training were interwoven as opposed to a 22.4 % increase when managers were placed on a management training programme.

Top 5 Global IT Company: European Sales Management Team, Public Sector, already “trained” as coaches.

MANAGER A:
“When I do follow the coaching process it works and it fails when I don’t”
“First two sessions were particularly useful. I would not have got through that month without the 2 List System. I am more effective in how I use my time and am more prepared for important meetings. SOS helps me synchronise with people. Using 2nd position has helped enormously. Coaching isn’t an individual session; it takes place over a period of time to get to a solution. It’s made me face some demons.”

MANAGER B:
“The Coaching Process gets an A* for managing poor performers. “

MANAGER C:
“It has helped me to explore new ideas and not get hung up if they don’t work. I took away the “Preparing for Key Meetings” from the workshop and used it – it’s brilliant. I understand the coaching tools and need to get myself organised to use them on a regular basis next year.”

MANAGER D:
“I am more rigorous in the analytical and process quadrants and it’s paid off.”
“I took the material from the workshop and applied it rigorously to coaching (underperformer) X. It’s not there yet but the mountain has moved.”

The managers achieved “Top Team” status aross Europe, in the year following the coaching.

Killer Strategy #4

Lift Under-Achievers out of the Mire: Save them, your managers, and you, a lot of time and possibly grief!

What do you do with an underperformer?

  • Sack them?
  • Leave them alone?
  • Manage as best you can?
  • Invest in them?

Coach them. Why?

Corporate Sales Case Study: a highly rated salesperson was underachieving in her first year on quota. Within two months, from the start of the programme, the salesperson’s going rate of year-end target increased from 20% to 80%. Her results then went from strength to strength.

Quotation…. “I found the programme extremely beneficial: it grew my self-confidence and self-esteem tremendously, and allowed me to go and sell. I have both the ability and I have earned the right to do this. I also treat customers as human beings, realising that the best way to persuade someone to agree with you is to get on well with them. I am much more ruthless about agreeing to tasks outside the scope of my quota – unless it eventually benefits my quota in some way. I do nothing unless it progresses me closer towards meeting my targets. I am better respected amongst my peer group and managers, and I am assured of a successful career with solid progression!
Overall, I recommend this to anyone, so long as they are prepared to accept new ideas and alter their attitudes to certain ways of working.”

Sales Managers lose 26 days (5 weeks!) per year dealing with poor performers, source: “UK Managers Losing Twenty-six Days a Year to Poor Performers”, SHL GROUP plc, Business Series 2005.”

The UK’s “lost management days” figure is lower than the other regions studied apart from one. The UK figure is 7 days more than Sweden.

No coincidence: Sweden invests the most in getting people to competence. Source: “Getting the Edge in the New People Economy”, www.futurefoundation.net, Future Foundation and SHL Group plc.

Under-performers, when coached, take an emotional journey (similar to top performers) to step up to the next level. They rid themselves of sometimes deep-rooted, personal, blocks that hold them back. Sometimes, it only requires a simple shift: maybe just a reframe of their perspective. Mostly though, it involves something deeper.

I often find that training doesn’t go anywhere near these deep emotional blocks. Under-performers will not allow it to. They fear the consequences of exposing what holds them back, often unconsciously.

The irreplaceable value of coaching: from research undertaken (Trygve Roos, Mental Coaching 2002) to discover what really causes effective behavioural change. It proved that the most pervasive change happened when learners were trained in various excellent techniques, followed by personal coaching/interventions.

Corporate Sales Case Study: New to sales, and prior to coaching, an erstwhile consultant’s going rate was 40% of his year-end target. Within two months his going rate was 80% and he was looking to overachieve. We focused on sales campaigns to win new business in competitive accounts. He went on to win a contract from one of the campaigns worth about $1.5M, from a client whose spend up until the start of the campaign had been minimal.
Ω
Shine on…!
Paul C Burr

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Thought for the day

We find and open metaphysical and spiritual insights through our hearts not our minds. When we experience the wisdom found sufficiently, our minds can accept them.
They become personal rational knowledge – gnosis, Truth.
“For Truth by biased minds was ne’er divined
Therefore seek wisdom but first cleanse the mind.”
– from Message to the Hierarchy of Selene (Moon goddess), the opening of the Crown Chakra

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Thought for the day – inspired by Jonathan Cainer

Awaken the creative resources within you that have slumbered for too long. Put aside thoughts of people and situations that are so endlessly annoying. Let yourself stop, instead, to appreciate all that is special and/or inspiring. Let the light that’s inside you shine and let it draw towards you the people whose company you can all most benefit from. Don’t try to control anything, just relax. Ω
Shine on…!
Paul C Burr

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Sales Reporting Issues – “The Perfumed Pig” versus The Truth

I’ve witnessed sales reporting issues in a number of organizations. They affect negatively:

  • Sales productivity
  • Sales management effectiveness
  • Bid management quality

Three fundamental issues stem from senior management’s right and penchant for scrutiny…..

  1. Information overkill: There is a lot of work involved in the mechanics of the reporting process itself. Whilst this may be worthwhile for the very top tier accounts, it’s an overkill for the rest.
  2. Major Bid Scrutiny: The more time senior management have to take a decision, say about funding a major bid, the more information they will ask for. Sales people soon realise that if they put in a major opportunity above a certain level in revenue terms or percentage of winning chance then it will attract scrutiny. They thus underbid to avoid management attraction. They wait until the very last moment to play their hand. And senior management don’t like surprises. They question “Why the swift change?” Back comes the answer, “Do you want us to win the bsuiness or not?” Beneath all this we find no bedrock of Trust or Truth either in one’s self or the other party.
  3. Isolation of the Weakest: Senior management have tendency to transform any bids going wrong into a star chamber process. So sales people start filing progress reports that will keep management off their backs. They avoid the ignominy and embarrassment of having senior managers putting them under the spotlight of scrutiny. Erich Clementi, IBM, called this ‘The Perfumed Pig’ effect. Senior Management sit in the illusion that bids are going ok – until either cut off has passed or the sale is lost. They may take out their frustrations on those who said everything was ‘rosey’ and is now not. But by this stage the many, that have ‘failed’, hovel together; hoping they won’t be picked out from the crowd – for ‘they can’t sack everyone’.

In every case, game playing is afoot. And whilst the game plays, senior management are making investment decisions based on false data that salespeople use to keep them out of the way.

With this in mind I’ve been working and thinking of ways around the issues. The game playing needs to be replaced by Truth. And that will only happen when salespeople who are struggling with their customer relationships ask for and get help. ‘Beating them up’ simply doesn’t work. The archaic carrot and stick approach is no longer effective in an economic climate where most, if not all, are struggling.

I’ve 3 things in mind…

  1. I’ve pieced together a best practice, Relationships-based Account Management Template – tis based on my own experience and research. I set out to create a reporting system designed for both Tier 1 and 2 clients – ie requires a fraction of the work that the big hitter systems take up – and is more effective. It currently consists of about 7 pages of data but the vast majority of focus is based upon one relationships chart for the whole of the account. For it is here that sales are made or not. This system is Word based at the moment but I might have an economically viable way to make it fully interactive, fast and trackable….
  2. The review of account plans is conducted on a peer basis. Where teams, with at least one leading expert, are created to help one another in the sales process. Sales ‘leaders’ (not managers) mentor and coach peers (in a ‘safe’, private and confidential process) who want help through critical points in the sales process. This takes away the pressure that management applies and fosters Truth instead – because the struggling salesperson feels safe to share his problems. This doesn’t stop a sales person engaging management for support if they want it.
  3. The role of management is then to ‘facilitate’ success as opposed to leaning on people to go out there and win by the of the week/month/quarter at all costs.

I recognize this will require a change in behavior for many senior managers – BUT if Senior Management haven’t got the results they wanted in the past, they won’t get them in the future either – by doing the same things over and over again. The new Sales Leaders need to be equipped with techniques to lead others outside their comfort zones – and do it in such a way that the people they are helping feel ok with them and the process.
Ω
Shine on…!
Paul C Burr

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Grabbing the attention of customers’ boardrooms – common sense, uncommonly applied

I was researching the value of Cloud Computing. It’s still relatively new in boardroom parlance.

IT Vendors, speak of several issues to sell new technologies and services (such as Cloud Computing) to customer executives.

“How do we get our message across and understood?”
“How do we get our young salespeople to make executive calls confidently?”
“How do we skill them up, or maybe equip them, to do so?”
“How do we motivate young salespeople, who by definition aren’t experts, to call on Marketing Directors, Finance Directors, and so on?

I’ve been working with a global IT supplier. When introducing new advanced (and world-class) technologies, they had a devil of a job to get their value message across, convey trust and inspire across to its customer executives, outside the IT function

Here are the issues they encountered:

1.     Only a small number of salespeople knew how to generate trust, articulate value and inspire action with senior executives in “big clients”

2.     The rest avoided selling the new technology because they didn’t know how to perform Action 1.

3.     If customer executives aren’t even curious about the value you can bring to planning table, you don’t get invited” to dine” there.

Now if we apply all the above principles to the SME market and Indirect Channel Sales, the whole picture gets economically fraught. In this market space people no longer sell on price and brand – and haven’t done so for years. They sell what they know how to sell.

So how do you give anybody the motivation, confidence, competence and curiosity to go sell something that’s new to the customer and new to them as well? How do you maximize cross and up selling opportunities?

Answer: You make it easy for them (and the customer) and apply an Outside-In Selling Approach.

Sounds easy doesn’t it? And so it is. Why, oh why, don’t more sales organisations apply it?

Here lies Rub #1. IT Vendors are very interested (and rightly so) in how their technology works. Customer executives are interested in the value it brings, i.e. what it does, not how it does it. By and large, customers executives are not intrinsically interested in technology.

Thus the successful sales approach requires a shift in mindset, from Inside-Out to Outside-In. For a large organization to take it on, such a shift has to be sponsored from the top. Why?

Rub #2:The traditionalists in product training and marketing will say they can do it for themselves. Well, they can’t. Because it also requires a structured approach to how customer executives want to receive information. “Less is more”. Product enthusiasts want to say more about what they are proud of. Customer executives want less. About 85% less, if I were to guess. So it’s about having a structured approach to find out which 15% of your collateral can be transmuted to inspire customer action.

“A lot of people in our organisation have supreme knowledge about our technology and what it can do for the customer, Paul. The vast majority of them, alas, don’t know how to articulate it to a customer to inspire action.

Inspiration = Knowledge + Articulation (first to self, then to others)”

– Top performing salesperson in UK for a Top 10 Global IT vendor

I leave you with a thought. I’ve checked out quite a bit of IT and IS vendors’ collateral on Cloud Computing and the like. It’s written mainly Inside-Out i.e. feature/benefit. Which means the customer has to be interested in how it works first, to see its value.

Top selling these years is applied outside in.
Ω
Shine on…!
Paul C Burr

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Transmuting your Sales ‘Farmers’ into ‘Hunters’

Since the current economic climate began, organizations have been downsizing, reshaping, restructuring, removing layers of management, centralizing, decentralizing… you name it. As conditions worsened the focus has gone from cutting costs to cash survival (+ cutting costs). I’ve observed that no-one has been harder hit than SME businesses where, even in good times, cashflow has always been a bit of a juggling act.

So we are now fours years on, this very August. Customers and vendors who get on stick through the mire. They’ve shared the pain. What’s next?

A few organizations I deal with are gearing themselves for growth. It would be nice if they could ‘farm’ that growth from existing clients. Maybe they can but they do not want to ignore the opportunities from ‘hunting’ for new clients nor be wholly dependent on the custom of existing ones.

They seek to transform themselves from Sales ‘Farmers’ into ‘Hunters’.

Here are some salient points about their journey.

  • There are 18 benchmarked critical success factors an organization can invest in to become ‘winners’ in hunting for new business (“superbidders” win more than 3 out 4 major bids). More on this later.
  • The F-to-H transition is more of an emotional journey than an intellectual one. It’s about making people motivated, confident and curious as well as competent. This starts by making selling (‘hunting’) as easy as possible.
  • Recent years of restructuring of reporting lines and reshaping of business processes will no-doubt have been for good reason. A key question remains – what changes will customers have noticed in your people:
    – More fire and enthusiasm?
    – Nothing?
    – Or sloping shoulders?
  • Winning over the hearts and minds of (especially remote) people comes down to making their lives easier. Again, for salespeople (who follow the path of least resistance) – it’s about ‘making selling easy’ so that they can hit their sales-targets from hunting as easy as (or easier than) they can from farming.
  • Sales training in Industry, Function and Product areas will provide much of the intellectual content required but will probably have only a limited impact on all but the top 10-15% of your salesforce. Management reinforcement will help further to instill hunting practices. The research I’ve seen in this area points to single figure %age growth in sales from such training/coaching interventions. So I want to talk about 3 things that can take you well into double digit growth.

3 areas to consider should you want to go for double digit growth:

1. Benchmarking – only 4% of companies win more than 3 out of 4 major bids for new business

The largest research programme in the world into winning business (led by Prof. Colin Coulson-Thomas, Chairman of Cotoco Ltd [www.cotoco.com]. I declare my hand here. I’m a Non-exec Director.) has involved over 2,500 companies. This large sample size includes companies of widely differing performance in Winning Business. Overall the results are consistent industry to industry – and across sizes of organisations.

Key Points:
• 18 Critical Success Factors (CSFs) to winning major bids

• The top quartile: “Superbidders” win more than 3 out 4 major bids

• “Superbidders” make up less than 4% of the total population

• “Superbidders” only consider themselves to be “very effective” in 8-9 out 18 CSFs. There is plenty of headroom.

• Largest number of organisations in quartile: the median is between 1:2 and 1:3 win ratios.

• Organisations in the median or lower quartile consider themselves to be very effective in only a small number of CSFs.

The top 3 (CSFs) of the 18 differentiators are:

  1. Understanding the value/benefits customers expect to gain from your products/services
  2. Understanding the cost of ownership issues that impact customers’ decisions about your product or service
  3. Establishing the superiority of your products or services over those of competitors

Organisations that spread themselves too thinly don’t catch up with the winners. I find that most organizations (I introduce this benchmark to) are already tackling a broad range of the CSFs. They do not realize that improving the CSFs you are very effective in from say 2-3 to 4-5 will have a huge impact on your win rate. So it’s about knowing the vital few to invest in first.

The benchmark informs you which CSFs to go for, to get the best RoI in winning major bids.

2. E-quipping every salesperson to engage with new C-Level clients the way top performers do – and save on your face to face training costs

This approach to enabling Customer Executive (C-Level) Engagement has been used by global companies like Cisco as well as SMEs for a number of years.

Having asked the right questions and done their research beforehand, we find that top performers engage with C-Level clients far more effectively because they use compelling evidence and messages to:

  1. Underpin the trustworthiness of your company.
  2. Raise your customer executives’ curiosity to investigate the broad range of services that your company can provide
  3. Make it easy for regular (non C-Level) customer contacts to convey, to their own peers and senior management (that your salespeople might not get to meet), the superiority that your company has to offer.

E-quipping (as opposed to the drudgery of e-learning) takes minutes. It provides the opportunity to cut out the high costs of face to face training. This can be a huge expense saving for global companies. It also means less time away from the field for your salespeople.

3. Coaching top sales performers to make the emotional breakthroughs to increase their sales by 30%+

And what about your existing top performers? How do you take them up and beyond their current levels of performance? They are already setting your company’s benchmark for what’s achievable – are they not?

The good news is that top performers are always curious about how to improve themselves. In my experience, good in-house management coaching will improve their performance by no more than say 5-10%. Going beyond (increasing their sales by 20-30% and beyond) requires coaching which (and an experienced coach who) will take them outside their comfort zones. For the journey to 30%+ is filled with emotional blocks: limiting beliefs about themselves, their client relationships and the tasks in hand. If it were purely an intellectual journey (these people are smart) they would be there already. The experienced coach gets them to dissolve these emotional blocks. And when they commit themselves to move beyond, their sales performance escalates.

Ω
Shine on…!
Paul C Burr

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How do you keep salespeople up to date?

Imagine you’re in corporate sales. You have 400+ (I’ve been quoted this) items in your email and your in-mail grows by the day. What should you read? Can’t decide? Take a day off from selling or delete them all?
Imagine you have a portfolio of say 20 products and services to sell. How do you keep up to date with what is important and relevant? You can only assimilate a tiny fraction of what is available – but is it the right fraction? How would you know? How would the people sending that information know?
Now imagine you have a portfolio of over 600 products and services. What chance, of keeping up to date, have you now?

A smarter planet means everything connects: across brands,across industries, across technologies… across everything. What does this mean to the customer? And the customer could be anybody.
Now you’re a sales director.
How do enable your sales people to have the breadth of conversation with a wide range of people (architects, hospital managers, mayors, CEOs, business owners etc. rather than CIOs/technical people).
You are no longer dealing with a bucket full of information but an ocean full.
How do you enable selling across a huge range of products and services?
Throwing e-learning at it will not work – there is just too much stuff.
Each sales person needs to be like a general practitioner – which means the patient that comes through the door may have one of thousands of ailments. How can an individual sales person be an expert in all of these at the same time?

An Answer:
Build ‘an expert on everybody’s shoulder’ to whisper guidance in their ear. The ‘expert’ will equip each salesperson with everything they need to generate trust, articulate value and inspire action with senior customer executives. Once they get the ball rolling for a particular opportunity then, hopefully, it’s business as usual for them.

Salespeople want information but….
3 critical factors I’ve observed about your typical salesperson:

  1. Short attention span
  2. Wants everything on a plate – won’t work at it
  3. Wants the relevant up to date information in seconds – not minutes, hours or days

And:

  • “A common weakness: most sales support material (I come across) is designed “Inside-Out”, not from the customer’s perspective. Top performers take this material, massage it and whiteboard a powerful “Outside-In” story. This is what you capture and disseminate. (“Inside-Out” collateral lists features and benefits. “Outside-In” focuses on value, trust and evidence)
  • Content needs to be vetted by top and average performers, and technical experts, to ensure it is fit for purpose – i.e. will make selling easier.
  • No module of information lasts more than 90 seconds.
  • Everything needs to be at their fingertips
  • The approach focuses initially on getting the customer to say “tell me more”. Then it makes it easy for the customer to say ‘Yes!’. The approach e-quips the salesperson for this precise purpose. E-quipping isn’t e-learning. (Warning: e-quipping is vastly misunderstood by the Training and Development community because they look at it as learning. They don’t get it.)

Good selling!
Ω
Shine on…!
Paul C Burr

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7 key traits, CEOs use to break through those wretched “Corporate Firewalls”

I’ve seen a wide variety of researched estimates of the average tenure of a CEO. They range from 2.5 to 7+ years. I don’t know many private investors who are that patient. The last two CEOs I met, gave themselves considerably less time to make their mark; 1 year and 6 months respectively.

CEOs seem to have a honeymoon period of around 18 months. By the end of which, if things aren’t significantly better, their ‘marriage’ with the investors will probably not last.

A chat with Professor Colin Coulson Thomas prompted me to write this blog. Colin, author of Winning Companies:Winning People, is Chairman and fellow board member of Cotoco Ltd .

Here are the warning signs that CEOs fear most.

  • Bad earnings news: the most likely and quickest sign of departure.
  • Corporate programs don’t deliver: mergers and acquisitions “achieve 70% of their potential” at best.
  • Failure to turnaround ailing sales quick enough.
  • Change takes too long: “Corporate Firewalls” prevent people from getting it done. More on this later.
  • Investors don’t understand: a CEO spends 40% of their time articulating strategy and some argue that’s not enough.
  • Personal wealth at risk: e.g. missed deadlines can lead to private investors swallowing up the shareholding of a company
  • Lack of innovation: playing it safe is no longer an option these days. Competitors and customers are moving too quickly.
  • Talent gaps in performance: e.g. 20% of the salesforce bring in 80% of the revenue (and probably a much higher percentage of the profit).
  • Conflict in the boardroom: too much time spent looking inwards leaves too little time to focus on the customer.
  • Personal credibility at risk: any of the above means less likelihood of stepping up the ladder of success and/or lack of a legacy of note. These in turn can lead to…
  • Personal health at risk: where the stressed mind-body connection can have serious consequences. I know of one CEO who, after missing targets set by investors, developed terrible eye problems because he didn’t like what he saw. Another developed disabling back pain through a lack of self esteem. Another who was deemed too rigid and inflexible developed problems with their joints.

Getting the strategy right will largely depend on the advice the CEO receives from those around them and experts (those they know who have done it before). This is called mentorship. And many stop there because it’s traditionally acceptable to have mentors.

But the CEO’s job is not just about getting it right. It’s about influencing people who don’t want to be influenced at first. If they were easily influenceable they’d have done what was needed long ago. This leads us to those constructs that get in the way – I call them….

Corporate Firewalls
With a select group of people, the CEO works out what tomorrow’s reality for their organisation will look like – and the strategy to get there. They find the first firewall just outside this group. Everyone on the inside ‘gets it’. Those on the outside don’t – certainly not the whole picture. Which means they miss perhaps key pieces to the corporate jigsaw. The more select the CEO’s inner group, the higher or tougher the ‘wall’ is to breach.
The wall filters out some of the cognition and understanding of what went on inside. It only takes a small amount to create ambiguity. Once ambiguity kicks it can start a trail as follows:
ambiguity –> confusion –> stress –> dysfunction.
This occurs especially in organisational cultures where ‘not understanding’ is perceived as a weakness. And when a ‘senior middle manager’ (say, from outside the group) doesn’t get it, they tend to do one of 4 things. They…

  1. Ask for clarity (’tis surprising how little often this happens)
  2. Put their head down, pay lip-service, and hope it will go away
  3. Push back (the larger the hierarchy the less egalitarian the culture)
  4. (Most dangerous of all) Make up the missing pieces of the jigsaw for themselves

The latter habit creates the most confusion for everyone in the value chain right through to the customer interface or the grass roots level of the organisation. For just behind this ‘grass roots’ operational level we observe a second firewall. Curiously, those at the ‘grass roots’ level seem to get the gist of CEO messages quite easily. It’s how those messages are translated into action where the confusion lies. And they are sometimes less prone to keeping quiet when things don’t add up. So the CEO has the challenge of involving those who will carry their message wholly and articulately into the organisation on their behalf.

7 Key Traits
CEOs require a mixed repertoire of personal strategies to influence influencers. In my personal research (of several hundred top performers in organisations around the globe) I’ve observed 7 key traits (or characteristics) in those who influence the best:

  1. Faith-in-Self – when there is no data (or time to gather it) to make big decisions.
  2. Passion – if you don’t radiate passion how can you expect others to shine?
  3. Sensibility – to see where others are at, where they come from and where they are headed, in their minds
  4. Articulate – to simplify complex concepts and make them compelling
  5. Curiosity – to explore what’s going on below the surface of things
  6. Networker – it’s not what you know it’s who you go to, to find and share wisdom to get things done
  7. Composure – under pressure or facing the unknown

We demonstrate traits. They describe how we come across to others. We do not learn them in a classroom through conventional training. We nurture traits. A good Executive Coach accelerates the process of how a CEO nurtures winning traits and behaviours (that may feel uncomfortable at first) – to forge a strategic personal-identity with those people whom they do not have personal contact with. If these winning traits were purely intellectual or comfortable they wouldn’t need a coach – would they? With this in mind, we can see the difference between mentoring and coaching.

We get what we project.
CEOs get people to copy what they project. The onus they face: to transfer the above traits and characteristics to others. Some CEOs see coaching as something for other people with problems. They are part right. It is. But the problems I talk about are all associated with an inability to influence those people who will block/thwart even the best thought out plans. CEOs might not even know what those that hinder are up to – because they are hidden behind a Corporate Firewall.

Shine on…!
Paul C Burr
Business/Personal Performance Coach & Author
Facebook:
Beowulf (>16,000 followers)

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Bean counting to boost sales performance – the antiquated way to sell more beans

“We count the beans in the sack, by size category. When we don’t have enough beans, we count them by colour – then by shape – then by country of origin. We find out who’s not selling beans very well and lean on them to get their act together. We find out who’s selling beans really well and incraese their quota to sell more beans. That’s how middle and senior management spend most of their time.” – Top 5 Global IT firm’s European Sales Director

Data when syntaxed and grouped becomes information, becomes knowledge when we understand what the information means, becomes wisdom when we know what to do with it.

A (perhaps over) simple example…
Information: Sales performance data is varied across the organisation. We categorise by product, region or individual so we find out what’s selling well, where it’s selling well and who’s selling well.

Knowledge: So far so good but as yet what’s going on below the surface? What is that the top performers are doing differently to everyone else?

Wisdom: How can we get everyone else to mimic them, fast?

When everyone has access to the best wisdom available and can apply it – you have the opportunity to take a quantum step (20%-30% more?) up in people’s performance. It doesn’t matter whether you’re in sales, marketing, engineering, supply chain mgt, finance – you name it. BUT….

In order to make this transformation happen you need to totally transform your approach to learning (from your top performers), training, development and equipping people to do their work well. For this to work properly it all needs to become real time. There are only a handful of organisations, I know of, in the world trying such a “real time approach”. It takes a bit longer to explain than this blog permits.

“To increase sales you need to get in the sack with the beans and use the wisdom of the biggest and better beans to grow the little beans and more beans at the same time.”…. me

 

Ω
Shine on…!
Paul C Burr

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Thomas Paine on “the vulgar and ignorant mob”

“They rise as an unavoidable consequence, out of the ill construction of all old governments in Europe, England included with the rest. It is by distortedly exalting some men, that others are distortedly debased, until the whole is out of nature.”….. Thomas Paine

Hat tip: This is from a Tax Justice Network Blog who, in turn, were inspired by Michael Law (from a letter in The Guardian)

Ω

Shine on…!
Paul C Burr

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The Fear of Fear

"Fear" by lilith_abi

Fear is a strong word. It can be an uncomfortable word. If we over-embrace fear, we end up doing nothing about it. Paradoxically the fear of fear; not talking about fear, not thinking about fear can lead to….. denial – of the conscious and unconscious fears (“let’s not go there”) that hold us back.

(Image sourced from lilith_abi.)

So it’s about creating a structure and process where we can acknowledge our fears and vulnerabilities. When we deny fear, we deny our Truth. Research shows, living our Truth is the key to creating a healthy level of self worth.

This presents a challenge to the fiefdoms in politics and business in this “winner takes all” world we’ve created. A world where one man’s vulnerabilities and mistakes are seized by another for their own gain.

It points to a new world where property, wealth and “ownership” is based on equitable negotiation and usage, not forfeiture. Where one serves all as part of our social contract. Leaders do the leading, rulers do the ruling, Kings and Queens do the king-ing or queen-ing. They are jobs with reponsibilities and accountabilities, not titles. Ah-ha – I feel a whole new blog coming on.

Ω

Shine on…!
Paul C Burr

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The Castle

“There’s been a lot of hurt,
I’ve seen a lot o’ pain.
One thing’s for sure,
Your time, this time
Is back again.”

……..inspired by “The Messiah Will Come Again”, Roy Buchanan [1].

(Photograph of Tynemouth Castle, where I was raised, from newcastlephotos.blogspot.com)

His face was solemn not grim. As tradition has it, he wore a long dark robe, but no scythe, no outstretched skeletal hand.

He came through the window. I stared up into the bowed, hooded face. I acknowledged his purpose silently. “OK, let’s go” I nodded. My guide’s face turned a polite friendly smile as he took me up into the night sky.

We travelled north. We reached Rothbury, the place of my birth, in the heart of Northumberland. It was a bright sunshine dawn, 31st July 1951, over 60 years ago. The castle stood by the River Coquet, set amongst the Simonside Hills.

As we approached the sandstone walls, a lady walking, came the other way. She approached her car, sharing a few pleasantries with my guide, as she got into her green Morris Minor and drove off.

“Who is she?” I inquired. “Oh, she’s a Guardian Angel, heading to the local hospital” came the reply. We walked on.

“We are going to heaven aren’t we?” A big smile and a knowing chuckle was all I got.

We entered a courtyard, the size of half a football pitch. People were gathering, milling; exchanging curious, friendly and nervous greetings. Before us stood a group of young women. One of the women, seemed familiar. Like from a photograph.

“Kiss one another!” instructed my guide, to me and the woman who looked familiar, “see what happens!”. The woman and I smiled at one another. We raised our eyebrows, and after a short nod of mutual approval, we obliged. We embraced in a suitably affectionate kiss, not too short and not too long. We took a step back. A moment later – woooooaaaahhhhh! It was like all the kisses I’d ever been kissed, packed into a 10-15 second rocket trip.

The kiss was beautiful. “Wow, this place is amazing”, I shrieked. “It can be everything you want it to be”, my guide replied. My guide and I walked on.

Passing a field, I noticed beautiful large fruit, deep red, luscious. A farmer with a silent tractor was tending the crop. “Strange, to have tractors here (being uncertain where here actually was); what about carbon emissions” I asked “and why is that farmer toiling?”  “That’s no ordinary tractor”, my guide assured me, “it runs on the continuous energy from the Sun. Tending and sharing fruit is the farmer’s choice. It is a labour of love.”

“C’mon” he said, “let’s get you to the hospital. It’s been a long journey and your spiritual body’s atoms are still a wee bit out of kilter. You’ll be as right as rain, by morning.”

I awoke refreshed and chose to explore, alone. I went into the depths of the castle and found myself walking down a street that reminded me of ancient Rome; cobbles, little terraced houses. At its far end I saw an entrance to a dark cave. In the entrance stood a large lion, with a huge mane of black hair. “Uh-oh”, I turned to head the other way, only to notice a lioness walking toward me. I started to panic. I made my way into a house, BUT it had huge glassless window frames. I ducked under a table and hid. Just then, my guide walked in. “Come with me” he said, “let’s go to the changing rooms.”

We went into small building across the road and waited in the hallway, with shower cubicles and a changing room annexe at one end. Out of the annexe stepped a man and his wife. I recognised the black whiskered eyebrows they both had in common. Acknowledging my guide, they smiled me a friendly hello and left. “They have been shape shifting” my guide explained. “On earth they have been lions many times and enjoy the freedom. So they come here to be.” “Let’s explore”.

My guide and I passed through fields where we saw people at play. Finally we came to a field where two knights were in combat, sword to sword. Eventually one knight dealt a crucial blow, felling the other. “Woe” I said “this can’t be right, people slicing one another up?”

“That’s no ordinary sword” my guide replied. “It’s a spiritual sword of Truth and those knights are spiritual bodies. A quick trip to the hospital and the fallen knight will be fit and ready to fight again. These knights are the guardians of The Truth, The Grail. They have fought many battles on earth. to keep its secret secure. For only he who is borne of Truth can know the secret of The Grail. (Only Arthur, borne of truth, could extract the sword from the stone.) The knights keep their skills sharp, retain their wisdom of, and practice in, battle – ready when needed.

“It’s time we went to the Assignment Room” my guide instructed.

Following, I entered what looked like a small very old fashioned shop. On the wall, inside, hung a huge and complex flow chart connecting people’s names, events and outcomes. The parts  could be moved around like a child’s sliding puzzle. So that people, events and outcomes could be brought together ata specifci time. The whole history and future of mankind was mapped out. Administrators were constantly making adjustments – as they pushed around the parts, sliding them up and down into the right pattern.

There on a small plaque in the middle of the chart, I read my name, ‘Paul C Burr’. “Why me?” I inquired.

“You have a role to fulfill, a contract. Now it is time that you return and fulfill that contract.” The guide replied.

“But what is my contract?” I inquired.

“Continue to write, for now. You’ll find out, when the time is right,” my guide replied.

“Go in peace!”

I thanked my guide for the wisdom and quest. As I headed back I suddenly realised the coincidence that my favourite band for many years is called The Grateful Dead. Coincidence?  Maybe not.

Ω

Shine on…!

Paul C Burr

5th May 2009 (revised 15th August 2011)


[1] Roy Buchanan (September 23, 1939August 14, 1988) was an American guitarist and blues musician. He is noted for his use of note bending, volume swells, staccato runs, and pinch harmonics. Buchanan was a pioneer of the Telecaster sound. (http://en.wikipedia.org/wiki/Roy_Buchanan )

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The Cathedral

"Borrowed" from The Blue Bowl

“Walk out of any doorway
feel your way, feel your way
like the day before.
Maybe you’ll find direction
around some corner
where it’s been waiting to meet you.”

……Robert Hunter lyrics from Box of Rain, sung and played by Grateful Dead

Only now do I realise where to find the Cathedral…..

I sat straight in a comfortable chair – straight back, upper legs, lower legs and feet – all at 90°, perpendicular to one another – not rigid though, relax.

I closed my eyes. Steadied my breath, count to 4 in, count to 4 out; slightly deeper than normal, yet gentle and focused. I forgot who I am and why I am here. I forget my past and everything that leads up to this present moment.

I surround myself in a circle of white light. It travels, like a neon tube, anticlockwise (right to left) about my person. I secure myself.

I illuminate my spine, from its base, up through my neck, arced around the back, top of my brain, down again and out through my Third Eye, like a flame of gas. Light fills up my whole body on my in-breath. I shine on the out-breath.

(The illuminated spine, symbolised by the Shepherd’s Crook. And often used by Church Officers who may not realise its true symbolic value. Image courtesy of Black Fly Photos.)

I contact my higher self, my “inner CEO”, if you like. I ask for the grace of the Holy Spirit, to guide and protect me on my journey. A wave of energy shoots up my spine and fills my body. I tune into the feeling of “my vibration”. I, at peace, can’t help but smile uncontrollably – joy in the moment.

Eyes closed, I approach a large wooden door. Unlocked, my energy swells as I push it open, using my arm to mimic the gesture. I enter. Again I mimic the gesture, behind me, to close the door. Energy-swells tell me the door is closed. I face forward.

Before me lies a yellowish dusty path with green pasture to either side. (I don’t see it, as such. More, I feel it. I can describe what I feel clearly. “Insight”, to me, means a process by which I feel what I see.) I follow the path.

I begin to ascend, what to begin with, appears to be, a hill. The climb is steady, straight and not overly strenuous. I can’t see very far. Green grass to either side, the path remains clear. I have no way of getting lost. My energy swells again as I reach the top. Before me lies a vast a high plain and now I can see clearly across the flatland. I walk on.

After a short time, I see the outline of a spired building in the distance. I head towards it. As I progress, I notice that the spires seem to appear not that much nearer. The building remains distant. It must be very large for me to see it from where I am. I pick up the pace.

As I get closer, I approach what appears to be a huge cathedral. I see two spires although I feel there will be more. Its vast structure now stretches from horizon to horizon. The path enters a semicircular clearing. I arrive before the Cathedral’s large wooden double fronted door. My energy swells. I realise, for the first time, that each energy swell signals that I’m on the right track and I’ve come to a significant landmark in my journey.

It soothes my trepidation. I recall how I prepare for all the important moments in my life. I focus and build an inner calmness, to prepare for what is to come.

No need to knock. Like before, I mimic the gestures to open and close the right hand side of the double door behind me.

Inside, aisles, rows of pews and towering pillars stretch for miles, into the dark distance before me. I turn left and make my way, keeping the inside of the wall of the hall to my left. Another long walk ensues. I walk briskly.

An energy swell informs me that I’ve reached a corner of the great hall. I turn right and continue down the hall’s left hand side wall until an energy swell tells me I’ve reached the next door. I enter.

Inside, I begin to descend a long straight stairway. Down and down I go. At its base I proceed along an underground corridor. At the end of the corridor I come across an opening, off centre, to the right. I enter a small candlelit room.

Inside, slightly to the right again, stands an elderly man. His long curly beard brushes slowly down the front of his robe, and up again, as his silent, courteous nod acknowledges my presence. I nod lower and slower – to express the humility, trepidation and joy I feel. I stand before the Keeper of the Keys to the Locks, to The Akashic Records.

The Keeper stands before a huge vault, not unlike the bank vaults in the first Harry Potter movie.

He speaks, “Welcome”.

I nod again and reply timidly, “Hello”.

“How can I help you?” The keeper asks.

“If I may, I’d like to know the contract I made for this lifetime, please. The contract I signed up to before I was born, between my last life and this.” I ask.

The Keeper enters the vault and returns with a parchment. As I open it, the Keeper speaks its content….

“You are here to become whom you already are. The acorn already has the imprint and design of the Oak Tree it becomes.”

In the distant past you were very powerful. But you did not use your power from the highest integrity. In fact, just the opposite, you committed heinous acts of violence and sex. You have spent much time learning the nature of your cruelty, and not-cruelty. You have recently rid yourself of many of the dark unconscious remnants that have held you back, in this lifetime. You are ready now to proceed.

You don’t have far to go but first you must take it easy. You have travelled a long way during the last five years. You need not rush, for now. Take it easy for a short while. You are to continue the book (my second book) which you stopped writing, a short while back. Start again when the time feels right. You’ll know it when it arrives.

The path to your third book will open up in due course. You already have a hint about what it’s to be about. For now rest, have fun, and wait for your time to move on.

Follow your path and …..”   (the rest I will reveal when the time is right.)

I, overwhelmed, wept bitterly. I begged forgiveness for the dark deeds of my past.

“Forgiveness was, and is, not appropriate, only learning. And you have learned what you needed, to transmute darkness into light. Go in peace!”

I thanked the Keeper and “felt” my back, the way I came, to the first door. Energy swells signalled the landmarks again on my return journey. I walked back through the door and returned to my body.

I roused myself gently, to make sure I was thoroughly grounded.

Later, the energy swell, “my vibration”, kept returning. I continue to practise tuning into it, as best I can.

Only now, I realise The Cathedral, or should I say, The Temple, is built within me.

Paul C Burr

13th August 2011

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Dealing with change, making the transition more effectively

Change doesn’t hurt us. The emotional journey to making that change can be hurtful though, if not cathartic.

Unexpected or unwanted change (for example, we lose something or someone precious) can feel like the world has collapsed in on us. We find it difficult just to acknowledge what has come to an end. (Image by: zirconicusso)

“It was hell. I couldn’t get my ex-girlfriend out of my head. There were times I would panic. I wondered how I would get through the next 30 seconds of my life and keep myself together. I loved her so much and she was gone. Every few minutes her memory would pop into my head. And the panic and heartache would start all over again. This went on for months.”

When we can’t acknowledge an ending, it means that we are not fully in a position to learn – from it or what went prior to the ending.

“’I acknowledge’ means I accept, as best I can, what has happened and ready myself to learn.”

Acknowledgement doesn’t mean we’ve gotten over what happened, far from it. The early period of what happens to us next can still be tough, very tough.

In time, we allow ourselves to start to look objectively at the facts. We try as best we can to detach ourselves from the emotions that hold us back and construct a way forward for us to move on. Sometimes we race too early to start a new beginning. But starting something new, “on the rebound” doesn’t often work.

It’s important that we grieve and not deny our feelings. And likewise it’s equally important that we busy ourselves whilst we grieve – for “wallowing in the mud does not make us clean”, as the saying goes.

“When we deny our emotions we cannot be selective. We cannot numb ourselves from hurt and suffering without numbing ourselves from joy and happiness at the same time.”

As time passes, we sometimes ‘think’ we have got over what happened. We haven’t.

As time passes, we can ‘believe’ we have got over what happened. We haven’t.

As time passes, we will ‘feel’ we have got over what happened. We haven’t.

It’s not until we ‘know’ we have gotten over that something or someone, are we ready to start a new beginning in our lives.

How do we know when we’ve gotten over someone (or something)? When their memory crops up, we give that memory minimal negative energy. That is, we give it minimal anger, sadness, fear or guilt. It’s not  digital on/off switch. For me, memories of everyone I’ve loved, and have now gone from my life, still have a tinge of sadness – but only a tinge. I know I’ve gotten over that relationship.

Shine on…! Paul C Burr

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Astrological musings: align your management team with planetary forces

Photo credit to Salvatore Vuono

Big business needs to and will change. To change, leaders need a new (and Ancient, I suggest) way of going about business for the benefit of all mankind, not just the shareholders and wealthy.

I have a book , in me, that I was gonna write two yrs ago – Druidism in Business. Here’s an extract that I will turn into a chapter or two. I intend, in later blogs, to delve into specific relationships twixt planets – and twixt Sun and each planet respectively.

  1. The Sun (does the CEOing) – Shines Truth and Wisdom on all aspects of the business. In the noon day Sun we cast no shadow. Nothing is hidden, everything is revealed.
  2. Mercury – Articulate, deep thinker, shares wisdom. Communicates on behalf of the organisation, internally and externally. The winged messenger of the Gods; the harbinger of Truth.
  3. Venus – Creates the wealth through canny and passionate financial management. The financier of abundance within the organisation. Values beauty and elegance – especially in finance. Breaks the traditional mould because she balances her Love for success with her Love for the organisation’s people. Gets on well with Sister Moon.
  4. Moon – Cares for the emotional well being and intelligence of the organisation.
  5. Mars – The warrior, the go getter, especially when the going gets tough. Needs to work well with Venus and Moon to avoid “blood on the tracks”.
  6. Jupiter – Responsible for the growth and development of people and resources. Prepares everyone and everything, “to surf ahead of the wave that Neptune sends his way.”
  7. Saturn – Grounded, manages the infrastructure, business processes, governance and compliance of the organisation. Attention to detail. Anything that isn’t working is dealt with quickly.
  8. Neptune – Strategic Business Developer, looks at the global picture, swims the uncharted seas of opportunity. Discerns opportunities for growth aligned to the purpose (porpoise? J) of the organisation. Avoids waters of illusion.
  9. Uranus – (Che Guevara) works fast, agile, non-mainstream, challenges traditional thinking and the modus operandi. Manages projects (Skunk Works) that bring about abrupt changes to the power structure and processes. Always on the lookout for new (low cost) technology (weaponry) that will transmute the organisation’s effectiveness rapidly. Needs to integrate with Saturn’s down to earth approach to day to day business life, and fill the Moon’s emotional chalice with security – once the revolution is over. Call for Che when something needs fixing fast but beware there might be blood on the tracks, metaphorically speaking.
  10. Pluto – Manages those areas of the business that are better brought to a close and those that will (re)born as a consequence. Looks at the total energy available. Needs to work closely with the Moon to manage transitions.

I want to add 3 more influences to make 13 in total. I’m still musing but ask for your suggestions please.

Shine on…!

Paul C Burr

2 Comments

“I can’t help it if I’m lucky!” – great line from Mr Dylan’s, Idiot Wind

“Dumb luck” is a consequence of something you have done in the past.

1 Comment

Sufism

“ If you are irritated by every rub,
how will your mirror be polished? ”

Rumi (1207–1273)
Persian poet and philosopher

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