There is a lot to be said for knowledge and experience in all areas of life.  It is only when you are faced with a consequence that knowledge and experience will be of benefit.  How much knowledge and experience does someone need to know the potential of a consequence?

Last weekend I heard a story regarding a new match official who was in a position of having to use knowledge and experience against a backdrop of potential consequences.  This was the situation.  It was this match official’s second game that he had refereed; it was the second half with approximately 20 minutes to go and the score was 12/10.  A scrum was packed and a player was left injured on the ground with an unknown but significant enough injury to stop the game on the basis that it could have been a serious neck or back injury. On to the field come well-meaning managers, who want to pick him up and take him out of play so the game can continue. The match official, who had recently attended a duty of care seminar, said that they were not to move him and that he would phone for an ambulance,  which he did, but the ambulance would be at least 20 minutes.  Do you move the player knowing the risk?  If there were no other players around you wouldn’t move him but there were cries of “let’s continue the game.”   The game was more important to the players than the player was. The managers started to move the player; the match official told them that if they physically moved the player that he would leave the ground.  Consequently he called off the game and left the ground.  The ambulance arrived; the player was taken to hospital for observation and it was discovered that he had sustained a back injury.

We all have a duty of care to not only know the circumstances but also the consequences.  When you make decisions based on a duty of care then the consequences will have far less exposure to risk.

The match official did the right thing, as he was the only one who showed a duty of care.  It is not only paramount in business but in all walks of life. The consequences of not respecting duty of care could have been quite dire for this particular player.

I can confirm that you go quicker downhill than you do going up. I am at the Inman Conference in San Francisco. A quantum leap for me in my understanding of our industry business aligned with its compatibility to technology. Opinions divided but acceptance of direction is universal.

I also find myself with an opportunity to walk the streets of a new destination in the City previously unknown to me. I was up and away early this morning on a walk that was first searched on Google – seemed appropriate to do that considering it has been the most discussed topic here. What is San Francisco famous for? – The Golden Gate Bridge and Alcatraz. Could I potentially see both at the same time? San Francisco has some of the steepest streets in the world so what did I search? “List of the steepest streets to see Alcatraz and the Golden Gate Bridge”. It came up with the 10 steepest streets in San Francisco.  I chose the 5^th steepest.

A quick insight in the Golden Gate Bridge that we heard yesterday by the host of Inman – When the bridge was built the men knew there was a safety net below they stated that the ‘safety net’ increased productivity but 30%. It also has the highest rate of suicide in the world one person every week. With no safety net the consequences are known.

The street I walked up was steep in any language – and as I climb it was thinking about the view that hopefully I would see from the top. My slow steps however were a testament of the climb to the top it was hard work. I made it – The view from the top was exhilarating. The Golden Gate Bridge to my right and Alcatraz straight ahead. I reflected. The view at the top is much different to the few even 10 steps before. You must make the top to achieve the view. But I then began to wonder about the No 1 steepest street. A flash of ‘think again’ came over me. Why would you necessary get the best view at the steepest street in San Francisco? Maybe the highest but that doesn’t mean the steepest.

The business I lead is No 2 in the industry. I do not get to see the view from the top in our business or industry. I am surrounded by those who do. The language at the top is different to the language I use. The business leaders at the top have walked up the hill. They know the you go down quicker when you are the top than when you are still on the climb.

We could do this – We must do this.

We should do this – We will do this.

The dream position must be to reach your capacity but be forever testing it and create room to take another step up the hill of momentum.

The climb must never stop.

Money is unlimited but time is not.  So when you have a decision to make in regards to money and time which one is more important?

I watch people negotiate on a number of different paths of their wants to save money and to get a good deal.  That is not only because they value their money, but they also realise that to get money takes time.  You hear people say “I have worked hard to achieve this, it has taken me a long time”.  That is a statement in reflection of the time it has taken to create wealth, to purchase something that means a lot to an individual.

Sometimes however people get that concerned about money that they lose the capacity to judge its value.  In essence they lose the meaning of time.  There is one clear message to realise is that money can be re-earned, time cannot.  How much time people spend on negotiating and dealing in direct proportion to the result that they have achieved in time can sometimes be wasted money 

How valuable your time is when you are using it to build wealth will only be determined by whether you believe you are better at creating wealth than you are at defending the wealth that you have got. 

Time is a much greater asset than money.  The only thing I know is that money can’t buy time.

This is one of the key areas of a leading businessperson.  So much of our business success rests on the ability of us individually to make proactive client and sales related calls.

I admire business people and salespeople who have the ability to be routine in their follow up with making phone calls.  They build trust, they build confidence and ultimately they bond the relationship.  So why do so many sales orientated people not follow up?  It is linked to perceived failure and also involves self talk regarding the call before the call is made.  The best way to get around call reluctance is to either have a set script or to have three set questions.  When you go to a call centre there is no call reluctance.  Why?  Because the caller has a set script to work from and the call becomes routine.  It is easy to do, you know what direction you are heading and you know how the call is to be finished.  Most of us are not call centres, most of us are people in business trying to generate more business. 

When we establish a routine in making phonecalls then we are guaranteed that business will be generated.  In the cycle of the sales process there are two parts to making telephone contact.  The first is where you are calling a client to either establish a relationship or to sell a product.  The second part is the follow up call to either ascertain where the business is up to or to close the business.  Making telephone calls is the fastest way to generate new business and to make appointments.  Going from part contact to full contact is the reason why we make phonecalls.

Three things to remember to avoid call reluctance: 

1. Set a routine time every week to make your calls.
2. Know who you are going to call and what you are going to call about.
3. Promise that you will be making a follow up call.

With these three components making phone calls will be successful. 

PERSONAL TIP : If you are serious about phone contact get yourself a headset you will find they have many benefits for you.

These were a series of questions sent to me through Alexander Communications regarding my business travel experiences.

This is due to be published in The Independent next week.

What are the best/worst airports – and why?
Auckland – based on the fact that I know it; the short-cuts, check-in counters and Customs.  Delhi airport is the worst – there is no APEC; it’s ciaos as you come through and baggage takes at least half an hour.  I do know however that they are building a new airport which is understood to be the biggest in the world, hence why it probably isn’t so great now.

What is the best/worst hotel/accommodation – and why?
The Westin in Shanghai.  It’s centrally located but one of the few hotels that actually has an area around it, which is unusual in such a heavily populated city.

Your best/worst hotel experience? (eg. Did you ever get stuck in a lift for 12 hours, or find your hotel was actually a brothel, or have your best wool suit shrunk by the laundry service?)
The worst hotel was a capsule hotel I had to stay in because of a plan diversion into Hong Kong. A very unusual experience – I probably know how a morgue feels.  It had a very claustrophobic feeling to it.

Best/worst airline for service – and why?
Emirates.  The feeling is very calm on their flights; unobtrusive service and they seem to rely on the passenger to be the best judge of their behaviour.
The worst airline is Dragon Air.  Two reasons for me personally; firstly, I don’t understand Chinese and secondly the age of their planes seemed to be more dated than most other airlines.

Which is the best airline on the Tasman (NZ-Australia) route?
Air New Zealand is the best airline for the Tasman.  They have a number of services which makes flying easier and the process quicker.  They have very much lifted their processing points across the Tasman route to now be the best.

Which domestic airline do you rate best?
Air New Zealand is the best domestic airline.  The introduction of the e-tag Fast Bag and their valet parking services takes them to the top of the list.

Read the rest of this entry »