In consulting and in business there is a tendency to believe that if you show someone how to find that proverbial “pot of gold at the end of the rainbow” that they will be motivated to do so. Seasoned professionals will tend to ask, “What problem are you trying to solve?” to understand if there is a real opportunity or not. If you are unable to quickly, clearly and concisely articulate both the problem and why this helps solve that problem it is often game over then and there (N.B. It pays to be prepared). But, having the right answer is not a guarantee of moving forward.
Unfortunately, sometimes a mere pot of gold just isn’t enough to motivate. Sometimes it takes something different, and usually something personal. It’s more, “What’s in this for me?” No, I am not talking about bribes, kickbacks or anything illegal or unethical. This is about finding out what is really important to the decision maker and in what priority, and then demonstrating that the proposed solution will bring them closer to achieving their personal goals. What’s in it for them?
Case in point. Several years ago I was trying to sell a packaged Business Intelligence (BI) system developed on our database platform to customers most likely to have a need. Qualification performed – check. Interested – check. Proof of value – check. Quick ROI – check. Close the deal – not so fast…
This application was a set of dashboards with 150-200 predefined KPIs (key performance indicators). The premise was that you could quickly tailor and deploy the new BI system with little risk (finding and validating the data needed was available to support the KPI was the biggest risk, but one that could be identified up-front) and about half the cost of what a similar typical implementation would cost. Who wouldn’t want one?
I spent several days onsite with the prospect, identified areas of concern and opportunity, and used their own data to quantify the potential benefit. Before the end of the week I was able to show the potential to get an 8x ROI in the first year. Remember, this was estimated using their data – not figures that I just created. Being somewhat conservative I suggested that even half that amount would be a big success. Look – we found the pot of gold!
Despite this the deal never closed. This company had a lot of money, and this CIO had a huge budget. Saving $500K+ would be nice but was not essential. What I learned later was that this person was pushing forward an initiative of his own that was highly visible. This new system had the potential to become a distraction and he did not need that. Had I been able to make this determination sooner I could have easily repositioned it to be in alignment with his agenda.
For example, the focus of the system could have shifted from financial savings to project and risk management for his higher priority initiative. The KPIs could be on earned value, scheduling, and deliverables. This probably would have sold as it would have been far more appealing to this CIO and supported what was important to him (i.e., his prize if he wins). The additional financial savings initially identified would just be the icing on the cake, to be applied at a later time.
There were several lessons learned on this effort. In this instance I was focused on my own personal pot of gold (based on logic and common sense), rather than on my customer’s priorities and prize for winning. That mistake cost me this deal, but is one I have not made since – helping me win many other deals.
Being in Sales I have the opportunity to speak to a lot of customers and prospects about many things. Most are interested in Cloud Computing and Big Data, but often they don’t fully understand how they will leverage the technology to maximize the benefit.
Here is a simple three-step process that I use:
1. For Big Data I explain that there is no single correct definition. Because of this I recommend that companies focus on what they need rather than on what to call it. Results are more important than definitions for these purposes.
2. Relate the technology to something people are likely already familiar with (extending those concepts). For example: Cloud computing is similar to virtualization and has many of the same benefits; Big Data is similar to data warehousing. This helps make new concepts more tangible in any context.
3. Provide a high-level explanation of how “new and old” are different, and why new is better using specific examples that they should relate to. For example: Cloud computing often occurs in an external data center – possibly one that you may not even know where it is, so security can be even more complex than with in-house systems and applications. It is possible to have both Public and Private Clouds, and a public cloud from a major vendor may be more secure and easier to implement than a similar system using your own hardware;
Big Data is a little bit like my first house. I was newly married, anticipated having children and also anticipated moving into a larger house in the future. My wife and I started buying things that fit into our vision of the future and storing it in our basement. We were planning for a future that was not 100% known.
But, our vision changed over time and we did not know exactly what we needed until the very end. After 7 years our basement was very full and it was difficult to find things. When we moved to a bigger house we did have a lot of what we needed. But, we also had many things that we no longer wanted or needed. And, there were a few things we wished that we had purchased earlier. We did our best, and most of what we did was beneficial, but those purchases were speculative and in the end there was some waste.
How many of you would have thought that Social Media Sentiment Analysis would be important 5 years ago? How many would have thought that hashtag usage would have become so pervasive in all forms of media? How many understood the importance of location information (and even the time stamp for that location)? My guess is that it would be less than 50% of all companies.
This ambiguity is both the good and bad thing about big data. In the old data warehouse days you knew what was important because this was your data about your business, systems, and customers. While IT may have seemed tough before, it can be much more challenging now. But, the payoff can also be much larger so it is worth the effort. Many times you don’t know what you don’t know – and you just need to accept that.
Now we care about unstructured data (website information, blog posts, press releases, tweets, etc.), streaming data (stock ticker data is a common example), sensor data (temperature, altitude, humidity, location, lateral and horizontal forces), temporal data, etc. Data arrives from multiple sources and likely will have multiple time frame references (e.g., constant streaming versus updates with varying granularity), often in unknown or inconsistent formats.
Robust and flexible data integration, data protection, and data privacy will all become far more important in the near future! This is just the beginning for Big Data.
“If you can’t explain it simply, you don’t understand it well enough.” – Albert Einstein
I actually didn’t care much for consultants in the first part of my career. My experience was that people would come in, tell you what to do, and then leave victoriously while we were stuck trying to implement something that just wouldn’t work. It seemed that they made everything seem so complex – often as a way to justify their cost.
Then, I met a really amazing consultant who shared something valuable with me. He explained what he believed differentiated a true consultant from a contractor (something I wrote about a decade later in a Tech Republic article). He then made me aware of the Einstein quote above. This was one of those pivotal moments in my career.
Over the course of many years I have met many interesting people. Some seemed to try to intentionally obfuscate even the easiest things to try making themselves seem brilliant. Others took such a circuitous route that you sometimes forgot about what you were trying to understand and fix. And sometimes explanations were just so tangential that the main point was completely lost. There are likely many reasons for these experiences – some intentional and many not. The real lesson learned is that it wasn’t just consultants who have the ability to be incomprehensible, and that clear and comprehensible communication is key to effectiveness.
Just think about the power of a well crafted “elevator pitch” when you meet someone new, or the ability to quickly explain how your company differentiates itself from the competition (making you the better or safer choice in your prospect’s mind). Or, being able to articulate your business strategy in a way that people not only understand, but also so interests them enough where they want to learn more and be part of making that happen. This goes well beyond just having good communication skills.
The best consultants have this ability to explain something simply, as do the best employees, the best managers, the best executives, and the best business owners. While this is only one attribute of success (likability, powers of persuasion, integrity, luck, etc. are others), it is something that can be taught, developed, and consistently applied.
The power to “explain it simply” is the power to make a difference.
Whether you are a business owner, a manager, or a parent, finding the right way to motivate your team is important to maximize performance and results. Each person is a little bit different, is looking for something a little different, and once you figure out what is important you can get the most out of them. Not everyone wants to be a star – and that is usually OK (as long as they have the right attitude, skills and work ethic).
But, there are those exceptional people that want to be the best, are willing to take risks, work hard, and “think different” in order to succeed. These are the people who are self-motivated, and continue to raise the bar for the entire team as part of a high-performance culture. These are the people who move the dial.
I’ve had the pleasure of being taught by people like this, working with people like this, managing people like this, and helping a few people become people like this. Every once in a while you have a few of these special people working together, and that is when really amazing things happen. These people are generally curious and wonder “why not?” They are confident (not arrogant), intelligent, and passionate about being successful.
Back when I was funding research projects I had a trip scheduled to Philadelphia. I asked a friend at a local hospital to make an introduction to meet someone from “CHOP” (the Children’s Hospital of Philadelphia). They were always ranked as one of the top hospitals, and I wanted to see why. The introduction was made and a lunch meeting was scheduled. I was looking forward to the meeting, but had no real expectations for the meeting.
Much to my surprise, a half-dozen people in a large conference room with a catered lunch greeted me. They gave me presentations on their various projects (which was unusual as they did not know me, but did know I was involved with research projects at other facilities). Everyone in the room was amazing, and the department head (Dr. Terri Finkel) was one of the most impressive people that I had ever met.
After lunch was over I told Dr. Finkel that I appreciated the lunch, but wondered why they went to so much trouble when I never promised to do anything in return for them. She just smiled and replied, “We love what we do, and love having the opportunity to talk about our projects and passions to people who have similar interests.” That made a huge impression on me, and within about six months we were funding projects using a unique approach that Terri suggested in response to a question I had about getting the most “bang for my research dollars.”
Over the course of a few years this team did incredible things that had a tangible impact on Pediatric Rheumatology. There were many great researchers, but two of them really stood out (Drs. Sandy Burnham and Randy Cron – both continue to do amazing things to this day). The results of this team were so much better than everyone else that we supported. They provided a huge return on my investment, and I can take pride in knowing that in some small way I made a difference through these efforts.
To me it came back to the basics. Intelligent people who were passionate about making a difference, who were confident enough to be challenged, and who were led by a visionary person who saw an opportunity to motivate her team and help me achieve my goals. It’s the best type of win-win scenario possible.
These people moved the dial back then, and continue to move it today. It is a thing of beauty to watch stars like this perform. These are the people who shine twice as bright and guide others down the path to success. And, you can find them in every industry and every walk of life.
Two years ago I was assigned some of the product management and product marketing work for a new version of a database product we were releasing. To me this was the trifecta of bad fortune. I didn’t mind product marketing but knew it took a lot of work to do it well. I didn’t feel that product management was a real challenge (I was so wrong here), and I really didn’t want to have anything to do with maps.
I was so wrong in so many ways. I didn’t realize that real product management was just as much work as product marketing. And, I learned that geospatial was far more than just maps. It was quite an eye-opening experience for me – one that turned out to be very valuable as well.
First, let me start by saying that I now have a huge appreciation for Cartography. I never realized how complex mapmaking really is, and how there just as much art as there is science (a lot like programming). Maps can be so much more than just simple drawings.
I had a great teacher when it came to geospatial – Tyler Mitchell (@spatialguru). He showed me the power of overlaying tabular business data with common spatial data (addresses, zip / postal codes, coordinates) and presenting the “conglomeration of data” in layers that made things easier to understand. People buy easy, so that is good in my book.
The more I thought about this technology – simple points, lines, and area combined with powerful functions, the more I began to think about other uses. I realized that you could use it to correlate very different data sets and graphically show relationships that would otherwise extremely difficult to make.
Think about having access to population data, demographic data, business and housing data, crime data, health / disease data, etc. Now, think about a simple and easy to use graphical dashboard that lets you overlay as many of those data sets as you wanted. Within seconds you see very specific clusters of data that is correlated geographically.
Some data may only be granular to a zip code or city, but other data will allow you to identify patterns down to specific streets and neighborhoods. Just think of how something so simple can help you make decisions that are so much better. The interesting thing is how few businesses are really taking advantage of this cost-effective technology.
If that wasn’t enough, just think about location aware applications, the proliferation of smart devices that completely lend themselves to so many helpful and lucrative mobile applications. Even more than that, they make those devices more helpful and user friendly. Just think about how easy it is to find the nearest Indian restaurant when the thought of curry for lunch hits you. And these things are just the tip of the iceberg.
What a lucky day it was for me when I was assigned this work that I did not want. Little did I know that it would change the way that I think about so many things. That’s just the way things work out sometimes.