Is speaking publicly, regardless.
Putting yourself out there, every time. Some started early and have mastered this art form. Others who started much later (maybe you) think they’re the only ones who face the fear of failure.
Far from it.
Entertainers for their many quirks seem to have conquered the public speaker’s fear, one way or the other. Facing the crowd is a common fear as far as most speakers are concerned.
The thing is, they’ve found a way around it, and so can you.
The costs of getting new business are just too high, when compared with maintaining existing relationships.
Not only when things are bright, but through the tough moments.
Loyalty to the customer is also defined by creating great products, giving excellent service, leaving the customer no choice but to keep coming back.
Today’s markets can’t support a lesser kind of offering for too long.
So the options remain; get going, get better, or get beaten.
Is how great ideas are discovered.
As we continue executing our plans, hitting (or missing) target after target, the expectation is to keep our undivided attention on the goals set for ourselves. As this takes most of our attention, we tend to miss the unexpected developments in our environment. These developments are also known as interruptions.
Thing is, this is where the products of the future are.
We tend to look only for what we set out to, forgetting that the market consistently expects more. And the market doesn’t formally indicate what their updated needs and wants are – neither does it state its increasing preference for a competing item.
And so we stop to look and listen, gladly accepting (most) interruptions.
After weeks of preparation for a 7 minute recital, I observed a team called up for the consolation prize. As the others were called out to pick more prestigious awards, it was evident why.
Sometimes you’re in the wrong game, sometimes the season for your game is yet to come and sometimes you’re not prepared.
At other times, your efforts lacked the cutting edge level of creativity needed to put you over. Again, maybe there were too many cooks in the kitchen to create that new experience the market desperately needed and wanted.
Of course the ‘consolation’ team should simply chalk up this performance as a learning point, a benchmark for the future.
But then, what team would you rather be?