Author Archives: Arte Maren

About Arte Maren

About Arte Maren: International Speaker, Business Consultant and Author of “The Natural Laws of Management: The Admin Scale” (now available at Amazon.com). Arte Maren has been termed “a master of training and business methodology”. He has been an international keynote speaker, corporate trainer and private consultant on all facets of management for associations, corporations, business owners and professional practices for over 25 years. He has made extensive presentations to sales, management, manufacturing, professional and retail-related audiences. Traveling all over the world, Arte has appeared on radio and television in some eight countries and across the USA, on such shows as Larry King, Tom Snyder and Voice of America. Watch Arte Maren-hosted episodes of BusinessWise, the nationally distributed TV show at businesswise.tv. A sampling of Arte Maren’s client and workshop attendee list includes such companies and associations as Nestle Corporation, Chrysler Corporation, IBM, Teledyne, American Airlines, Northwest Airlines, Bank of America, Del Taco, AAMCO, Meeting Planners International and hundreds more.

Purpose and Ideal Scene (excerpt from Chapter 23)

Comparisons

We often see another form of incorrect comparison demonstrated by people who are very able. They sometimes measure their own production and progress only by comparison to others in their organization or field rather than against their own potential production.

comparing-your-production-to-someone-elses-arte-maren-natural-laws-of-management-admin-scale

“The pressure or demand for greater production is not self-generated as it should be. The solution is to talk with him about it and set targets that are a game (challenge) for him.”

This is sometimes seen in the form of an employee who needs to be told constantly to get his or her production up—and does so every time. After a while, one gets the idea that this person can push that stat up almost at will—and if you get into communication with him, you will soon find out that this is actually the case. He’s monitoring his production by what others, with perhaps less ability, are producing. The pressure or demand for greater production is not self-generated as it should be, but must come from his seniors. The solution, in such a case, is to get into communication with him about it and to set targets that are a game (challenge) for him—without consideration of anyone else’s level of production. You may be surprised when the production of others around him increases.

Practice envisioning ideal scenes for any activity. The next time you go into to a restaurant, take a look and conceptualize what the Ideal Scene for that restaurant would be: “waiters busily working, clean plates, fast service, etc.” And when you walk in, you will probably observe things that you have never seen before.

The idea of setting an ideal scene and comparing the existing scene against it is an observation drill, and a very important one.

It is an ability that one develops by practice, by experience, and by looking at an area and setting the ideal scene.

Ideally a Valuable Product

The ideal scene should be directly related to the product, and it should be a valuable product as well. You must be dealing with an ethical and effective product, which is exchangeable for a fair price.

Working out the Ideal Scene in harmony with the valuable final product can cause tremendous changes in one’s viewpoint and how one goes about living.

Creating the Ideal Scene on any aspect of life is a vital action and will lead to greater productivity and increased morale.

Indeed, there are areas of your business, if not areas of your life, that could be improved simply by working out what the ideal is for that scene and comparing it to the existing scene. If your special relationship or marriage, for instance, is not going too well, work out what the ideal scene should be, match it against the existing scene and, measuring the two, see what has to be done to bring the existing closer to the ideal. Ideal scenes are a valuable tool to be used for expansion.

 

-Arte Maren
Professional Speaker, Writer and Business Consultant
Author of
The Natural Laws of Management: The Admin Scale

 

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Arte Maren Interviews Inc. 500 Award Winner Joy Gendusa, CEO of PostcardMania

Arte Maren, author, business consultant and host of BusinessWise.TV, interviews Inc. 500 Award Winner Joy Gendusa, CEO of PostcardMania:

joy-gendusa-interview-ceo-inc-500-postcardmania-businesswise-tv-arte-maren-natural-laws-of-management-admin-scale

 

Arte Maren
Professional Speaker, Writer and Business Consultant
Author of  The Natural Laws of Management: The Admin Scale

 

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Products & Service: Short-Changing Yourself (Chapter 7, Superlative Service)

the-market-has-been-in-the-dumps-for-months-what-s1I recall an instance where someone was delivering a product—a great product—and selling it for $250.00. He was not doing well. An analysis was done, and he was told to double his price. Now this person had serious misgivings about this advice, as he felt that he was not doing well even at the lower pricing, so why would he raise his price? “I am starving with the pricing I now have and not getting lots of buyers. I can’t possibly double it,” he said. And the answer given was, “You are actually creating an imbalanced exchange. You are under-priced.” Remember, truth “is what is.”6  The product was not worth $250.00; it was worth $500.00. So people were not buying it because they felt (innately) it was worth more.

The lower price made them suspicious. They knew it was a great product, so why was he selling it for $250.00?

What did he do? He priced it in accordance to its successful-businessman-natural-laws-of-management-arte-maren-admin-scaletrue value in the marketplace and he had more buyers than he could handle. Now everybody wanted it. It “felt right” to them.

The solution is not, then—if you are having any problem at all— simply to double your price, but in some specific cases, it might well be good to examine this factor. Beware of this kind of exchange imbalance, shortchanging yourself!

-Arte Maren
Professional Speaker, Writer and Business Consultant
Author of  The Natural Laws of Management: The Admin Scale

6  Hubbard, Technical Dictionary.

 

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Organization and Attitude – Excerpt from “The Natural Laws of Management”

organization-and-attitude-arte-maren-natural-laws-of-management-admin-scale

“If you really feel that you have something of value, that’s an attitude that others can perceive.”

 

There are several major factors to understand as regards expansion: the amount of activity we generate outside of a business which drives in the traffic to the business; the capacity to efficiently handle what’s driven in; and lastly, the quality of the product or service that is delivered to the consumer.

All too often, what is driven in simply walks out the back door, meaning that the capacity of the business was not up to handling the traffic. And if so, it must be handled.

Anything which stops or delays the flows of a business or delays or puts a customer or product on WAIT is an enemy of that business.

Good management carefully isolates all stops on its flow lines and eradicates them to increase speed of flows.1

A full understanding of VFPs [Valuable Final Products] by all those on the “front lines” dealing directly with the buying public is vital. Customers, clients and patients are aware of when they are actually getting a VFP, whether they can verbalize the VFP or not. A failure to deliver impacts the customer on a personal level also, a point to consider carefully.

A staff idling in Reception, offhand handling of callers, wrong address or names misspelled drive off customers. Aside from simply blocking sign ups,2 these points also REDUCE CUSTOMER STATUS.3

The ability to reach out into the environment and make something occur is vital to expansion. Sometimes, however, to get a company solvent, it’s not only necessary to get involved in its marketing, it’s necessary to fix the capacity of the business to handle substantial traffic—at which point, magically, it starts getting traffic!

As mentioned earlier, in order to organize anything, it is only necessary to look at the end result and then work backwards from that.  At the very start, we can begin with attitude.

Some business owners think that they are lucky when a customer walks in the door. If you don’t feel that your customer is lucky, you had better take another look at your operation. Knowing that you are delivering a product that is extremely valuable exudes a certainty. When that person walks into your business, it is that person who is fortunate that you are there to provide a service he or she needs.

One of the best marketing campaigns I’ve ever run was based on this viewpoint. In the early 1970’s, I got a call from the Narconon [drug rehabilitation program] representative in the state of Washington, and he said, “The state needs drug programs and we might be able to get in if we go there and…” I said, “Call the State Director of Prisons and let him know that I will fly to Washington and do a tour of all their installations. If we think that they deserve our program and their facilities are conducive to what we’re doing, we will bring it to them.” The public relations rep said, “You’ve got to be joking. I’m not calling them and telling them that.” I convinced him to do it and he did. He called back amazed, saying that they gave me an appointment. We went in and I conducted a check of their facilities.

The Seattle newspaper ran an article the next day. It said, “State May Get Drug Program.” If you really feel that you have something of value, that’s an attitude that others can perceive. I truly believed that we produced something valuable—that they were fortunate, not I.

 

-Arte Maren
Professional Speaker, Writer and Business Consultant
Author of  The Natural Laws of Management: The Admin Scale

 

1 Hubbard, “Speed of Service,” Policy Letter of 3 January 1968, Organization Executive Course.
2 Sign Up: “Enlist in an organization; also, register or subscribe to something.” Answers.com.
3 Hubbard, “The Org Image,” Policy Letter of 17 June 1969, Organization Executive Course.

 

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Four Conditions of Exchange: The Quality You Must Deliver

It is not simply amount of production alone but, additionally, the quality you must deliver to ensure exchange. L. Ron Hubbard discovered four conditions of exchange.

business-exchange-arte-maren-natural-laws-of-management

1. First consider a group which takes in money but does not deliver anything in exchange. This is called rip-off. It is the “exchange” condition of robbers, tax men, governments and other criminal elements.

The first of these conditions is really a criminal condition. Rip-off is an attempt to get something and give nothing. And it’s the road to ruin.

2. Second is the condition of partial exchange. The group takes in orders or money for goods and then delivers part of it or a corrupted version of what was ordered. This is called short-changing or “running into debt” in that more and more is owed, in service or goods, by the group.1

A customer orders five blue pencils to arrive on Wednesday and, two weeks later, receives three orange pencils with a note: “The other two will be coming but they will be green. I hope you don’t mind.” This incomplete exchange causes a backlog and eventual insolvency. And if the pending insolvency is not handled, it can move back down to condition number one: rip-off or fraud.

3. The third condition is the exchange known, legally and in business practice, as “fair exchange.” One takes in orders and money and delivers exactly what has been ordered. Most successful businesses and activities work on the basis of “fair exchange.”2

A customer orders three blue pencils to arrive on Wednesday and he gets three blue pencils on Wednesday. This is legal and fair exchange. It’s also what is accepted as “normal.” The generally accepted belief is that “if you just give people what they want, then everything will be fine.” But, in fact, giving people only what they want does not necessarily bring about expansion. At best, it just keeps your head above water. It does not guarantee survival. The real answer to guarantee success in any endeavor is delivering in abundance. “Normal” exchange does not always bring about success.

4. The fourth condition of exchange is not common but could be called exchange in abundance. Here one does not give two for one or free service but gives something more valuable than money was received for. Example: The group has diamonds for sale; an average diamond is ordered; the group delivers a blue-white diamond above average. Also it delivers it promptly and with courtesy.3

Thus we can see that the fourth condition is the only real guarantee of success.

The fourth condition is the preferred one. It is the one I try to operate on and have attempted to for ages.

The Four Conditions of Exchange

Produce in abundance and try to give better than expected quality. Deliver and get paid for it, for sure, but deliver better than was ordered and more. Always try to write a better story than was expected; always try to deliver a better job than was ordered. Always try to produce—and deliver—a better result than what was hoped for.

This fourth principle above is almost unknown in business or the arts.

Yet it is the key to howling success and expansion.4

Condition four is the only one that guarantees survival in abundance and that is achieved by delivering more than is expected. That doesn’t mean if somebody ordered ten pencils you send them twenty. That’s a good way to go out of business. It does mean that if they ordered ten pencils to be delivered on Wednesday, you send them ten pencils, perhaps on Tuesday, with a few erasers and a little note that says, “Thank you very much for the order.”

It is the pluses that guarantee greater survival. And the pluses don’t have to cost more time or money. It’s a question of care, not cash.

Additionally, how quickly success comes about does not and must not rest on the shoulders of the company executives alone.

Where a group is concerned, there is another factor which determines which of the four above is in practice. It is group internal pressure. Where this only comes from executives, it may not get activated. Where it comes from individual group members in the group itself, it becomes assured. The internal demand of one staff member to another is what really determines the condition of the group and establishes which of the four conditions above come into play.

Thus the organization collectively, in electing which of the four principles above it is following, establishes its own level of income and longevity and determines its own state of contraction or expansion.

While this is a must in an executive—to establish the principle being followed—the real manifestation only occurs from pressure by individual staff members or others within the group.5

We can easily see that executive leadership is vital but individual responsibility is also a key factor. It is the group that sets the standard and which of the four conditions is applied or implemented.

It is up to the individual staff member in a group what the group income is and what their own staff pay is. The organization cannot earn more and the individual staff member cannot be paid more than will be established by which principle above they elect to follow.6

If you look at every successful business, giving people more than they expect—especially in the area of service—is, in fact, normal. That’s the way that it should be. That’s the concept that you want to bring into your business or indeed into your life.

You must continuously do those little extras that helped to build up your business.

 

Arte Maren
Professional Speaker, Writer, Business Consultant
Author of  The Natural Laws of Management: The Admin Scale

 

1,2,3,4,5,6 Hubbard, “Exchange, Org Income and Staff Pay.” Policy Letter of 10 September 1982, Organization Executive Course.

 

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What is the Formula for Expansion in Business and in Life?

So expansion should be your viewpoint in running your business and your life. And there is a vital formula:

[E]xpansion formula:

DIRECT  A CHANNEL  TOWARD  ATTAINMENT, PUT SOMETHING ON IT, REMOVE DISTRACTIONS, BARRIERS, NONCOMPLIANCE AND OPPOSITION. 4

Thus we can see that expansion does have some definite rules. Expansion does not simply arrive on its own. This is further highlighted by specific actions for expansion:

1.  PROVIDE GOOD POLICY.

2.  MAKE IT EASILY KNOWABLE.

3. BE STRENUOUS IN MAKING SURE IT IS FOLLOWED.5

It takes hard work and it takes your intention.6 You make it happen.

You can target statistics being up, which helps create more motivation and willingness. But it would be an error to simply tell people what their targets are, to tell people what their quotas are, without gaining any real agreement.

 

 

4   Hubbard, “The Structure Of Organization, What Is Policy?” Policy Letter of 13
March 1965, Organization Executive Course.

5  See note #4 above.

6 Intention: “It’s an idea that one is going to accomplish something. It’s intentional, which means he meant to do it, he means to do it.” Hubbard, Technical Dictionary.

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Management by Statistics – Chapter 19 of The Natural Laws of Management: The Admin Scale

statistic-graph-measure-production-arte-maren-natural-laws-of-management-admin-scaleBeing unreasonable and having no options increases production. And production is regulated and monitored by statistics, the next level up on the Admin Scale.

Stats are best represented on graphs. A graph helps keep you unreasonable. The graph does not tell you that “it snowed” and therefore “things were difficult that day”. It doesn’t give you any “reasons”. It simply shows production or non-production. Products are a physical reality, and if you wish to manage with reality, you must have real information. Management survives to the degree that it has sufficient data to determine what is working so as to reinforce it–and what is not functioning well, so as to change that action or system. And the first type of information needed is not lengthy reports, but correct, condensed data: a stat.

A stat is:

The only sound measure of any production or any job or any activity.1

 

1 “Statistic” (definition), Hubbard, Modern Management Technology Defined

 

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Exchange: The Outflow and Inflow of your Business – Excerpt from Chapter 5

The law of exchange can be an unnerving, difficult thing to work with unless one understands it and uses it to his advantage. The subject of exchange then becomes a simple and powerful tool. It’s all about outflows and inflows. You produce (outflow) your product or service for others who want it, so that they will give you what you want (the inflow). Most “problems” are really problems of exchange.

business-exchange-inflow-and-outflow-arte-maren-natural-laws-of-management

People, all too often, talk about the “inflow” problem that they have: i.e., not enough money, customers, sales, etc. They keep “solving” their inflow problem, but it never solves. Why? It very obviously was never an inflow problem; it was a problem of outflow. You can’t solve the wrong problem. Outflow governs inflow.

Outflow, per L. Ron Hubbard,

…is holier, more moral, more remunerative and more effective than inflow.1

People stuck on inflow are trying to directly control the inflow. And you can’t control the inflow directly—unless you are a criminal. You cannot directly control the exchange unless you are a thief. Thieves don’t run the cycle from the creation of product to generating demand for the product to delivery so that they can get the exchange. They try to jump over the “invisible wall” between product and exchange. They take the exchange. They try to control the exchange directly, rather than control the exchange through pro- duction, through the interchange and exchange of services or articles.

You cannot directly control the inflow. If you want to see some really tired people, talk to those who try to “handle” the inflow side without the necessary outflow. Show me someone with attention stuck on inflow alone and I’ll show you a tired person, losing in the game of life.

The good news is that you can control your production directly (outflow). If you are making ten clocks, you can make twenty clocks. You can get more people to make clocks. You can keep the plant open longer hours and raise the quality. You can do more promotion and do it better.

The simplest and easiest way to get your exchange is to create such a heavy outflow that it simply creates or forces in the exchange. It happens as a natural phenomenon!

 

1 Hubbard, “Outflow, Policy Letter of 6 July 1959, Organization Executive Course

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“Problems”, Excerpt from Chapter 18 (The Natural Laws of Management)

Individuals producing a product often will encounter barriers and problems. Problems are not something to be avoided; they are really something to be welcomed. If we are going to play a game, which we’re certainly doing in business and life, we’re trying to move from A to B. Obviously, as a game, it’s going to have opposition. What we might call problems are really challenges or opportunities. Why get uptight about it? If you are going to play a game, there is going to be opposition. Can you imagine if you are playing football, somebody tackles you and you say, “Get off of me! What are you doing?”

the-natural-laws-of-management-solving-problems-arte-maren

– Solving problems entails locating the causes. Locating the causes entails observation.

You can be “reasonable” about your problems too. If you’ve had a difficulty or a problem for quite some time, and it’s not solving, I can promise you that it’s not the problem. You cannot solve the wrong problem. I have never found anybody who didn’t have terrific solutions. It’s not solutions you need; it’s the perception necessary to locate the actual problem so that you are not dealing only with symptoms. In fact, the most sane reaction is to “own the problems” rather than being detached from them as a spectator (someone who is never really involved, so they can’t get close enough to inspect the real reason).

It’s been said that if we all took our problems, put them all on the table, and left the room—and you could come back and choose any set of problems you wanted—which ones do you think you’d choose? Your own! That’s right. You’re used to them. They’re yours.

Some people are in love with their problems! Did you ever have somebody tell you a very complex problem, this complex thing that had absolutely “no solution”? Perhaps you listened and you listened and at the end you said, “Oh, I’ll tell you what you can do about that. That’s simple. Just do this.” What do they say? “Naw, naw. That won’t work. I tried that.” “No, it will work,” you say, “It’ll work. It’s easy. You can’t see it ‘cause you’re in it. I’m telling you…” And if you persist they get uptight and say, “You don’t understand my problem.” (This thing that they’ve worked so hard to put together that had no solution!)

And what if you had no problems at all? None! Everything that you attempted to do, you did. You had no opposition. You’d probably invent problems just to have some kind of game! Show me a person who has a lot of “unsolvable” problems and I’ll show you someone who doesn’t have enough problems. They have such a scarcity of problems that they are making a meal out of the ones that they have for fear that if they lost this problem they wouldn’t have any more.

A person begins to suffer from problems when he does
not have enough of them. There is the old saw (maxim)
that if you want a thing done give it to a busy man to do.
Similarly, if you want a happy associate make sure that
he is a man who can have lots of problems.1

The next time somebody gives you all their problems, don’t give them an easy solution because that takes the game away. What you’ve got to do is when they’ve finished this long dissertation, this complex problem, you say, “That is the worst thing I’ve ever heard. How are you possibly going to handle that?” They’ll probably say, “No, wait a minute. That’s not so difficult. I can handle that.”

Solving problems entails locating the causes. Locating the causes entails observation.

 

1 Hubbard, “The Reason Why,” Bulletin No. 84, 15 May 1956.

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It’s All About the Team

its-all-about-a-team-arte-maren-natural-laws-of-management

Excerpt from Chapter 16, WANTING THE PRODUCT:

Of course, demanding production and income presupposes that you have a team, all of whom want it to grow. And “want” is an active word meaning not just being willing for it to grow, but wanting it to grow. Every now and then, in an interview with an employee, he will indicate that if the business got busy, that would be “all right” with him. He could “handle that.”

But that is a far cry from wanting it to grow. Indeed, ensuring you have the right team, each person wanting it to grow, is an important element in ensuring that you get the growth you want with less stress. Every employee is vital to the entire drive towards more success. No one weak link should be tolerated.

“No group can sit back and expect its high brass to be
the only ones to carry the load. The group is composed
of individual group members, not of high brass.

“The survival of a group depends upon the ability of its
individual members to control their environment and to
insist that the other group members also control theirs.”3

3 Hubbard, “Environmental Control,” Policy Letter of 30 December 1970, Organization
Executive Course.

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Arte Maren Talks About the Administrative Scale of Importance

Arte Maren, business consultant and author, talks about the Administrative Scale as outlined in his book “The Natural Laws of Management: The Admin Scale“:

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If You Fail to Plan, You Plan to Fail!

planning-to-succeed-natural-laws-of-management-arte-maren

Planning is a very important and easily learned technology. It has often been said that if you fail to plan, you plan to fail. So true. But a real plan (and I define a good plan as one that gets done,) is not a list of to-do items. It is the creation of your future.

“THE SUCCESS OF ANY EVENT IS DIRECTLY PROPORTIONAL TO THE TIMELY PREPARATION.”1

 

Excerpt from The Natural Laws of Management: The Admin Scale, Chapter 11, PREPARATION, Page 51

1 Hubbard, policy letter "Too Little Too Late"

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Sales Gold: Converting Want into Demand, Part II

happy-customer-sales-gold-converting-want-to-demand

It’s not what they say, it’s how they feel. A common sales error which leaves fails to escalate from want to demand is misinterpreting the reason given for the real reason for your product or service.

Prospect: “The equipment keeps breaking down; I need something dependable. Salesperson: “Oh, our product is very high quality and never needs repair.” This is “sales noise” and omits probing. What equipment does he have? (vital to know not only in the sales process but for competition intelligence also). Hmmmm…good brand…should not be breaking down. More probing needed. (I never take the first thing the prospect offers as the buying signal or real reason of the need until I dig in and get an emotional reaction: a smile, a realization, a comment that is not in the level of boredom).

“How complicated is it to run the equipment? ” I ask. “How well-trained are your technicians in the operating of the equipment?” “Oh”, he says, their product works great when it is working but like I said, it breaks down….but hey, wait…their training manual is very complicated and it is extremely complicated to operate the equipment too, now that I think of it.” Sales Gold response: “We spent years and a fortune on research and development to ensure that our product was simple to use and easy to train the operators. Let me show you what I mean…..etc. etc.”

Arte Rule: Don’t mistake a comment for the real reason. It is something you DISCOVER. New to you, and ideally new to the prospect.

 

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Sales Gold: Converting Want into Demand, Part I

what-customers-want-sales-gold-converting-want-to-demand

If you discover a need (and surely you must), you have improved your chances for a sale. But the real Gold is having discovered a need that the client did not previously know he had—and that creates demand.

How is that done? By not falling short on probing. Biggest error: find a need, try to sell it. But is that really the greatest need? Often not.

Arte Rule: Find the REAL need and turn the want into Demand!

 

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What is the Basic Test of All Administrative Solutions?

“There are right ways to handle a group. This is the single fact which most often escapes people attempting to handle groups.

 

 

 

 

 

 

 

 

“Also, for every correct solution there can be infinity of wrong solutions. The right way is a narrow trail but strong. The wrong ways are broad but all lead into a bog. This is the basic test of all administrative solutions. DID THEY WORK?”1

 

1 Hubbard, Organization Executive Course

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Goals Are a Luxury Earned Through Production

 

“While goals are vital, it is so much harder (and less efficient) to judge effectiveness by a person’s verbalized or even written goals than by what that person actually produces.  One doesn’t often hear, “Boy, he sure can turn out a good goal.”  In fact, too often goals are used as a substitute or excuse for production.  Something has to come out the end of the conveyor belt of production and it shouldn’t be good intentions alone.

“Successful people do have very pro-survival goals and purposes.  You can see the products of such people around you.  But if good intentions actually exist, then they should manifest as valuable final products.”

 

The Natural Laws of Management: The Admin Scale

Chapter 4, VALUABLE FINAL PRODUCTS, Page 17

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Ask Arte: A Question and Answer Period with Arte Maren

Question: When presenting my product or service in the sales process how can I best judge the prospect’s interest level?

Arte Answer:  Judging interest level is a step that is done AFTER rapport (a connection would be another way to express it) has been established (without which actual interest could be submerged due to lack of affinity).  In the Hubbard management system we refer to it as a “communication line” meaning there is a palpable connection from salesperson to prospect.

There are several steps to be considered BEFORE one is concerned about interest level. In fact, the interest level is CREATED by these earlier steps.

Having established a “comm line”, one must then determine, discover, and remove any barriers which are present due to prior poor experience with your or similar product or service.

Note well: You cannot get a valid interest level in your product or service if the actual/real interest potential is suppressed by a prior negative of some nature (which could be personal experience or negative word of mouth or rumor).

Having cleared the barriers, you may THEN begin to judge interest by determining WHY they might want the product or service AND to what degree.  This probing section is where you are interested, not interesting.  What is the prospect trying to handle or why do they feel they need your product?  And, knowing what your product or service DOES handle, and handles well, search for their needs.  How?  By KNOWING the “ideal” for their area/industry/product or service within which they deliver.  What would it look like if it was operating optimally (see chapter 22 “The Ideal Scene” in my book “The Natural Laws of Management: The Admin Scale” at www.adminscale.net).

When comparing your concept of the optimal condition for the prospects company or activity, you can then determine the area or areas most likely in need of your product as the comparison will reveal a departure from that optimal condition.   You will then be able to more easily perceive a potential need and explore it for prospect reaction.  And if it is proving fruitful, pursue it deeper with further questioning in the area.  The rule here: Possible area of need?  Dig Deeper.

Here’s an example of a huge amateur mistake: Prospect tells you they need the product or service because they are “not very good at explaining the product” and the salesperson then proceeds to explain how their product or service totally handles that and here is why…blah, blah, blah.  When, in fact, through digging deeper for exactly WHAT troubles they have in “explaining the product” you may well discover that they have very poor communication skills as the real difficulty.  Another possibility is they, in fact, don’t think the product or service is actually that valuable (real event in my sales career more than once).  And there can be other possibilities such as they do know how to present but someone in their environment is invalidating their abilities.

So, how do you know if your prospect has interest?  By determining, through the 3 steps indicated above, the most important reason for their purchasing your product or service—from their viewpoint—and THEN explaining why and how your product or service handles THAT.

When you provide the solution to a problem that the prospect knows he has but has not been able to handle, you are in positive buying attitude on the part of the prospect. When you discover A NEED THAT THE PROSPECT DID NOT KNOW THAT THEY HAD, WHICH IS CONTRIBUTING T,O OR ACTUALLY CAUSING THE UNDERLYING SITUATION WHICH THEY ARE COMPLAINING ABOUT, you are Golden Done Deal.  Wrap it up and take the order.

What about the “Close?”  Oh, that?   That comes NATURALLY and effortlessly when having done the above.  It is simply Natural Law.

 

Arte Maren has 40 years experience in sales and administration and is the author of The Natural Laws of Management: The Admin Scale. For more information: www.adminscale.net He can also be reached at artemaren@gmail.com.

Copyright © ArteMaren, 2012.  All Rights Reserved.

 

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Providing Superlative Service

A positive attitude on sales is important too.

Selling has a bad reputation. It’s come to mean, in some cases, “forcing something on someone that they don’t want and can’t afford.” That’s not selling. Selling has been a major force in the creation of American society. It’s been a vital link between the producer and the consumer. And the derivation of the word “sell” comes from an old English word sellen, which means “to get, deliver.” It’s the ability to place your product into the hands of the consumer on a rapid basis.

The whole cycle of a product and exchange can be viewed in relation to communication.

Excerpt from The Natural Laws of Management: The Admin Scale, Chapter 7 Superlative Service, Page 32.

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The Natural Laws of Management: Delegate Does Not Mean Dump

It is supremely important that the executive concentrates on those activities that only he or she can do from his or her vantage point.

The effective action to ensure this occurrence on any regular basis is often short-circuited, made expedient.  Functions that indeed do belong outside of the executive office, more profitably done elsewhere, are not formally delegated but unceremoniously dumped.

A “function dump” might well be defined as: passing off a function to another without having insured by direct observation or other means that the individual receiving the function not only fully understands its purpose and value, but in fact has demonstrated his or her ability to actually accomplish the function.

But, you say, “this takes time.  It is so much easier to simply dump it”.  I’m reminded of the old saying, “You can pay me now or you can pay me later”.  You are going to put in the delegation training time and it is best to do it before you start, rather than after you have begun delegating–only to find that it is necessary to redo much of what you have passed on. 

An executive conundrum to consider— why is it we never have the time to do it right, but we always find the time to do it over?

Arte Maren, Author of The Natural Laws of Management: The Admin Scale

 

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The Natural Laws of Management: Management By Hope?

It does not matter what you call it—management is defined by its workability!  The Natural Laws of Management delves into the infinite number of errors made by managers unfamiliar with “the natural laws’ and more importantly, the most workable of “laws” easily understood and implemented.

“In the past 25 years, I have observed many a “management system.”  You may be familiar with the work of Peter Drucker–“Management by Objectives”.  I ran across a company that practices what I would call management by hope. “Are we going to have a better quarter?  Dunno, I hope so!”  “Will we get the order? Gee, I hope so!” And then there is what I call management by consequence.  Employees do things for fear of what happens if they do not.  Now that is a stress environment!

managment-by-hope-has-uncertainty

Indeed, L. Ron Hubbard equates such an environment with “being serious”, the enemy of creativity and motivation.  In fact, he defines serious as “when interest is important because of penalty.”  Of course, as business is a game, it should be fun and treated as a game, as “play with a purpose.”  Indeed, Hubbard warns: “The more serious you take the game, the less chance there is of winning.”

Excerpt from The Natural Laws of Management: The Admin Scale,  Chapter 10, Page 50, Chapter on Certainty.

 

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How Does Selling Relate to Exchange?

Although the book is all about management alignment technology, I have provided quite a bit of information on the subject of sales (since I am celebrating my 50th year since my first sales experience-and I have been selling ever since). This excerpt is the start of the viewpoint that selling has gotten a bad reputation due to the fact that it is not observed or perceived even by the salesperson as a win-win affair. And it is….and the sale is made, to the degree that it is. (Those who go out exchange with their customer, soon no longer are in the sales industry as it becomes less and less “fun” (yes, providing a needed item or service is FUN) and more laborious (can I hear “Death of a Salesman” anyone?).

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“Selling has a bad reputation. It’s come to mean, in some cases, “forcing something on someone that they don’t want and can’t afford.” That’s not selling. Selling has been a major force in the creation of American society. It’s been a vital link between the producer and the consumer. And the derivation of the word “sell” comes from an old English word sellen, which means “to get, deliver.” It’s the ability to place your product into the hands of the consumer on a rapid basis.

Excerpt from The Natural Laws of Management: The Admin Scale, Chapter 7, Page 32

Chapter 2, Natural Law: About Standard Administration

adminstrative-skill-standard-administration-arte-maren-natural-laws-of-managementStandard administration is a collection of truths.  An excellent working definition for truth is “that which works.  And that which works most broadly to that which it is applied.”7

If what you are using is not working, it is relatively untrue.  Policies and procedures are the basic truths or guiding principles.  Company and personal stability depends upon having such written “laws” available and known to all concerned.

The continuance of an organization and its leaders can be said to be entirely dependent upon the skill, training and integrity of those who handle the administrative lines, details and contacts of the group.

“THE BEST GUARANTEE OF STABILITY IS ADMINISTRATIVE SKILL.”8

 

7 “Truth” (definition), Hubbard, Modern Management Technology Defined.
8 Hubbard, “Stability,” Policy Letter of 20 September 1969, Organization Executive Course.

 

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The Administrative Scale of Importance, Chapter 1

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The Admin Scale is used by executives in small businesses, CEOs of Fortune 500 companies, by artists, homemakers and athletes. In fact, a U.S. government study utilized this tool to plan the water sanitation system of a developing country.

“The Admin Scale is vital technology for greater productivity, better coordination and achieving group agreement.”

 

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The Natural Laws of Management: The Admin Scale, Chapter 3, SOLUTIONS

solutions-and-answer-hunger-business-managementThis demand for any solution “right now,” regardless of workability, comes about from what L. Ron Hubbard identified as ‘Answer Hunger’:

“An unfinished cycle of communication generates what might be called ‘answer hunger.’  When an individual has, for a very long period of time, consistently waited for answers which did not arrive–any sort of answer, from anywhere, will be pulled in to him, by him, as an effort to remedy his scarcity for answers.”1

In fact, Mr. Hubbard isolated this ‘answer hunger’ phenomenon as the cause of rumor, in The Law of the Omitted Data:

WHERE THERE IS NO DATA AVAILABLE, PEOPLE WILL INVENT IT.2

 

1 HUBBARD, “Communication”, chapter of Dianetics 55, page 107.

2  HUBBARD, “How to Handle Black Propaganda”, Policy Letter of 21 November 1972, Public Relations Series 18, Organization Executive Course.

 

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Common Question: What is the Difference Between a Goal and a Purpose?

difference-between-purpose-and-goal-arte-maren-natural-laws-of-managementLook at it this way: The road is Purpose, leading towards a Goal.

As L. Ron Hubbard points out, a Goal is “the prime intention”, and a Purpose is “The survival route chosen by an individual, a species, or a unit of matter or energy in the accomplishment of its goal.”

Purpose is how you have chosen to accomplish the goal.  The goal is the ultimate destination, with the purpose being the road you have taken to accomplish the arrival.

For instance, some have the goal of “Improving the health of people so that they experience a better quality of life”, and there are many methods and “roads” to accomplish this: Nutritionist, Chiropractor, Counselor, etc.

When determining a purpose or goal with a client, I will often ask, ”So if that is accomplished or done, what do you then have?” If I can go no further without getting into the ludicrous or way far out, I know that I have a goal in hand.

If you take the above as an example, a step up from “Improving the health of people so that they experience a higher or better quality of life”, would lead us to nowhere. But, if the goal had been stated as “Providing effective nutrition data to clients”, it would easily yield to the next step up: ”Better quality of life”.

This, therefore, indicates that “Providing effective nutrition data to clients” is not a goal, but a purpose, leading to a higher purpose, so to speak.

Happy Trails.

 

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A Message from Patrick Valtin, International Speaker and Trainer

patrick-valtin-international-speaker-arte-maren-natural-laws-of-managementThe Natural Laws of Management: The Admin Scale by Arte Maren is an invaluable concentration of his experience and his expertise in the Hubbard management technology. It is also a great attestation of his unique ability to convey information in a way that you can immediately apply—and see the results faster than you can breathe! I have known Arte for over 15 years and I will attest that his great communication skills and his technical expertise make him one of my favorite speakers.
“Thank you Arte for this unique piece of art in the field of practical management.”

 

Patrick V. Valtin, International speaker, trainer, entrepreneur and author of New Era Selling: How to Win Bigger Sales in Saturated, Overly Competitive Markets

 

A Note from Joy Gendusa, Award-Winning Marketing Executive

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“This book is phenomenal!  I hate to brag…but I have such a wonderful life and it is ALIGNED!  And the data in your book IS the data I applied to have the great life I have–in my business, my marriage, as a parent and just as me–having time to do what I enjoy.  I know this is rough for folks–juggling all the different aspects of life and making it all work, so I hope a ton of people buy, read and apply what you have written in The Natural Laws of Management: The Admin Scale.”

Joy Gendusa, Founder/CEO, Postcardmania

 

 

 

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What Are “Natural Laws”?

the-natural-laws-of-management-arte-maren

“The Natural Laws of Management: The Admin Scale”

Chapter 2 “NATURAL LAW” – Page 9

“Basic administrative truths exist. We could call such truths ‘natural laws’. If one knows the laws, one has an advantage. The ancient samurai warrior believed that by knowing one thing, you could know many things. The one thing to know is the law.

“If you find that there is a non-optimum business or life situation, then there must be a violation of some law. So what do you do? You look up the law, you review the law and then you apply the correct solution and handle the situation, standardly.

“IF ONE KNOWS THE TECH OF HOW TO DO SOMETHING AND CAN DO IT, AND USES IT, HE CANNOT BE THE ADVERSE EFFECT OF IT.”
L. Ron Hubbard, “Your Post and Life”, Policy Letter of 30 January 1983, Organization Executive Course

 

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