Tag Archives: management consultation

CERTAINTY Re: Building a Company or Practice

The key is to truly know your material and then consistently apply this knowledge. The result is it builds certainty in what you are doing or trying to achieve.

-Arte Maren
Business Consultant, Lecturer
Author of The Natural Laws of Management: The Admin Scale
www.naturallawsblog.com
www.adminscale.net

 

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“On Being a Professional” by Arte Maren

Professionals exude a confidence that comes from both experience and results. I am pleased to call Patrick Valtin my friend, with whom I share the joy of helping others.

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-Arte Maren

Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale
and his NEW 4-CD The Natural Laws of Management Audiobook Seminar

 

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Learn by Teaching: The Real Voyage of Discovery

It has been said that if one wants to learn something, teach it. Actually quite true at a higher level: one is not simply learning the subject, but the effect of the subject on others, their needs for the subject (in greater detail), as well as greater familiarity with the subject every time one teaches it.

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I just completed 4 hours of The Natural Laws of Management to a group of 60 business owners. And what did I learn?

1. Assisting others to “see” is one of the greatest gifts you can give another human being. It was Proust who said, “the only real voyage of discovery lies not in seeking new landscapes but in having new eyes”.

2. If you have a gift of such ability to give, use it or lose it. I call it the joyful obligation.

3. Just because you found these assembled truths first, or divined them (by your own perception) that they are not and have never been “yours”, they belong to nobody but the universe as it is/was at the moment you shared them.

4. If it is not fun, well, then…what is the point?

 

-Arte Maren

Professional Speaker, Writer and Business Consultant
Author of The Natural Laws of Management: The Admin Scale
and his NEW 4-CD The Natural Laws of Management Audiobook Seminar

 

Do You Have Your Admin Scale?

“Stat Justification” from Arte Maren’s 8-Part Video Series “Management by Statistics” (Part 8 of 8)

Stat Justification” is the final segment from the 8-part video series “Management by Statistics” by veteran business management consultant Arte Maren.


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

 

Do You Have Your Admin Scale?

“Statistics – A Breakthrough Technology” with Arte Maren (Management by Statistics, Part 7 of 8)

Veteran consultant Arte Maren discusses the use of statistics and graphs and how this is a breakthrough technology that will help you grow your business or organization. What are the “Condition Formulas”?

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

 

Do You Have Your Admin Scale?

“Statistics – Statistical Management” with Arte Maren (Management by Statistics, Part 6 of 8)

This is video #6 in an 8-part series titled “Management by Statistics” delivered by veteran consultant Arte Maren. He discusses the need for statistics as an unbiased measurement and how to compare statistics to grow your business or organization.

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

 

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“Statistics – Managing by Statistics” with Arte Maren (Management by Statistics, Part 5 of 8)

Veteran consultant Arte Maren discusses where your biggest income losses come from and how often you should track statistics to grow your business or organization.

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

 

Do You Have Your Admin Scale?

“Statistics – The Staff Meeting” with Arte Maren (Management by Statistics, Part 4 of 8)

Part 4 in the “Management by Statistics” video series for business owners and executives by veteran business consultant Arte Maren.
 

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

 

Do You Have Your Admin Scale?

“Statistics – Weekly Review of Production” with Arte Maren (Management by Statistics, Part 3 of 8)

 

Part 3 in the “Management by Statistics” video series for business owners and executives by veteran business consultant Arte Maren.

 

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

 

Do You Have Your Admin Scale?

“Statistics – When Do You End Your Week?” with Arte Maren (Management by Statistics, Part 2 of 8)

Part 2 in the “Management by Statistics” video series for business owners and executives by veteran business consultant Arte Maren.

 

 

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

 

Do You Have Your Admin Scale?

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.

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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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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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