One of the best rainmakers I have met in recent years called me the other day, because clients had stopped hiring him.  Naturally, he found this disturbing.   Who wouldn’t?  He wanted to talk about the cause and what to do about it.

Demand had dropped because of events in his primary market with which he had had nothing to do and which were beyond his control.  Until recently, his practice had been growing at over 20 percent per year for several years.  His efforts in new markets weren’t producing sufficient results yet to stop the dive.  For the first time in his career, he found himself unable to land sufficient new clients.

It is a credit to his awesome rainmaking abilities that this hadn’t happened earlier in his life.   I know from personal experiences and those of many professionals whom I have worked with that the first time this happens, it can bludgeon a person’s self confidence.  This is especially so, if one is emotionally insecure, as many rainmakers are.

If this happens to you, I suggest the following:

• Remind yourself that everyone has streaks and slumps.  This is partially a matter of luck.  If you flip a coin enough times, it will eventually come up tails ten times in a row.  That it does is a function of probabilities and luck rather than of your flipping skill.  You probably haven’t lost your touch; your luck has just turned.  Of course, this also means you weren’t quite as good as you thought you were when the luck was running your way and you had a streak of wins.  That humbling bit of logic is good to keep in mind when you are winning a lot.
• The probabilities of a certain run of wins or loses changes over time with market conditions and other factors.  Just as a field-goal kicker will score less often in a season with lots of gusty crosswinds, so you will win less often when the business crosswinds work against you.
• The probabilities of winning go down, if you have to enter a new or under-developed market, and go down substantially.  This if for factors I have described elsewhere (See my book, Creating Rainmakers, Chapter 2, “What Rainmakers Know or the Mathematics of Selling”).
• Of course, you should review what you have been doing that might have reduced your rainmaking effectiveness.  There is always something that we can do better.  There are always areas where we have become a bit lax with success.  Fix these problems.
• Refocus on the markets where you can get the most traction fast and have at them.

This all leads to my main point:  Beating yourself up over a slump won’t help you.  First, for the reasons I have described, it is probably inappropriate for you to do so.  Slumps occur for even the best rainmakers, and the rainmakers’ errors are usually a relatively small part of the cause.  So, question what you have been doing, but don’t question yourself.  Wallowing in self recriminations or the (false) realization that you have been a fraud, not a rainmaker, all these years, is counterproductive.

If my friend, the rainmaker, was guilty of anything, it was of not diversifying his market rapidly enough.  He had made sincere efforts to do so, but those efforts had been stalled due to the high demand in his core market which consumed his energies and time.  If that is a mistake, it is an honest and understandable one.  Indeed, it is one that most of us would make.  All this doesn’t resolve one’s revenue shortfall, but it does put one in a better mind-frame for doing something about it.

Guest Post by Gary Pines

(The golf course is among the most common venues for networking, and it’s golf season.  Surely, it’s time for a post on golfing and networking.  Not a golfer, myself, I have asked my colleague, Gary Pines, to write the post.   Golf is a factor in 25 percent of the business he wins.  Ford Harding)

You don’t have to be a scratch golfer to network on the golf course.  I’m living proof of that.  I have been playing for over twenty years in countless rounds with guests, who include clients, connectors, and prospective clients.  My score can range from 105 to 85. I have many bad shots in every round.  I do it because I very much enjoy the experience . . . and because I build closer relationships.

I believe that people who worry about their score and how they look, don’t spend enough time on making sure their guests enjoy a special experience.  And they miss most of the fun.  Your job is to make sure your guests leave the golf course saying that was a “special day with a special person,” rather than leaving frustrated about the way they played and their high score.

Golf is a game of embarrassment. If you can embarrass yourself in front of others for 18 holes and survive, then you can work with those same people, make mistakes and still help them attain their goals.

So, here are ten thoughts for building better relationships on the golf course:

1. It is not about me … no complaining about my shots and trying to explain why I hit the shot incorrectly.
2. It is not about me … no asking for extra shots.  Instead, offer your guests extra shots and mulligans.
3. It is all about them … offer information about the golf course and information about their next shot, and so make it easier for them to do well.  For example, when driving the ball off the tee, offer what direction it would be best to hit the ball, such as “hit it toward the left side of the fairway” or “hit it toward the far sand trap.”
4. It is all about them … always help with putting information. For example, putting is a key part of the game and one’s score. I always try to help them to understand how their putt may roll to the hole with suggestions like “hit it harder uphill” or “hit it to the left of the cup because it will move to the right as it is rolling.”
5. It isn’t really a competition.  Don’t keep score unless they want to.  Rather, ask them if they want to keep score and follow their desires. I have had several golf rounds where we only counted the “good shots” on the scorecard. It quickly removed the feeling of intimidation from the round.
6. It’s about giving attention to everyone.  Change riding partners on carts every six holes. Help everyone look for their lost golf ball.
7. It’s about minimizing their discomfort.  Let your guests pick the order of hitting the tee shot.  I find most do not want to hit last, so that is what I do.  Try to understand if a guest has an injury and provide mental and playing relief for him or her, if possible.
8. It’s being considerate of their time.  The pace of the round.  Make certain the group moves in a timely fashion, because you do not want to play 18 holes in over 4 hours and 30 minutes.  Your guests may have other things to do, after the game, but be too polite to urge speed.
9. It’s not about business.  Do not talk business, unless a guest brings it up.  Save those discussions for the 19th hole or when connecting for a follow-up meeting.
10. It’s about having fun  … because if you do, the chances go up that your guests will, too.

Follow these guidelines and business will come.  For example, my conversation with one guest over lunch after 18 holes in the morning was much more open and frank than in prior discussions. By asking questions, I helped him see the value in utilizing my services. He commented that I should connect with him next week and send him a short proposal in the interim. In another case, I have enjoyed playing golf with a “connector” three or four times a year. Last year without my having to ask, he urged a prospective client to utilize my services, which they did.

Make your golf game enjoyable and business profitable by determining how you will make it a special experience for your guests. Review the ten thoughts prior to every round.

And remember:  No one will  hire  you because of your high golf score, but will use experiences of a shared round to decide what you would  be like to work with.

Gary Pines can be reached at gpines@HardingCo.com.

(As in previous years, I will only be posting once a week in July and August.)

The word etiquette has a dated, your-great-Aunt-Martha sound.  Not that etiquette, itself, is out of date; the need for it is greater than ever.  But the word is seldom used today, replaced by the planer manners, or by some circumlocution.  Etiquette is no longer taught in school, though behavior or conflict management sometimes is, and a good hunk of that subject turns out to be etiquette, barely disguised.

So, I was surprised to find speaker, Rachel Wagner, listing herself as an etiquette coach on the agenda of a meeting of the SMPS Oklahoma Chapter.  Can one actually make a living using those words to describe yourself, I wondered.  I also reflected on the importance of etiquette in selling professional services.  When  you are selling professional services, at the very least it:

•    Ensures you show all you deal with appropriate respect,
•    Helps you get through potentially awkward situations,
•    Shows you to be a socially adept, considerate person.

This made me want to talk with Ms. Wagner, even more.  (I would normally have called her simply Wagner at this point, but because I am writing about an etiquette, I decided to err on the polite side and include the Ms.)  In this post, I will share our initial interview.  In a second, to appear in about a month, I will present her with several potentially awkward selling situations to see how she would react with no time to prepare.  After all, an etiquette expert should be able to deal with unexpected, tetchy situations with aplomb.  She, good sport, has accepted the challenge.

Q: How did you get interested in etiquette and become an expert in it?

Wagner: Etiquette has always been a topic of great interest—my office bookshelves are proof! So, after a successful teaching career, I traded my 8th grade classroom for the corporate training room.   My ultimate goal was to attend the Protocol School of Washington (PSOW) in Washington, D.C. which I did in 2006 and received certification as a Corporate Etiquette and International Protocol Consultant. I consider myself a continual learner in all areas of business etiquette, and I work hard at keeping up with the most contemporary, universally-accepted business etiquette, especially in fast-changing areas like on-line communications.

Q: How does etiquette differ from manners?

Wagner: Manners is really all about “being mindful” of others and making them feel respected and valued. Etiquette is more or less the “how to” of manners—knowing what to do, how to do it, and when to do it. To illustrate, let me give you several examples. We all know it’s “good manners” to make business introductions. The “etiquette” is to say the name and firm of the most senior person first. It’s good manners to give a handshake. The etiquette is to extend your hand with the fingers out and thumb up and connect web to web with two firm pumps (no limp fish handshakes!). It’s good manners to entertain a prospect for lunch. Proper etiquette includes seating your guest correctly (to the right of the host), navigating the place setting (start with the outer silverware and work in), making menu suggestions to discreetly show the limits of your hospitality, and insuring that your guest’s order is taken first.

Good etiquette skills are vital for any firm to be competitive—to get new sales and to enjoy strong repeat business. These are the skills that set professionals apart and firms apart from their competition, no matter what service they offer.

Q: Do the terms professional etiquette and sales etiquette have any special meaning to you and to what extent does each differ from regular old etiquette?

Wagner: Professional etiquette and sales etiquette are both subsets of business etiquette. Especially in today’s economic climate, it’s vital that every member and associate of a firm have a fully equipped tool box of business etiquette knowledge.  “Professional etiquette” refers to ways you deal with others in your profession, such as the way an accountant, whom a client has replaced with another firm, provides information on the account to his replacements.  “Sales etiquette” refers to how you manage sales interactions, such as how you talk with a prospective client whom you meet at a social gathering and who is not looking for a sales pitch. “Regular old etiquette” is vital for a polished image, and includes sending appropriate thank you notes, standing for a handshake, and knowing when and how to offer your business card.

Q: Can you cite an example where etiquette made a difference in the sale of a professional service?

Wagner: I chose not to use a certain financial planning firm after my initial phone inquiry did not result in a timely call back with the information requested. Not only that, another associate of the firm was repeatedly unresponsive to my emails. In fact, I finally had to call and ask if my email questions had been received.  Of course, this is poor service, but it is also inconsiderate.  Even if a professional isn’t interested in a person’s business, proper etiquette dictates that the person receive a prompt and polite response.  Poor “tech etiquette” resulted in a poor first impression of this firm. I’m sure they would have done a fine job of managing my portfolio, but that initial first impression kept them from having the opportunity to prove themselves, because few of us will knowingly select an inconsiderate person to do costly and sensitive professional work.  Little things, such as timely tech-communication skills, do matter in giving a positive image of a firm!

Q: Do you think professionals are held to a higher standard of etiquette than other business people?

Wagner: I think it’s assumed that anyone wearing a suit has a high etiquette IQ—and most do. Because professionals are highly educated, expected to be intelligent, and are perceived to hold high status positions, lapses in etiquette can be seen as arrogance or patronization.  You don’t want to get labeled as a stereotypical arrogant, elitist, self-absorbed professional.

Not everyone who climbs the professional career ladder in a firm is necessarily equipped with the etiquette and social skills to match their new level of influence and leadership. For example, at a Chamber of Commerce event, I observed professional higher-ups with less than impeccable table manners. These same professionals also rudely pecked away on their BlackBerry during the meeting and in a face-to-face conversation with someone.

Q: What rules of etiquette would you most want a professional about to attend an association event to remember?

Wagner: Research shows that approximately 75 percent of us have anxiety about attending an event in which we must meet and greet and make small talk with others. These four rules of etiquette can help make association events less stressful and can enhance your visibility, credibility, and profitability.

1. Remind yourself that you go to the event as a representative of your firm, a walking, talking demonstration of what it might be like to work with.  Yes, greet your peers, but don’t hang out with them all evening.   Remind yourself that it is your responsibility to make sure the people you talk with come away feeling good about you and the firm.  This is usually more a function of asking them questions about something they are interested in, addressing them by name, making sure that everyone in a group has a chance to be heard, than saying something profound yourself.
2. Prepare for the event.  There is proper etiquette for introducing yourself and others, for starting conversations, for breaking into groups, for taking your leave from a conversation, and for dinner table conversation, as examples.  Look into how to handle these things if you are unsure.  My e-newsletter, The Savvy Professional (which you can sign up for at www.EtiquetteTrainer.com), covers many such topics and there are a number of good books on the subject.
3. Don’t head straight to the food and beverage area when you arrive. First mix and mingle. The food is secondary. And when you do go through the food line, never pile your plate. It’s better to eat something before you go than to appear too hungry. An additional tip is to hold your food or beverage in your left hand so that your right hand is always free for a handshake when you meet or greet others.
4. Afterwards drop quick notes to people you met, showing that you remember something special about them.

Q: How do you determine appropriate etiquette in fast changing areas like the internet and social networking?

Wagner: You have to observe, read and research.  (A good book on the subject is The Hamster Revolution: How to Manage Your Email Before It Manages You by Mike Song, Tim Burress and Vicki Halsey.)  I have three suggestions that will help you steer a course even in this rapidly changing area:

1. Don’t be misled by the reputation that email and other forms of electronic communication have for informality.  They are rapidly gaining formality, at least in business circles. When in doubt, err on the side of more formality for a positive image of your firm’s brand–in your emails and on professional networking sites such as LinkedIn.
2. Recognize which of two kinds of exchange you are engaged in, either a conversation with a lot of rapid back-and-forthing or a more deliberate correspondence.  The latter requires more formality. But, good writing style is mandatory in all business emails, including proper spelling (that includes no texting language), grammar, and punctuation.
3. Don’t mistake informality with lack of personal consideration.  Always begin an email with a salutation, if only the person’s first name.  As a best practice, include “dear” or “hello” before the person’s name, especially to business associates, prospective clients, and clients. Except in rapid exchanges, such as when you are back-and-forthing over a meeting date, always include at least a brief personal note, such as It’s good to hear you are doing well or Congratulations on the … or Give so-and-so my best or the like.  Always close with your name.  There are many more tech etiquette rules and the number of those rules is expanding rapidly.

(As in prior years, I will posting only once a week in July and August>)

A client of mine is faced with a problem that all of us engaged in selling professional services encounter sooner or later.  She was approached by one of her clients who asked if she could get him a job at her firm.  He had been a good client for several years, and she didn’t want to alienate him as a client or a friend.  Still, hiring someone away from a current account poses ethical problems and she didn’t feel that he was a particularly good fit for the firm, in any event.  How should she handle this delicate situation?

(As in prior years, I am  only posting once a week in July and August.)

Harding & Company services are built using information gleaned from interviewing rainmakers and those who have observed them.  The database now includes information on over 300 rainmakers in management consulting, accounting, executive search, architecture, engineering, law and other professional services.  These interviews run for at least an hour and often longer.  We add to the database as we gain information on additional rainmakers or more information on those already in it.  It has been a major source of differentiation for our firm.  We know what rainmakers do.

So, it was fun to learn from Enforce: The Insurance Policy Enforcement Journal (Volume 7, Issue 1, published semi-annually by Anderson Kill Wood & Bender, LLP) that lawyer Eugene Anderson, one of the first rainmakers I interviewed long ago, built his practice on a database foundation.  As described in Enforce:

. . . an enthusiasm that kept him working 12 hours a day, seven days per week drove Mr. Anderson to delve deeper into insurance industry “lore” than anyone had before—that is, to unearth and contrast what insurance industry executives had told regulators and policy holders about policy language while getting it approved and selling policies, with what they told courts when denying coverage years later.  He pioneered building databases of such information—before personal computers were ubiquitous.

Armed with his “can,” Mr. Anderson kept winning business, to the point where he was billing $35 million per year.

Databases as differentiators is an old concept.  Shortly after World War I, Felix Fantus (yes, his real name) selected a site for a new office furniture  factory.  Firm lore has it that his wife, a former geography student, helped him by recording information on towns they considered on index cards.  That database became the foundation of The Fantus Factory Locating Service, one of the earliest management consulting firms, which later became The Fantus Company (now a part of Deloitte), where I began my consulting career.

But it is worth reminding ourselves of databases’ strategic value from time to time, so that we recognize the opportunity to create one, when we come across it.  Opportunities to create them arise in all of the professions.  Two weeks ago, an architect brought me a new business idea that lent itself to the creation of a database, and I was reminded of how two other architects had built successful practices off of databases.

Of course, competitors can create databases of their own, but it will take time and money to do so.  There is usually a first mover’s advantage, and, at the very least, a head start of one to three years.  Databases are one of the best differentiators when selling professional services.