Women in Business Networking

Miami Valley's leading organization for women in business
Home     About WiBN     Meet WiBN Founder     WiBN Membership Directory     Membership     Entrepreneur Group     Organization Spotlight      
"Hot Topics" Koffee Talk
EVENTS
Registration for Events
25 Women to Watch in 2010
MEMBER Spotlight
At the Roundtable News
Thank You and Congratulat
WiBN Newsletter
Non-Profit Resources
Speakers - Sign Up
Contact Us
Privacy Policy
Site Map
Press
Photo Gallery
Business Needs & Resource
Let's Help Haiti Relief
Career Opportunities
 
Women in Business Networking
 

Maximize Excellence: Do You Need a Coach or a Doctor?

Performance and productivity

in relationship to health

Advice for Women in Business

During a recent interview on Fox News, I mentioned that stress is the buzz word of the twenty-first century. No matter how high we go in our careers, juggling it all becomes another task in maintaining our leading edge. Stress can be a great source of stamina, providing corporate executives and entrepreneurs the fuel to strive for even higher goals in spite of increased competition, progressively limited resources and the same manpower.

 

Many companies, executives and entrepreneurs have hired coaches, (many of whom left their own corporate jobs because of burnout) to help increase performance at work. While efficiency may be helpful to maximize our ability to produce, coaches may not be as helpful when the person is already pumping her energy with plenty of coffee during the day and having trouble sleeping at night. Many of these successful executives seek a doctor when they are already experiencing heartburn, chest pain or panic attacks. People who are experiencing a series of medical issues triggered by stress may not benefit from coaching as much as people who are healthy and want to improve their performance at work.

 

Everyone who is leading under pressure needs to prioritize health, implement treatment as necessary and improve lifestyle strategies.

I suggest we look at performance and productivity as a matrix in relationship to health, creating the following four quadrants:

 

Quadrant I: Low Health, Low Productivity and Performance

People in this quadrant struggle with health problems and are unable to perform and produce. This could relate to an acute condition or an unresolved chronic condition. They may not be able to perform at a high level even if they were committed to doing this because of the status of their health.

 

Solution I:

Focus on resolving the health issues first. Next, catch up with the work demands at stake. If she doesn’t have the physical ability to perform at a high level, she should focus on strengthening her capabilities, then concentrate on improving her performance by setting up tangible goals to maximize productivity.

 

Quadrant II: Low Health, High Performance and Productivity

Many successful entrepreneurs and business owners are at this stage. Their physical stamina is starting to give in, they may pump many cups of coffee a day to perform at a high level and may be drinking alcohol or taking hypnotics at night to sleep. Burnout is high at this stage where, unless the person focuses on improving her health, her system will eventually give in.

 

Solution II:

Maximize The Four Pillars of Biological Health – nutrition, exercise, sleep, and relaxation techniques. If you are the fearless leader, cultivate your body and mind as if you were an athlete: your track is your company, your hurdles are the roadblocks and your javelin throws are your attempts to reach the next level. Once you are able to prioritize your health needs – even if you are already working like three people instead of one - you will be able to become even more efficient and perform at a higher level.

 

Quadrant III:

High Performance, Productivity and Health

Wouldn’t we all want to be here? In a healthy state and performing at the highest level. Imagine a marathoner being able to run sprints and come back to a baseline of constant movement. Successful entrepreneurs and executives with full, but manageable, schedules find themselves in this quadrant. This is a great quadrant to in which to be as we try to venture into new opportunities while mastering multiple responsibilities.

 

Solution III:

Continue all the healthy habits and continue to set up new challenges so as to accomplish them one by one.

 

Quadrant IV:

Low Performance, Productivity and High Health

This is the quadrant of healthy rookies. Someone may be very eager and ready to do the job but inexperienced. Finding a great match of interests and skills with the right job is of essence.

 

Solution IV:

Continue to practice all the healthy habits and seriously consider seeking for coaching, mentoring or new learning opportunities.

Diagnosing the situation is essential to stay ahead of the game, maximizing physical stamina to maximize achievement at each and every level.

 

About the Author

Dr. Gabriela Cora, is president and founder of The Executive Health & Wealth Institute. She is author of Leading under Pressure® www.LeadingUnderPressure.com) and Alpha Female (www.AlphaFemaleBook.com). Dr. Corá has been interviewed by CNN, FOX News, The New York Times, Chicago Tribune, Smart Money, MSN, Women’s Entrepreneur and American Medical News. A renaissance woman, she is a corporate consultant, wellness coach, medical doctor with an MBA, expert speaker, spouse and mother of two young adults. She consults and advises business owners and Fortune 500 companies and international organizations including The Coca-Cola Company, the pharmaceutical industry and New York Life. She has given presentations in the Americas, Europe, Africa and Asia.


 

 Women in Business Networking

jporter@womeninbusinessnetworking.com 


 

 

 

Marketing – 'Doing More For Less

Six tips on maximizing your marketing efforts

M y perspectives on marketing have been formed by 25 years in the business to business technology arena, working in organizations that rely on a direct sales channel. It’s the most expensive channel there is, and we darned sure wouldn’t go that route if we didn’t need direct sales reps – but we do.

Technology solutions are complex sales that  require evangelism, prospect education and the development of trusted adviser relationships with prospects. So, given that framework, how do you maximize the contribution of marketing when budgets are tight?

If you boil marketing down to its essence, it’s the ability to put yourself in someone else’s shoes and articulate your story in a way that resonates for them and then put that story in the places they hang out. 

In order to capture that essence, you need to take a position on:
•    What do we have to offer? (Product)
•    Who cares? (Place)
•    Why? (Promotion)
•    How much value does this have to them? (Price)
•    How can I start a dialogue with the people who care? (Place)


 

 Marketing comprises dozens and dozens of activities that you could be doing at any moment.
    
When you’re marketing on a small budget, I have six pieces of advice.

1. Pick only three to five things to do really well each quarter, then do everything as well as you can, given the remaining time, dollars and brainpower. If you don’t zero in on a few things, you spread your budget and your intellectual capital too thin, and the result is across-the-board mediocre marketing.

2. Try working backward. Start from the premise that as a marketing executive, my job is to help 100 percent of our sales reps meet 100 percent of their quota. At so many companies, marketing and sales are at odds — that’s wrong. If marketing folks walk in the door every day wearing a “ service” hat — “How can I help this crew of sales reps be successful?” — and measure themselves by the success of the sales organization, everything else falls into place.

3. Create a sales-centric culture in your marketing department. Teach respect for the sales function and encourage your marketing folks to seek the trust and reliance of every single sales person. Let them know you’re watching!

4. Reprioritize regularly. For your strategic plan, this is an annual exercise. For product management, it’s every six months. For marketing-communications, it’s quarterly (or monthly). And for you, it’s daily. As you prioritize, let revenue be your guide. The closer the item is to affecting the revenue line (in either the short term or the long term), the higher the priority should be
.

5. Hire the smartest people you can afford. They need to be good listeners and fast learners. They need to have a positive attitude and enthusiasm for life. They have to be team players within marketing and with sales (park the ego at the door).

6. Measure trends. Points in time can make us feel good (or bad). But trends are what’s really important to measure. Web traffic. Pay per click performance. Plot the monthly results on a trend line for this year. Then compare this year’s trend line with last year’s. 

No matter what your budget, these guidelines can help you maximize the impact of your time, dollars and brainpower.

The Author

 

 Kim Addington, Chief Marketing Officer, nuBridges Inc

 

 

 


 

 Women in Business Networking

jporter@womeninbusinessnetworking.com