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Become a Social Media Master in 20 Minutes a Day

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Are you a social media master? Do you spend hours creating a powerful intro, put together the perfect plan, and then post at exactly the right time? Have you conquered Facebook, brought Twitter to your heel, and gotten LinkedIn under control?

At RBC, we live, breathe, and eat social media (yes, our meals are mostly differing shades of blue logos…) And we know that one thing business owners don’t have much (read “any”) of, is spare time. So, here’s a super simple guide on mastering your social media marketing in less time than it takes to cook a delicious Facebook soufflé.

Plan your social media ahead of time. At the start of the month, you’re going to plan what you’re going to promote on social media. Look, we know it’s more fun to wing it, but trust us on this. Look through all of the content you have — Blog posts, articles, videos, image galleries — All those things you’ve put time, effort and a little love into creating. Decide on the marketing themes for each part of the month, and the main points you want to get across.

Put together a social media calendar. Once you know what you’re going to promote, you need to work out the when and how. That means you need a social media calendar. On each day plan out:

  • What you want to promote.
  • How you’re going to promote it.
  • The channel(s) you want to use.

The trick is to strike a balance between posting enough to build momentum, and not posting so much you’re over saturating. The best way to do this is to post your own stuff and also share other useful articles, links, and content from others. That could be through retweeting, sharing, repinning, etc.

Write your social media posts.This one is key — Write your social media posts ahead of time. You can be much more consistent, use similar language, and get into the right mindset to get all the important information across. Remember to slightly repurpose your posts for the social media network you’re using. Your LinkedIn posts are probably going to be a bit more formal than your Facebook ones. Twitter means you’ll need to limit yourself to 140 characters.

Automate your social media posts. You don’t want to sit at the computer waiting for a specific time to post your content. Use an automation suite like Buffer or Hootsuite to automate your social media for you. Now, you shouldn’t completely rely on automation, so switch it up with some personally curated and posted updates as well. Engage people in conversation, and help others feel involved. Make sure you respond to @mentions properly.

Track your social media results. You’ll want to know where you’re getting the most visibility and traction. This means looking at when visitors are coming to your website and responding to your social media marketing. Use Google Analytics and similar tools to see what’s working for your audience, and tweak your marketing approach.

Get a social media expert to help you out. This probably doesn’t come as a surprise, but here at RBC, we’re experts at this stuff. If you don’t have the time, let us do the hard work for you. We’ll audit all your content, put together the perfect social media calendar, promote the heck out of your products and services, and get lots of lovely visitors over to your website.

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Is Work and Life Balance Really Achievable?

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Here at Red Barn Consulting, we absolutely love our jobs — What could be better than working with fantastic clients, building a team of fearsomely good people, and sharing what makes your business brilliant with the world?

But, even we know you can have too much of a good thing. It’s why there’s no end of articles on work and life balance — Trying to spin the plates of work, home, friends, family, and commitments simultaneously, without losing your mind.

Honestly — we’re not sure that’s the very best approach. That’s why we think about work life balance a little bit differently (big surprise)!

Balance = Flexibility – To us, it’s all about flexibility — Knowing what you want to do and getting rid of what you don’t. It’s not about jumping the “work” hurdle and then the “life” hurdle, but about making those hurdles smaller. Then you don’t need to waste time worrying that you might stumble.

Why do we think this way? Well, employers are demanding, especially if that employer is you! (Yep, the self-employed are probably the worst at separating work and personal life…) Because of those demands, you probably will check email after 6 PM, work late to get the presentation out the door, and crunch through the weekend to put the proposal together.

For good or bad, it’s what’s expected — But think about this in terms of flexibility and removing the time-wasting stuff, and things get much easier.

If you’re an employer, be flexible in how you let your team work. If they need to work from home occasionally, give them the opportunity. If they’ve worked late and need to leave early to watch their child in a school play, give them the time off with your blessing. Provide your employees with autonomy and let them manage their days — They know what they need to do and when they need to do it, so build trust by letting them decide how.

As an employee, it never hurts to ask. Demonstrate to your boss how you’ve made their lives easier through the work you’ve put in. Ask about flexible working arrangements that will let you spend quality time with your family. If you can demonstrate good work, your employer will probably be open to your suggestions.

Remember, working is a give and take relationship — If both sides respect one another, it becomes less about work and life balance, and more about what works best for employer and employee.

Second to flexibility is getting rid of the stuff that’s just wasting your time. You’ve probably heard of the “Pareto Principle” — That 80% of results comes from 20% of actions. It’s time to find that 20% and cut out as much of the other stuff as you can. Keep a log of what you’re doing on a daily basis for a couple of weeks and ask yourself “Is this making the business better?” If it’s not expanding the business, making things more efficient, bringing in greater revenue, or enhancing how you work, get rid of it.

Be ruthless — Talk to your colleagues and your boss and get them to take on the same mindset. Look at the waste in the business — The processes that could be improved, the way that you and others work. Then, make a conscious choice to change, and encourage others to change with you.

And that’s really it — There’s no big secret to work and life balance, other than approaching it differently. Think of it as flexibility, and not some magical target you have to reach, and you’ll be much happier (trust us, we know!) Cut out the stuff you don’t want to do, be awesome at what’s left, and there will be no stopping you.

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It might be time to fire your salesperson

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No-one likes to talk about firing people. Modern business is all about giving staff opportunities, helping them excel in the right role, and incentivizing your employees to do their best. But, sometimes, despite your strongest efforts, they just aren’t stepping up to the plate.

When that happens you need to make a tough decision — Do you continue to provide opportunities in the hope they’ll change, or do they get the pink slip? One area where it’s vital to make that decision fast is in your sales department. It’s your sales representatives who create your revenue, so when they’re underperforming, you need to take decisive action.

Here’s how to tell if you should show them the door.

Look at the sales metrics of the salesperson. There’s nothing like hard data to help you make a decision. Look at the evidence on how your sales teams are doing. Explore the individual measurements and performance data for specific employees. Review this information in context — How do they compare to other individuals or teams? What are the industry averages and benchmarks? This data is the first step in identifying weak performers.

Read through one to ones and personnel reviews.Your business should be holding one to ones and formal reviews with your employees. Take a look at their feedback reports, how their peers and managers view them, and how they present themselves. Keep an eye out for warning signs and indications they’ve been offered previous opportunities to improve.

Talk to their sales manager – or have a chat with yourself if it’s you! The next step is to speak to their line manager or team leader. Find out what they think of the salesperson and whether they have the potential to improve. Learn about the subtext of conversations they’ve had in the past. Find out if their lack of performance is due to their attitude and approach, an absence of skill and training, or for some other reason.

Summarize the key factors behind poor performance. Following your review process, establish the main cause of their poor performance, it could be for one (or more) of several reasons:

• Attitude and approach – They just don’t have the right interpersonal skills, autonomy, or approach to be a good salesperson.
• Lack of experience — They don’t have enough history and related experience with sales to be able to close deals.
• Lack of skill — They may not have the correct level of training to make the most of any natural talent they might have.
• Process issues — They don’t have a proper understanding of the sales process in your business.
• Issues with other team members — There might be friction in your teams with other people or interactions that are impacting their ability to sell.

Speak with your HR department – or this may be you again! When you know the background for the poor performance, it’s time to speak to HR. Learn if there are potential steps you can take to improve performance, or if they’re simply a “lost cause.” In some cases you might just need to provide more training and support, in other cases, the best thing to do might be the dismissal process.

Make sure you follow the dismissal process. You likely have strong policies and procedures around dismissal. Make sure you follow them to the letter and get HR support in place so you meet all your commitments as an (ex) employer.

If you\’re experiencing a decline in your sales figures, it might be down to one or two individuals. It’s important to take a rational, objective approach to learn what’s going on and why. If you do find out it’s due to individual performance, ensure you understand the background and context. Then, you can involve HR and make sure you treat both your employees and your business needs fairly.

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The one thing your business MUST have – but many go without…

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You guessed it…Ah, the humble employee handbook — How little it’s appreciated. I’m often surprised when I begin working with a company and I ask to see their employee handbook and I get the “Yea, it’s on our to-do list – we are a small company though so it doesn’t really matter…..does it?”

It does.

Forget the obvious – you don’t have PTO days or holidays structured and in writing, there’s no written policy in case of harassment issues, or what the lay of the land is if an employee should leave or break a rule (that may or may not be written in stone).

Many companies that have an employee handbook, updated by HR every three years, given out in the introduction pack for new starters, and seldom referred to again, it leads a small and solitary life — It doesn’t have to be this way.

Used well, the employee handbook can become a vital resource for the way your business does things. Imagine having a living, breathing document that:

• Lays out reasonable, agreed upon policies in an easy to understand way.
• Shares the best ways to work to keep everyone productive.
• Has hints and tips on best practice.
• Keeps everything clear and consistent across your business.

That sounds pretty great, right?

And….you don’t have one. It’s o.k. we aren’t here to judge (not really) – we’re here to help you get started!

So, how do you go about creating this wondrous thing? Glad you asked…

Involve everyone in creating and rewriting the employee handbook. The best way to get people to care about your employee handbook is to involve them in writing it. Ask your employees about what they want it to cover, get feedback on your policies, put together a focus group. Let your teams know it’s a way to get invested in how they work day to day — They can have a direct impact on doing things better.

Talk through and get feedback on your business policies and procedures. Your policies and procedures impact everyone in your business. Encourage your employees to discuss and suggest improvements. That will encourage them to read through and understand your procedures and policies and help them feel accountable for any changes.

Make your employee handbook easily accessible to everyone. Save the trees! If you print out your handbook, it will just end up in the back of a desk drawer, gathering dust. Put your handbook online, on your intranet or a private website. Make sure it’s properly hyperlinked, has access to other resources and is easily searchable. Include a direct link to it on the front page of your intranet. Make sure that all of the language in the handbook is easy to understand and avoid jargon.

Ensure it’s about more than just policies and procedures. The best way to get people to use the staff handbook is to make it useful. Rather than just being about how you do things, how about having links to online training, best practices, explainer videos, or discussion groups? Make the handbook itself interactive — Get people to share their experiences and successes.

Regularly reference your handbook in communications. When you send out emails and other communications to your teams, reference the staff handbook. Highlight it as the central resource for your employees to source their information. Make people rely on it, and it will become their go to.

Your employee handbook is one of the best ways to influence your employees and encourage them to work better. When you use plain language, involve them in writing it, discuss policies and procedures, and make it truly useful, it’s better for everyone.

Oh, and yes we still believe employees should sign something that says “Hey, I read the handbook”. It might come in handy one day.

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Want to increase your commercial banking sales?

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It’s easy to overlook the humble email. When you’re serving your commercial banking customers, that doesn’t leave much time. So, there it sits, one line in your inbox. In the flurry of new ways of marketing — Social media, viral content, video, interactive entertainment, the email seems like an “also ran.” That’s a shame, as we’re big fans of its simple beauty (and you should be, too).

Used well, email is an elegant way to market to large numbers of people. If you’re providing financial services, it’s also a fantastic method for building trust with your commercial banking customers. Here at RBC, we think the email is something to be celebrated and enjoyed, so let’s explore using it to market your commercial banking operation.

Why the email is more than just something to delete… So, why do we love the email so very, very much? Glad you asked.

It’s a low-impact way to get attention. The email is one of the more innocuous ways to grab attention, and it can be one of the most useful. You only need to craft a great email once (and hey, we can help with that). Then you can land this wondrous creation in people’s inboxes and enjoy the responses it brings. Email is less “in your face” than other types of promotion or advertising, so it’s perfectly suited to commercial banking, with its sensible and sober approach to managing money.

You can share really useful stuff that matters to people. Emails aren’t all about selling. In fact, if you make them too “salesy,” there’s a good chance they’ll get caught in a spam filter or simply deleted. No, the art of the great email is to build trust over time, and you do that by adding real value.

When you’re marketing to commercial banking customers, they need information and support. Give them insights into their industry, provide financial calculators and favorable terms. Share advice on good financial management and business admin. Providing tools and other useful services means they’ll think favorably of your bank. That really helps when it comes to trust and brand recognition.

Emails are great for embedding messages and links. A good email is never “just” an email. It likely contains engaging imagery and links to further useful information. You can make emails interactive and fun, provide access to your commercial banking products and services, share news and online information, and showcase everything your bank does.

They’re really (really) cheap to send. The cost of sending an email is, effectively, zero. This makes them one of the most cost-effective marketing channels. Yes, you’ll need to pay to develop really good email copy, but that’s likely to be much less than the cost of other types of marketing. And once that copy is created, it’s there for you, whenever you want to run your next commercial banking marketing campaign.

You can reach lots of people. When you’ve been building an email list over time (and you are building an email list, right?) you’ll have thousands of people you can contact. With clever mail merging and personalization, you can tailor your email to each individual business recipient, increasing the chance they’ll open and interact with it.

Now, we know the email isn’t perfect. People get far too many emails, so yours needs to stand out, and that means influencing your readers to open your messages. We can help with that — A combination of the right content, delivered at the perfect time, with a compelling subject line can significantly enhance your open rates and help you sell more commercial banking products.

Get in touch with us today, and let us start a quiet revolution in your bank. We’ll change how you think about and use email to spread the word.

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Lizard brains, values, trust, and the awesomeness of being you

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Starting a business is one of the most awesome things you can do. You’re making something out of nothing, building new products and services that are going to improve people\’s lives, and creating jobs for people who’ll support your vision. It’s like magic — There was nothing before, and now there’s a living, breathing entity, making amazing stuff.

And every part of this comes down to you. Your views, your beliefs, your values, perspectives, influences, hopes, and dreams — All of those things are indelibly stamped on every part of your business. In short, the things that fire you up, that give you passion that you’re awesome at, are the very same things that make your business stand out. And there’s a simple reason for that — Authenticity.

It’s all about our lizard brains. Back in the early stages of our evolution, we relied on our “limbic system,” one of the most primitive parts of our brain to keep us safe. It commanded fight, freeze, or flight, and the deep instincts we used to survive. As we evolved, we sought out social groups for safety and comfort, gravitating towards others who held the same beliefs as us. Those cultural beliefs are a huge part of who we are now.

That lizard brain never went away, and it still drives us today. It’s why we react so strongly to a well-told story, why we’re moved by the smallest things, why we feel an inherent trust around certain types of people. We’re picking up on subtle cues, and seeking out others who think the same way we do. A respected business thinker, Simon Sinek, has built an entire thought system around this called “Start With Why” and it’s got some pretty good ideas.

People make decisions based on emotion as much as they do on information or data. We use “gut instinct” and “intuition” to choose the right direction, and make snap judgements based on little more than a feeling.

That’s why authenticity is so important. People want to do business with others who believe what they believe. So once you know what you believe, once you can inject it into every fiber of your business and your brand, you can create something powerfully deep and compelling.

So, spend some time digging into what you really believe. The reasons that get you up in the morning and light the fire in your belly. Think about how you can change the world, the value of what you do and how it changes people’s lives. Then, find a way to encapsulate that in your messaging and your brand — Show, don’t tell. Demonstrate what you believe, and you’ll create people who will mobilize to your cause. You’ll get your 1,000 true fans, and you’ll keep building something as amazing as you are.

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When salespeople fail, it might not be their fault

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Being a salesperson is a tough job. Trying to convince the public they really need a product or service is very challenging, and with a cold-call conversion rate some way below 1%, it’s (very) often a thankless task.

You don’t shrink from a challenge though, especially when your business needs to hire great salespeople to survive. So, you read up on hiring theory and practice, read endless resumes, conduct interviews, and hire candidates who are so red-hot their personalities could power small towns.

Three months later, and they’re not exactly living up to expectations. Their conversion rates are the pits, their pitches are more like strikeouts, and the client list you dreamed of is just a wish list. You were told to hire for attitude, and everything else would follow, just what went wrong?

Here’s the truth, and it’s an uncomfortable one — It may not be down to your salespeople. At all.

It’s easy to assume that if you aren’t making sales, it’s your salespeople at fault. In fact, much of the time, it’s the systems, support structures, and training that determine how successful your salespeople are. If your people are failing, explore these areas and see if the problem might lay elsewhere…

Your prospects lists – A salesperson is only as good as the prospects they have access to. Do you have a superb, highly converting prospect list? Do you have the Glengarry leads? Option 1: Spend some time, effort, and money to acquire high-quality, cleansed prospect lists and your salespeople will thank you. Option 2: Work with your team to develop a solid prospecting system using LinkedIn, networking group, associations and centers of influence. Option 3 – a Combination thereof.

Your sales system – Does the software you use to track leads and sales support your salespeople? Is it easy to access from everywhere, does it give them information at their fingertips? Ask your salespeople what they think of the software and how it could be improved. PS – Post it notes do NOT count as a CRM tool and frankly neither do spread sheets.

Your sales process – Your sales process is about more than just the software you use. It’s all of the admin, handoffs, interactions, and other hoops salespeople need to jump through to get things done. If your sales process isn’t as efficient as possible, it can massively drag down your sales numbers. Look at every part of your sales process to see if it could be improved. BTW – all sales systems and processes should be written in manual format and managed to. Sales is indeed….a process whether you are selling widgets or wombats the process is essentially the same.

Your training – Great salespeople are made, not born. Yes, they need to have the right attitude, but they also need the right skills. That comes from training. Provide training on your products and services, the psychology of selling, negotiation skills, and whatever else your salespeople need to become experts. Training needs to be ongoing – it isn’t one and done. During your weekly sales meetings (yes you need them), have debriefs on accounts won and more importantly on accounts lost. What can the team learn?

Your incentives – People need to be incentivized in the right way. This isn’t just pay and salary, it’s opportunities for career advancement, providing constructive feedback, having a good work environment, and ensuring your employees are cared for. Can we say equity? Many salespeople have an entrepreneurial spirit – at least the top dogs do. If your company structure allows for it – why not offer some equity based on performance?

Your management – Is your management process as streamlined as it could be? Remove as many layers from management as you can and give your salespeople more autonomy. Assign well-performing salespeople as mentors to help teach new hires the ropes.

If you’re able to tweak and improve some or all of these areas, you’ll start to see big improvements in conversions and sales. Spend some time, effort, and money on these vital functions now, and you’ll create better equipped, motivated, and trained sales reps who can sell more stuff!

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Urgent Care Centers and Protecting Your Practice’s Bottom Line

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When a new urgent care facility opens up around the corner, should you begin to worry about patient retention and reduced profits? Perhaps. Anything that impacts your medical practice’s bottom line could ultimately compromise your patient satisfaction due to reduced staffing, fewer services, reduced hours and more. I’m sure none of this is shocking news – but you do have options.

The appeal of urgent care – If you want to compete effectively, you need to know what makes urgent care centers appealing. Specifically, it’s:

  • Open long hours, so people can go at weekends or after work.
  • No appointment necessary so people can go when they need to.
  • Specialized services – Some urgent care facilities provide highly specialized services like orthopedics.
  • It’s less expensive. Many people view health care services as a commodity – price is the point.

So how do you compete?

Proactively marketing your medical practice differently. We know more than a little about marketing, and when it comes to healthcare, it’s all about standing out, providing a personal touch, being there for your patients, and building trust. In short, it’s all about creating a connection, a compelling reason for them to come to you instead of going to your competition, where they’ll just be treated as a number.

This is about creating an excellent customer journey for your patients. Training your staff to be flexible and accommodating, providing a complete, holistic suite of healthcare services, and being accessible and convenient.

It’s about becoming a bigger part of your patients’ lives, when they’re well in addition to when they’re sick. Marketing can help you do just that – Email, interactive websites, patient portals, referral networks, and more all help to promote your services and encourage patients to trust you.

Will this help retain patients? Not all – but many will see the value in the connection and forgo the convenience and the dollars. If your patient goes to an urgent care facility, ensure you follow up.

You know your patients well, much better than an urgent care facility or similar provider. Use that to your advantage, to build a connection. Ensure your patients know to list you as their PCP or preferred specialists so medical records get routed back to you or your patients know to send you record of those visits.

There will be times patients will go to Urgent Care facilities out of pure convenience when you are closed. Acknowledge the fact and support your patients in their decision but make sure you stay in the loop of their care!

Focus on the positive things your practice does. You do much more than treat the sick. You almost certainly have wellness programs, specialized clinics, great advice on diet, exercise, and lifestyle, counselling services, guidance, and other services you can tailor to every one of your patients. Spend some time thinking about how you can promote those services, and become more than just a place people go when they need help.

Be more accessible and convenient. If a patient is ill, they need help there and then. One big advantage urgent care facilities have is that they can easily deal with walk-ins and are open long hours. Well, two can play at that game! Consider opening for longer and creating “walk in” slots and specialized clinics for your patients. You might also want to make signing up and onboarding patients quicker and easier, so that’s not a barrier to them coming to you.

Taken together, these three things can help you build more trust with your patients, let them know about your full range of services, and be there when they need you. If you get this in place, you’ll be in a much better position to give them the care they need. It’s not such a delicate balancing act now, is it.

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