Cydcor Blog

Based in Westlake Village, CA, Cydcor is the premiere outsourced sales solution for Fortune 500 clients. For more information, check out Cydcor on Twitter.

Here is Cydcor's review of Mind Amplifier: Can Our Digital Tools Make Us Smarter? By Howard Rheingold.

About Mind Amplifier: Author Howard Rheingold asks the question, does designing and using online and digital media make us smarter? Mind Amplifier examines the origins of digital mind-extending tools, and then explains how such technology can and will advance in the future.

This TED book provides an accessible overview of some of the key ideas of online media, along with some history regarding people’s relationships with tools. From learning to create language all the way to the printing press, he makes the argument that because of the unique capabilities of the human brain, humans can and do co-evolve with their tools.

Why Cydcor recommends this to future leaders: This is a quick 62-page read that provides an excellent example of how media and social interactions are changing. Mind Amplifier asserts that, if we hope to achieve a global sense of progress, people need to adapt to such innovations.

Rheingold compares the effect of the Internet with other similar mind-changing revolutions throughout history. It presents both sides of the impact of the Internet on our mental and emotional abilities.

Our favorite part: "It sounds dizzying, but reflective awareness of one’s own thinking processes is the fundamental mind-tool, useful in mastering higher-order methodologies."

Rheingold’s at his best when he’s providing the framework for thinking about how we might best harness the tools to work collectively to solve many of the current problems we face. The author doesn’t sugarcoat the digital age; he acknowledges that technologies have been used in damaging ways, yet he remains optimistic and mindful of how such tools can change lives for the better.

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Dan Pink’s Puzzles of Motivation TED Talk asserts that the ways of “sticks and carrots” motivation is outdated and that people’s reaction to incentives has changed. To achieve peak efficiency in tasks, Pink suggests three tactics: autonomy, mastery and purpose.

Autonomy, in Pink’s definition, is “the urge to direct our own lives.” Mastery is “the desire to get better and better something that matters.” And purpose is “the yearning to do what we do in the service of something larger than ourselves.”

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Pink references the early 1900’s, speaking on the scientific management premise that worked during a time period when work more than likely consisted of simple, boring tasks. Back then, managers deduced that in order to get people to take on these tedious tasks they had to incentivize them properly and monitor them closely.

Put even more simply, Pink says that business owners knew that in order to get the most production out of your workers, you rewarded behavior you wanted and punished behavior you discouraged.

As Pink notes, this suggests “human beings aren’t much different from horses – that the way to get us moving in the right direction is by dangling a crunchier carrot or wielding a sharper stick.” But according to Pink, this is no longer the case, and today people are motivated differently.

So what does motivate modern-day people?

Allowing autonomy to workers lets them feel and be more in control of their production. Some studies have indicated that letting workers hold themselves accountable for finishing tasks (rather than being micromanaged) and allowing for ‘creative’ days results in workers that are happier overall.

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Mastery allows employees to become better at something that matters to them. People like to extend themselves and develop their skills, and they also often enjoy working in an environment where learning and development are encouraged.

Purpose means taking steps to fulfill one’s natural desire to contribute to a greater cause. A person who understands their company’s purpose and vision and knows their individual role contributes to this vision is more likely to be happy at work.

Dreamers and entrepreneurs are separated by one simple thing: the ability to successfully execute an idea. Assembling the right team to implement an innovative idea takes a strong leader at the helm to make it a reality. The term ‘leadership’ has various definitions, and everyone will have an opinion on the qualities a great leader should possess. However, there are universal key factors that the most successful trailblazers should have.

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Confidence: Those put into leadership roles might worry that showing too much confidence can come across as egotistical or arrogant to their co-workers. A reality is that everyone wants to know and feel that their leader is both capable and secure in their decisions and knowledge. Showing confidence in your posture and presence along with using positive language is also vital. There is also poise in those leaders who are capable of saying, “I don’t know” to their co-workers. It takes great confidence for a leader to admit to not knowing the solution; it also requires having trust in their team to kick into gear and help out.

Communication: A trailblazer can have a lot of ideas, but are they capable of clearly expressing their thoughts effectively to others? Honing communication skills is vital, as you want to be able to succinctly designate and describe what needs to be done in order to produce the idea and meet the goal. Being unable to relate a vision to a team can lead to severe miscommunications and misunderstandings.

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Create a productive atmosphere that focuses on everyone’s communication ability. Open door policies, daily updates and check-ins—and making those in decision-making and planning roles available for discussion—can all contribute to a healthy interoffice environment.

Obligation: Lead by example. A leader has an obligation to stay committed to their goals, and there is no greater motivation for a team than seeing their leader get down alongside them and muscle into the workload. Proving commitment to the brand and idea can earn a leader respect among their workplace. Create a reputation for working hard and keeping promises.

Here is Cydcor's review of Radical Openness: Four Unexpected Principles for Success by Anthony D Williams and Don Tapscott.

About Radical Openness: The authors of Radical Openness, Anthony D. Williams and Don Tapscott, are thoughtful leaders on business, government and society, and speak on the technologies that can achieve new opportunities. They offer real world examples to show an application of their ideas and how to fulfill a vision.

The authors also speak on the importance of organizations embracing transparency with customers and society to foster trust. They also speak at length regarding innovation and successful companies that dissolve corporate boundaries.

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Why Cydcor recommends this book to future leaders:  This is a good introductory read for anyone who is considering the implications of openness and transparency for either themselves or their organization. It also focuses on dynamic platforms to provide opportunities for people to collaborate with and contribute ideas to one another.

The book also speaks about digital technologies and how they reduce costs by allowing new ecosystems of companies and organizations to work together in a new way. Today, companies are able to tap into global talent pools via social media—something that was never so easily possible in the past.

Our favorite part: Tapscott and Williams offer example after example of how people are harnessing contemporary communication, consumer engagement and transparency tools.

Tapscott also acknowledged that there may still be proprietary information that needs to be protected, but increasingly companies default "toward an open position." They cited Ikea, which engages customers in co-designing its products.

“It's called 'prosumer.’ You turn your consumer into a producer, by engaging customers and providing them with information they need to produce."

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Here is Cydcor's review of That's Not What I Meant: How Conversational Style Makes or Breaks Relationships by Deborah Tannen.

About That’s Not What I Meant: The book explains the old saying “It’s not what you say, but how you say it that counts” with a revolutionary thought process about how words and their tones can make or break relationships.

Tannen looks to demonstrate how something very small and insignificant can turn an entire conversation upside down, bringing the opposite result of what was expected. Between family, co-workers, friends or partners, she shows how everything from how our body language, hand gestures and tone can bring successful communication with those around us.

Cydcor recommends this book to future leaders because:

The author looks to have those be aware of how they habitually communicate, and the reasons behind why they communicate in such ways and what to look for to correct them. A poor communication style can break a professional relationship, so it’s relevant to leaders to have each piece of communication broken down and to explain how it effects others. Tannen does a terrific job of providing clear, understandable information in an entertaining tone.

Our favorite part:

Tannen helps us understand how we don't just pay attention to the words spoken: in fact, we pay less attention to the message than what she calls the "metamessage": the implied and inferred meanings that each utterance evokes.

An example provided is the question, "Does this dress make me look fat?", as there is no right "yes" or "no" answer, as the question is not about the affect a particular garment has on one's appearance.

The real question, what Tannen calls “metamessages, is about whether the listener still finds the questioner attractive. Miss the real question, and conflict follows.

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A lack of motivation at work is a difficult problem for many. There are many elements that can contribute to it: perhaps you feel overwhelmed with many tasks or have personal and family stressors that make it challenging to come into work raring to go.

Get your motivation back by incentivizing yourself. Schedule something mid-day with co-workers, such as lunch or a quick trip for coffee. Make plans to do something fun after work, like a nice dinner or a meet-up with friends. Having something to look forward to is a great motivator to start your day off with a positive attitude.

If you’re struggling to feel productive, choose or create one goal that you can get excited about. It will be a lot easier to put time and energy into an objective if you’re invested in the outcome and not just going through the motions. You’re much more likely to be motivated towards something that you genuinely want to achieve, and starting and finishing such a project is a great way to transfer that momentum to other tasks.

Many feel they are great at multi-tasking; however, it can sometimes be difficult to get everything done when there are too many goals involved. Write down one priority goal each day. It is much easier to focus on one goal at a time, giving it your full attention. Don’t overload yourself trying to do several important asks at once—instead, prioritize. When you do complete your goal, check it off and move to the next one.

Your environment can be a sneaky de-motivator. Check your desk and office space for things that might be a distraction. A messy space can often pile on extra stress without us realizing it. Talk to your boss about different options available as well, such as changing to a window desk, organizing your area, or the possibility of working from home on some occasions. Sometimes a clean, refreshed environment can promote a better mind-set, thereby increasing motivation.

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The concept of networking can make some people apprehensive, as many feel awkward or uncomfortable with getting to know others, and putting themselves and their businesses out there. Networking is certainly a skill that takes time to build and hone, and comes much easier to some than others. However, networking is a vital step towards taking you and your business to the next level.

A crucial first step is to clearly define what your goals are. Are you looking to find potential new clients? Or perhaps a mentor in a field related to yours? Or maybe you are looking for training and education opportunities? What is it you hope to gain out of such a relationship? Identifying exactly what your ideal networking outcome would be will help make the process feel more focused.

Some people find the occasions to speak about themselves and their business intimidating, while others revel in the chance to tell others what it is they do. Practice a short, 60-second presentation about yourself. This is commonly referred to as an “elevator speech,” which is a quick overview of what it is you are trying to sell—which in this case would be yourself. Identify what your best skills are, your knowledge, your unique experience, and what it is you offer. It’s important to be considerate of other people’s time, so be as concise with your speech as possible.

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Identifying your market is just as important as expressing what you do. When starting out in a new industry, some feel they don’t know anyone, and have a tough time defining their network. Start small, with friends and family and through social spheres of influence. Attend meetings of organizations in your field of interest or a hobby you hold, and get involved. A network should come from a place of sincerity. Don’t join a group or look to connect with a community where you don’t hold genuine interest.

Be proactive in your schedule and stay organized by tracking your networking. The business cards and contact information you acquire should go into a simple spreadsheet or online contact organizer. It’s always good to start this kind of tracking early, as you might begin to feel overwhelmed as you receive more and more cards and contact information.

Networking is an ongoing dedication. Even after you’ve exchanged contact information with a potential client it’s vital to conduct occasional check-ins to keep yourself on their radar. This will also show that you are willing to stay in touch over an extended period of time, not just when you need or want something from them.

One of the best pieces of advice about networking is that successfully creating lasting connections comes from being true to oneself. Many introverts feel they need to pretend to act like an extrovert in a networking situation. The same goes for extroverts who feel they need to be an enhanced version of themselves. While everyone needs to make an effort to be more outgoing than normal during professional networking opportunities, don’t be artificial. Be your authentic self, and the people you truly connect with will follow.

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Here is Cydcor's review of Buckley: The Right Word by William F. Buckley, Jr.

About “Buckley: The Right Word”: This unique book is assembled and edited by Samuel S. Vaughn, and drawn from the works of William F. Buckley, Jr. It is a greatly entertaining book to those who enjoy the finer points of the English language. It also explores areas such as diction, speaking styles, as well as the most common abuses of language.

Why Cydcor recommends this to future leaders: The clear, erudite use of language that Buckley employs when discussing the art of writing, past columns, belles-lettres, and more should be an inspiration to anyone who enjoys fine writing. Whether one enjoys Buckley because of his reputation as a political commentator, or admires his writing style, or if one simply aspires to be a better writer, this book from one of the modern masters of linguistics is a true must-have.

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Our favorite part: Throughout this collection of his belles-lettres, Buckley's wit shines through. While some might deem Buckley “funny,” we know from this book that Buckley would have much more appreciated the word “witty.”

One section that expresses Buckley’s wit particularly well is as follows:

“The next liturgical ceremony conducted primarily for my benefit, since I have no plans to be beatified or remarried, will be my funeral; and it is a source of great consolation to me that, at that event, I shall be quite dead, and will not need to listen to the accepted replacement for the noble old Latin liturgy. Meanwhile, I am practicing yoga so that at church on Sundays I can develop the power to tune out everything I hear, while attempting, athwart the general calisthenics, to commune with my Maker, and ask Him to forgive me my own sins, and implore him, second, not to forgive the people who ruined the mass."

Another great part of “Buckley: The Right Word” is Buckley's series of letters from some of his readers. These letters provide insights towards the personality of Buckley and also show his unforgiving grasp of the English language.

Pipeline management has become a major focus to organizations and salespeople throughout the years. This renewed focus has quickly highlighted problems that might have been hidden during ‘boom’ markets a few years ago, such as accuracy and a streamlined system. Cydcor is committed to examining these problems and finding solutions.

When polled, 44% of senior sales professionals found that a major cause of frustration at their workplace stemmed from stalled opportunities. So what part or parts of a sales pipeline can create a problem for you when trying to close a sale?

Some think of a pipeline as a bunch of steps put together in order to create a progress toward the end goal of achieving a sale. In fact, a truly efficient ‘pipeline’ should be more of a series of strategies that are redefined, modified and tailored to each individual client.

There are three critical factors when establishing your pipeline: Identifying an account’s budget, the length of the sales cycle, and who the key-decision makers are. If you or your team does not manage to establish these three pieces of information, you might find yourself writing proposals for leads that aren’t qualified, or being overtly optimistic about a closing date or budget available.

Coach yourself and your team on the language you use when speaking to clients. Collecting the information is key, however how you ask for it can sound professional or pushy, depending on your language.

Asking someone “Are you a decision maker?” can lead to an alienated customer. Instead, try a softer approach, such as “We understand that a purchase such as this can go through an executive team for a decision. The process will go smoother for everyone if we can gather some information.”

Additionally, prospective clients can often be reluctant on giving a firm number when asked for their budget. Offer a range of prices, such as, “Typically an account often falls between $X and $X amount. Where are you most comfortable?”

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A sales number metric that often gets over looked, is how often it takes you or your team to respond to a customer. Data indicates that leads receiving a call-back within two minutes or less were four times as likely to convert. Start measuring response times for your new leads, as sales representatives often prioritize follow-ups over any new leads.

If you can begin to combine all these factors then not only will have you have shown yourself or your team members the problems, you will be able to come up with solutions and give yourself the competitive advantage.

The worldwide leader in outsourced sales solutions, Cydcor provides clients with proven sales and marketing strategies that get results.

Here is Cydcor's review of The Victory Lab by Sasha Issenberg.

About The Victory Lab: This is an insider’s account of how database marketing and psychology has caused political campaigns to gradually become more science than art in recent years. Issenberg introduces us to groundbreaking ideas that were the works of such iconoclasts such as Todd Rogers, Mark Grebner and Ken Strasma.

Cydcor recommends this book to future leaders because: Victory Lab takes a look at many of the key players involved in political campaigns, going back to many presidencies. We learn much about one in particular: Hal Malchow, one of the most prominent pioneers of political direct marketing in fundraising, voter contact mail, micro-targeting and Internet.

This book isn't just for those who are into politics; it's for any reader that loves books about what make people make the choices they do. The author does a great job of straddling the center of politics - showing no favoritism to either side, something that can be very hard authors to do these days.

Our favorite part: The Victory Lab takes everything you thought you knew about presidential elections and turns it upside-down. The argument of Sasha Issenberg is that elections have become not so much about convincing the public you have a winning argument, but rather micro-targeting the voters. Finding the low-information voters and determining exactly what they needed to hear to vote for a given candidate.

By using the science of behavioral economics, expert campaigners have found ways to determine why certain voters do or do not make it to the polls, and to adjust their message accordingly based on the voter they are trying to reach.

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A quote by Carl Zuckmayer says, “One-half is luck; the other half is discipline—and that’s the most important half, for without discipline you wouldn’t know what to do with luck.”

Luck doesn’t just happen, and it’s Cydcor is a firm believer that it's entirely possible to create your own. There are many events that happen over the course of an individual’s life that they have nothing to do with—both negative and positive occurrences.

The concept of ‘luck’ is truly about being at the right time and the right place. But how can you be sure you are?

Those who are successful project an appearance of being positive. When someone is positive, others want to be around him or her. What does ‘be positive’ really mean? Radiate appreciativeness and share your knowledge and friendship with others. Everyone has insecurities, and spending time with those who are negative only exacerbates them.

The more effort you put into creating a positive, professional relationship, the more opportunities will be presented to you. Others will see you have a ‘can-do’ attitude and will turn to you for help. People want to work with those who provide solutions and aren’t bogged down by negative frustrations.

Things are also not as black and white as they appear. Try to keep an open mind and make sure your vision isn’t narrow when it comes to what you feel is possible or impossible. You can miss out on opportunities if you have tunnel vision.

Create your own luck by setting yourself up for opportunities!

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