I had the very good fortune to work with Adrienne when she consulted for our medical practice. She is razor-sharp, on top of her field, connected and pulls no punches. I learned a lot in a short amount of time and Adrienne was always willing to share knowledge in whatever level of detail necessary. 

Tom Murphy, IBMC



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Yesterday on a whim I Googled “questions employers should ask during interviews,”

or something to that effect.   Naturally a ton of domains came up within split seconds, just waiting to offer help.

So why is there so much inferior hiring going on?  And please don’t tell me there’s a scarcity of good people.

Oh sure, when it comes to engineering and technology, there is indeed a dearth of candidates; but there are plenty of other job openings.

Recently two of my clients have gotten into QuickBook nightmares, with bookkeepers who proved to be incompetent.  This shouldn’t be.  There are plenty of bookkeeping services out there, not to mention the free-lance soloists.  The point is that business owners are in such a rush to find someone, they don’t ask the right questions.

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Too often I hear business owners of small and growing businesses say something along the lines of “When our income holds steady at “X” per month for the next three months, we’ll have the cash flow to hire (an assistant, a marketing director, a project manager – you fill in the position appropriate to your needs).

Unfortunately that’s too late.

Here’s the issue: once you reach that milestone, you’re so slammed you can’t think straight.  How are you going to find the time and have a head that’s clear enough to compose a series of tantalizing recruitment ads?  Who’s going to write the job description?  Who will interview the respondents?  What questions will you or a trusted employee (perhaps you have an HR Department) ask, to ensure you’re selecting the right person for your company?  Who will train the new hire through the learning curve?

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I wanted to repost some of my more popular blogs. This is one I feel passionate about.  

Yesterday I attended the second part of a four-part workshop on Social Media.  It was quite eye-opening, and I was pleased to note that far more of what the instructor said yesterday was understandable to me, compared to two weeks ago.

While I’m not exactly a technophobe, I’m also not the most technologically-savvy individual on the planet.  When I can’t figure something out, or the computer doesn’t do what I want it to do, I automatically blame myself; worse, I stress out.

I’m awed by the patience of those really comfortable with technology.  When they hit a snag, they very calmly try something else.  Then something else, until it works.  No swearing.  No yelling.  Wow!  I tip my hat off to them. 

Of all the statistics that were tossed out yesterday, one stands out.  Unfortunately neither my assistant nor I noted the actual numbers; but I sure got the meaning and reveled in it.

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One of my most prevalent ambitions is to help people understand the difference between marketing and selling, because there’s rampant confusion about these two disciplines; and marketing gets the bad rap.

Here are the seven formal marketing components.  Originally, there were only five (the old four Ps and a D); two were added, about 25 years ago.

Price – not the most important, but the component that gets mentioned first.  What’s the chance your pricing is in line with the perceived market value?  How well are you justifying your prices 

(“this includes . . .”)?

Place – not geographical place, but marketplace.  Here’s where you keep reading my words, “The more narrowly you define your markets, the more effectively you can target those markets.”  This is the trickiest of all the components.

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For 37 years I’ve spoken and consulted nationally, occasionally outside the US.  I’ve had the repeated thrill of receiving off-the-chart evaluations after conferences and the amazing honor of being invited back time and time again.

The people in my seminars and workshops are marvelous.  They ask questions, participate, become motivated.  

The challenge is with their partners, fellow executives and employees back at the office, who haven’t become engaged in the excitement of marketing.  They claim they’re too busy.  

Well, when the current rush of work ends, what will be in the pipeline?  Admit it.  Your people are intimidated by a lack of familiarity with marketing.  They’re comfortable with their daily routines and resistant of change.  

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