Who is Jim Steinman, and what can he teach us about business?
Jim Steinman wrote Total Eclipse of the Heart recorded in 1982 by Bonnie Tyler. It’s rare that a week goes by that we don’t hear this song on our favorite radio station. Why is this song still popular and what does this have to do with business results?
In Total Eclipse of the Heart, Steinman uses contrast, a composition technique found in many hit songs.
He wrote, “Every now and then; forever begins tonight; falling in love - falling apart; nothing I can do – nothing I can say.”
The list of hit songs using this technique is endless. Contrast is one of a songwriter’s most powerful tools.
Few executives successfully connect others to the organization’s desired outcomes. Often what’s missing in their conversation is contrast.
Here are several ineffectively communicated outcomes we’ve heard:
“Our people don’t work as a unified team – we work in silos and don’t communicate as well as we should. We have a strategic plan but we just don’t execute well. Our supervisors don’t know the basics of supervision, creating costly turnover.”
When asked, “What outcomes do you want,” most executives typically respond with vague concepts. i.e. “We need to reduce scrap, increase sales, lower costs, learn to execute more effectively, become world-class or best of breed” etc.
Vague Concepts People cannot do a concept. In our first example, reducing scrap, increasing sales, lowering costs, executing etc. are all concepts. They require the “receiver” to interpret the message; decide what is required; and take appropriate action. Here’s where Jim Steinman and his fellow songwriters can help. There is less confusion or interpretation when you clearly communicate contrast between the current reality and desired outcomes. Then you either work with others to design appropriate actions, or ask them to design their own. With this approach, you genuinely “empower” them [sorry for the buzzword]. Of course you can’t really empower others; they empower themselves. However, most people feel disempowered if they perceive they are either over or under managed.
Dale Carnegie gives us 12 specific ways to gain willing cooperation such as, “dramatize your ideas, throw down a challenge, and appeal to nobler motives.”
Let’s add contrast to these principles by clearly stating our desired outcomes and current reality. For example:
“We are moving from a vendor relationship with our clients to one of true collaboration. [These are concepts, so let’s turn them into contrasting pictures.]
Currently, we meet with our prospective customers and give them generic descriptions of our products (services). The questions we ask mostly revolve around technical specifications. Prospects call us for price quotes or specific product orders. We try to justify our prices and prospects often ask for discounts.
Our desired outcome is uncovering our prospective client’s highest aspirations, deepest values, as well as their technical requirements. We ask questions, the answers to which, give us a clear picture of what they want and why. When we explain what we can do for them, we clearly articulate a specific application relative to their wants and needs. Customers call us not just to solve problems or fill an order, but to engage in dialogue about their current and future requirements. We know how they make money and how our products (services) help them maximize their financial viability.”
This is a shortened version of a larger picture, but it clearly articulates both poles of the structure. What actions immediately jump to mind? This approach gets the creative juices flowing, generating momentum as people turn the current reality into the desired outcome.
To read the full article, email: info@carnegie.ca and request the full version of “Business Tip 3: Getting Profitable Action”.
Business Tip 3 Getting Profitable Action - To learn more about this author, visit Dave Mather's Website.
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