How To Get Their Interest

[FVoehl@aol.com]

In a message dated 7/6/99 2:28:44 AM, quality1@inreach.com writes:

<< I don't know how to crack the code of resistance to learning about Dr.
Deming as foundational to improving business management.  To get Senior
Leaders reinterested in Dr. Deming's teachings.  As such, any such
discussion will be read with intense interest. >>

Jerry raises this question which has been clanking around the DEN now for the 
past year or so, that being: How to get the senior leaders interested?  The 
most effective way for me has been through case studies and book summaries.  
I usually start out with a short one or two page mini-study which takes a 
couple of minutes to read, along with a copy of an article I have written.  
Once I have their interest, and I determine which direction to go in, then I 
follow up with a more detailed case study of 7 pages or more, or a 10 page 
book summary, either on tape on in written format, or both.  The tape 
summaries of the books are particularly useful and can be listened to in a 
car, etc., in less than an hour.  This is the point which many either get 
hooked or lose interest.

For those that are still interested, I may follow-up with a detailed 
profile/case study of the application of portions of SoPK to a particular 
company in their industry, along with an additional book summary tape or 
written copy.  If there is sustained interest, I may even send a copy of the 
entire book that sparked interest, or a copy of my Deming book.  However, it 
is a lot more cost effective to send summaries and case studies.  This method 
usually increases the interest level appreciably, but it takes time- a lot of 
time.  In my consulting practice, the *sales cycle* is usually 9 to 18 months.

To use this approach, it is necessary to have access to a hundred book 
summaries and tapes of the latest business books, and a couple of hundred 
profiles and mini-cases, along with 20 or so detailed case studies of SoPK in 
action covering different industries.  Providing relevant information to busy 
senior executives is one of the keys to a successful consulting practice.

Frank Voehl (FVoehl@aol.com)
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