One of my clients discovered that one of his dream clients was considering a change. They are unhappy with the results they are getting from the 800-pound gorilla in the industry, and they are now open to looking for a company that will get them the results they need. When my client’s company’s name came up, the very senior executive said, “I haven’t heard from anyone there since January.”The statement that no one had called on him for almost nine months wasn’t an offhand remark. It was an indictment. What he was saying is that if my client’s company wanted his business, they would have continued to call on him during the intervening months. Most of the time, the prospective clients of my client calls on an RFP, so most salespeople don’t call on their prospects during the intervening years when they are locked into a contract. It’s interesting that the very C-Level executive doesn’t care about what’s customary. He thinks the people who want his business should be pursuing him.Never Give UpThis story is a lesson for salespeople, especially as it pertains to the pursuit of their dream clients.It isn’t enough to express a passing interest in your dream client or to occasionally check to see if their dormant dissatisfaction has developed enough that they are primed to move. It isn’t enough to call quarterly to check in, or to meet up with your dream client contacts at industry events. These small, infrequent touches, betray a self-interest, teaching your dream client that you only care about them when there is an opportunity for you to compete for their business.Never Go AwayThe truth of the matter is that the competition is occurring right now. The mindshare is being developed between the intervening periods where no salespeople are calling on the dream client because they know that they have a contract and relationships. The relationships that create opportunities develop over time, and relationships are something that can’t be easily developed when you are transactional.If you are going to pursue your dream client, pursue them. Continually call, nurture, and meet with the contacts within your dream client’s company. If you are sporadic in your effort, you will be indicted for your lack of professional pursuit. Essential Reading! Get my first book: The Only Sale Guide You’ll Ever Need “The USA Today bestseller by the star sales speaker and author of The Sales Blog that reveals how all salespeople can attain huge sales success through strategies backed by extensive research and experience.” Buy Now
Podcast: Play in new window | Download (Duration: 39:10 — 31.4MB)Subscribe: Apple Podcasts | Android | Email | Google Podcasts | RSSLeading from a distance is a thing these days – because remote teams and distributed workforces are becoming more and more common. With that reality come a number of difficulties, all the leader’s responsibility to solve. In order to bring some insight to the issues involved, Anthony invited Kevin Eikenberry to be his guest. Kevin has given a good deal of his life to thinking about leadership and has made it his mission to learn all he can about the way leaders need to modify and improve their leadership when it comes to dealing with remote teams. This conversation is intriguing – but it’s just the tip of the iceberg. Be sure you listen and be sure you grab Kevin’s new book, “Long Distance Leader.”.@KevinEikenberry shares how to effectively #lead from a distance on this episode of #InTheArena with @iannarino. #leadership #remoteworkClick To TweetManagement and leadership are not the same thingsIt’s entirely possible to be a great manager and a terrible leader. The reverse is true as well. Kevin Eikenberry points out this difference because so many people are placed in a management position and may even excel at the organizational part of their role, then mistakenly think that makes them a leader. In this conversation, Anthony and Kevin dig into the distinctions between managers and leaders, outline why leadership requires clear communication and great connection with individuals, and how accountability works in a healthier manner when it is based on good leadership.When teams don’t “go to work” anymore, how can leaders trust them?There are still many places in the world where team members assemble in the same geographic location every day to get work done together. But more and more companies are allowing their employees to operate from a home office at least part of the week while still other teams intentionally build an entirely remote workforce. What are the things leaders need to do in order to ensure that their team is actually working when they are not under their direct, in-person supervision? Here are a few clues: it has to do with culture, hiring the right people, and trust – and the leader is responsible for all of those. Listen as Kevin Eikenberry explains.When #teams don’t “go to work” anymore, how can #leaders trust them? Find out how @KevinEikenberry sees it on this episode of #InTheArena with @iannarino. #leadership #remoteworkClick To TweetCultures will exist. It’s up to the leader to create one that empowers and executes on its goalsKevin Eikenberry points out that many people these days are talking about culture as if it’s something that’s missing and needs to be created. The reality is that your team already has a culture – it just may not be the one you want. In this conversation, you’ll receive Kevin’s insights about the type of culture that empowers effective distributed teams, what leaders need to do in order to foster that kind of culture, and hear a few anecdotes about how Kevin has seen a shift in culture make all the difference. You won’t want to miss it.Communication nightmares in your team? Turn off your email and turn on your webcamWe have no shortage of communication tools these days, so leaders have no excuse for establishing effective communication within their teams. However, teams can often find themselves running in circles and belaboring problems when a switch from one communication tool to another could help them clearly define problems and get to solutions quickly. Kevin explains how he encourages his team to avoid that kind of thing by simply turning on their webcams. Not only is it possible to communicate more efficiently through video, it’s also possible to build culture and a sense of deeper intimacy as a team at the same time. Learn why face to face communication is still the gold standard for communication in our technological age, on this episode of In The Arena.#Communication nightmares in your team? Turn off your email and turn on your #webcam. @KevinEikenberry explains the benefits on this episode of #InTheArena with @iannarino. #leadership #remoteworkClick To TweetOutline of this great episode The vital difference between a manager and a leader and why it matters When people don’t “go to work” anymore, how can leaders trust their team? The risk leaders must take in building culture and holding teams accountable How do leaders assure that their goals are being pursued by a remote team? The communication tools that help leaders connect with their team these daysResources & Links mentioned in this episodeKevin Eikenberry’s websitewww.RemoteLeadershipInstitute.comwww.LongDistanceLeader.com or The Long-Distance Leader on AmazonBOOK: RemoteSPONSOR:The Iannarino Sales AcceleratorTom PetersSlackSPONSOR:The Outbound ConferenceSPONSOR:www.B2BSalesToolkit.comThe theme song “Into the Arena” is written and produced by Chris Sernel. You can find it on SoundcloudConnect with AnthonyWebsite: www.TheSalesBlog.comYoutube: www.Youtube.com/IannarinoFacebook: https://www.facebook.com/iannarinoTwitter: https://twitter.com/iannarinoGoogle Plus: https://plus.google.com/+SAnthonyIannarinoLinkedIn: https://www.linkedin.com/in/iannarino Essential Reading! Get my first book: The Only Sale Guide You’ll Ever Need “The USA Today bestseller by the star sales speaker and author of The Sales Blog that reveals how all salespeople can attain huge sales success through strategies backed by extensive research and experience.” Buy Now Tweets you can use to share this episode#Management and #leadership are not the same things. Hear @KevinEikenberry explain why and how to amplify your role as a #leader, on this episode of #InTheArena with @iannarino. #leadership #remoteworkClick To Tweet#Cultures will exist. It’s up to the #leader to create one that empowers and executes on its #goals. That’s a gem from @KevinEikenberry that you’ll hear on this episode of #InTheArena with @iannarino. #leadership #remoteworkClick To TweetSubscribe toIn the ArenaApple PodcastsGoogle PodcastsAndroidby EmailRSSOr subscribe with your favorite app by using the address below
What happened?On January 1, members of the Dalit community on their way to Bhima-Koregaon, a village near Pune, were attacked, allegedly by Hindutva forces. In the violence, a young man was killed. Protests erupted, and by January 2, they spread throughout Maharashtra. Prakash Ambedkar, head of the Bharipa Bahujan Mahasangh party and a grandson of Babasaheb Ambedkar, called a State-wide bandh on January 3.Why is Koregaon-Bhima important?The Koregaon Ranstambh (victory pillar) is a memorial for British East India Company soldiers killed in a battle on January 1, 1818, in which a small group of infantrymen — about 500 of them Mahars (a Scheduled Caste community) — held off a numerically superior force from the army of Peshwa Bajirao II. The Mahars fought alongside the British, some accounts say, because the Peshwa had scorned their offer to join his army.That battle has not found a place in public memories of that time. Dalit activists put this down to a Brahmanic hold on the telling of Indian history. After Dr. Ambedkar visited the site on January 1, 1927, it became a place of pilgrimage for Dalits, an assertion of pride. In recent years, attendance has been in the lakhs, with Dalits coming from all over India. This year, the bicentenary, saw an especially large influx.What triggered the violence?Sambhaji, Shivaji’s son and successor, was captured by the Mughals; according to legend, he was tortured and his mutilated corpse thrown into the Bhima river. Govind Mahar, a Dalit, gathered the dismembered parts of his body and performed the last rites; later, Mahars of the village erected a memorial to Sambhaji. Govind Mahar’s tomb stands near Sambhaji’s in Vadhu-Budruk village, near Bhima-Koregaon.On December 29, a board came up in Vadhu-Budruk hailing Govind Mahar, which, locals say, irked the Marathas in the village, who believe that their ancestors performed Sambhaji’s last rites. Mahar’s tomb was vandalised. On January 1, a mob of 1,500 gathered and, armed with stones, bottles and sticks, attacked buses on their way to Bhima-Koregaon; they threw stones and torched more than 10 vehicles. The violence continued for over four hours. The police remained spectators, and the administration seemed unprepared for the unrest, though it knew of the assembly of a large number of youths at Vadhu-Budruk.Who instigated the violence?News reports say Manohar (a.k.a. Sambhaji) Bhide of Shiv Pratisthan and Milind Ekbote of Hindu Ekta Aghadi instigated the violence. Mr. Bhide, whose stronghold is Sangli district, has close ties with the RSS. He claims to travel across the State, lecturing the youth on Shivaji and his work. He has had cases filed against him for inciting protests against the film Jodha-Akbar, and is believed to have been involved in the Sangli-Miraj riots. Mr. Ekbote is a former BJP municipal corporator in Pune. After the party denied him nomination, he formed his own outfit, Hindu Ekta Aghadi. He, too, has been charged in the past with fanning communal tensions. Cases have been filed against both under the Scheduled Caste and Scheduled Tribe (Prevention of Atrocities) Act.What happened during the bandh?On January 2, Dalit organisations took to the streets in the Mumbai Metropolitan Region, Nagpur, Pune and many other districts, blocking roads and trains and allegedly forcing closure of commercial establishments.On January 3, in Mumbai, local trains and Mumbai Metro suspended a number of services; vehicular traffic, too, came to a halt, and many schools, colleges and offices remained shut. Similar protests brought life to a stop in every district. Violence erupted in Mumbai, Aurangabad, and Kolhapur, among other places. The bandh was arguably the biggest since 1997, when Dalit organisations protested against police firing at Ramabai Ambedkar Nagar, Ghatkopar. This bandh served as a potent reminder of Dalit strength and brought Mr. Ambedkar back into the reckoning as a political force and voice of Dalit aspirations.
zoom Athens-based dry bulk shipping specialist Seanergy Maritime Holdings has entered into a time charter contract for one of its Capesize dry bulk vessels with an undisclosed European charterer.The company’s 180,000 dwt Capesize vessel M/V Lordship was hired for a period of eighteen to twenty-two months.Seanergy said that the ship is expected to commence its deployment under the charter deal in June 2017, upon expiration of its current time charter with the same company.“Our high quality of service has made us a preferred business partner to first-class charterers and we expect this to continue being a central pillar of our commercial strategy,” Stamatis Tsantanis, the company’s Chairman & Chief Executive Officer, said.“Indicatively, based on the prevailing spot rate for Capesize vessels, this time charter contract could contribute more than USD 10 million of net revenues to the company, assuming the full 22-month employment,” Tsantanis added.The net daily charter hire is index-linked rate based on the 5 T/C route rate of Baltic Capesize Index. In addition, the charter contract provides the option to Seanergy to convert at any time and for a period of three to twelve months the index-linked rate into a fixed rate corresponding to the prevailing value of the respective Capesize FFA.Seanergy said that, as the freight market strengthens, the company expects to secure additional long term employment agreements for its fleet.Built in 2010 by South Korean Hyundai Heavy Industries, M/V Lordship is one of the two bulkers purchased by Seanergy in September 2016.Both ships, which were bought for a price of USD 20.75 million each, joined the company’s fleet in late 2016.