Wisdom from Harvey

More Wisdom from Harvey

The ABCs of negotiating

By Harvey Mackay

As a kid, I practiced the art of negotiating daily with my parents and teachers. I continued to hone my skills as I grew, eventually buying a small struggling envelope company. Over decades as a business owner and salesman, I’ve probably spent as much time in negotiations as any other part of my job. I know you can’t negotiate anything unless you absolutely know the market. And I always let the other person talk first.

Those valuable lessons have become my ABCs of negotiating:

A is for authority. Always, before you start any

negotiation, look beyond the title and make sure that the person you’re dealing with is in a position of authority to sign off on the agreement.

B is for beware the naked man who offers you his shirt.

If the customer can’t or won’t pay what the deal is worth, you don’t need the sale.

C is for contracts. The most important term in any

contract isn’t in the contract. It’s dealing with people who are honest. Whenever someone says, “Forget the contract, our word is good enough,” maybe yours is, but his or hers usually isn’t.

D is for dream. A dream is always a bargain no matter

what you pay for it.

E is for experience. When a person with money meets

a person with experience, the person with the experience winds up with the money, and the person with the money winds up with the experience.

F is for facts. Gather all the facts you can on both sides

of the negotiation. Remember, knowledge does not become power until it is used.

G is for guts. It takes plenty of guts to hold firm on your position, and just as many to know when to make concessions.

H is for honesty. Not only is it the best policy, it is the

only policy. Your reputation for honest dealings will keep doors open that get slammed in others’ faces.

I is for information. In the long run, instincts are no

match for information.

J is for judgment. If a deal sounds too good to be true,

it is.

K is for know about no. If you can’t say yes, it’s no.


L is for leaks. The walls have ears. Don’t discuss any

business where it can be overheard by others. Almost as many deals have gone down in elevators as elevators have gone down.

M is for maybe — the worst answer you can get.

N is for never say no for the other person. Make them turn down the deal, not you.

O is for options. Keep your options open, because the first negotiation isn’t usually the only negotiation.

P is for positioning. They can always tell when you need the sale more than they need the deal.

Q is for questions. Question every angle, motive and outcome. Not out loud necessarily, but so that you are satisfied that you understand the opposition’s strategy and can respond.

R is for reality check. In any negotiation, the given reason is seldom the real reason. When someone says no based on price, money is almost never the real reason.

S is for smile — and say no, no, no until your tongue bleeds. If the deal isn’t right for you, stay calm, stay pleasant and just say no.

T is for timing. People go around all their lives saying, “What should I buy? What should I sell?” Wrong questions: “When should I buy? When should I sell?” Timing is everything.

U is for ultimatum. Never give an ultimatum unless you mean it.

V is for visualization. If you can visualize your presentation, the objections that will be tossed back at you, and your response to those means you are already ahead of the game.

W is for win-win. A negotiation doesn’t have to have a winner and a loser. Everyone should come out winning something.

X is for (e)xit strategy. Decide in advance when you will withdraw from negotiating, when you can no longer achieve what you need or when the other side cannot be trusted to negotiate fairly.

Y is for yield. What will this deal yield for you? What will you have to yield to make it work?

Z is for zero in on what you want, what you need, and what you are willing to concede.

Mackay’s Moral: Agreements prevent disagreements.

Creativity to Inspire

When you are in sales, you get easily get stuck in a rut.

Creativity can help you break free.


Cultivate creativity to grow success

By Harvey Mackay

Paul was majoring in zoology at college. One semester he took a course in the study of birds — ornithology. For the final exam, Paul studied until he had the textbook nearly memorized. He knew his class notes backward and forward. He was eager to take the exam, certain of getting a good grade.

The morning of the exam, Paul took a seat in the front row of the big auditorium where the class was held. Over 100 students were in the class with him. On a table at the front was a row of 10 stuffed birds, each one with a sack covering its body so that only the legs were visible.

The professor announced, “For this test, which counts for 80 percent of your final grade, I want you to identify each bird up here by its legs, and then discuss its species, natural habitat, and mating patterns. You may begin.”

Paul stared at the birds. All the legs looked the same to him. After spending half the exam period in growing frustration as he tried to determine which bird was which, he picked up his exam and threw it on the professor’s desk.

“This is ridiculous!” he shouted. “I studied the textbook and my notes all night, and now you’re asking me to name these birds by looking at their legs? Forget it!”
The professor picked up the exam booklet and saw that it was blank. “What’s your name, young man?”

With that, Paul yanked one leg of his pants up. “Why don’t you tell me?”

Paul’s response probably didn’t earn him a passing grade, although I must admit, I admire his creativity!

“Creativity is a great motivator because it makes people interested in what they are doing. Creativity gives hope that there can be a worthwhile idea,” said English psychologist Edward de Bono. “Creativity gives the possibility of some sort of achievement to everyone. Creativity makes life more interesting.”

Everyone is born with the ability to be creative, but some people seem to lose it as they grow older, whereas others are better at accessing their creativity throughout their lives. Studies show that there is no correlation between IQ and creativity.

Here’s how to regain or retain your creative spark:

  • Be aware of what’s going on around you. A scientist needs to analyze all available facts and every bit of research. Stay on top of current business trends. Learn from other people’s ideas and mistakes.
  • Explore. Examine all of your options and alternatives, no matter how far-fetched they may seem at first. Don’t rule anything out as you look for solutions and new approaches.
  • Be courageous. You’ve got to be fearless and not worry about what others may think. Don’t try to be like everyone else. Take your own approach, whatever you’re doing. Prepare to accept some criticism but don’t take it personally.
  • Rely on your instincts. As you assimilate the information around you and assess the possibilities, factor in your instincts to come up with creative solutions. As legendary film director Frank Capra said, “A hunch is creativity trying to tell you something.”
  • Assess your options. Sort your ideas into categories, and rank them. Try combining ideas, and eliminate any that don’t fit what you’re looking for.
  • Be realistic. Step back and evaluate how your idea or solution is likely to play out in the real world. Look at the upside, but consider the downside as well. Not all great ideas will work, but they may lead to other solutions.
  • Stick with it. You need to be persistent if you want to achieve anything significant. A novel takes a long time to write; a successful business may take years to build. Keep a detailed picture of the intended result in your mind to help you stay focused and move forward.
  • Be patient. You can’t hurry creativity, so take time to ponder your ideas. Sit back and take time to think things over. That’s usually how the best ideas bloom.
  • Evaluate the results. At the end of the process, ask yourself: Has my vision been realized? Learn from what works and what fails so you can move on to your next project.
  • Creativity isn’t just a process. It’s a value. If you value success, get creative!

Mackay’s Moral: It only takes a little spark to ignite a great fire.

Can You Do it in 3 Minutes?

Our attention spans are shrinking.

Here’s wisdom from Harvey:

Let your ‘elevator speech’ elevate your business

By Harvey Mackay

If you were given a 180-second opportunity to change your business forever, would you be prepared to do it on a moment’s notice? You would if you learn about the elevator speech as defined by Terri Sjodin in her new book, Small Message, Big Impact.

The book’s subtitle, How to Put the Power of the Elevator Speech to Work for You, gets right to the point: the three minutes or so that you have to introduce your product or service to a potential customer.

In meet-and-greet situations, we have a unique opportunity to start a business relationship. Knowing how to use those few minutes to your best advantage is a skill that is essential to getting to the next level. Are you prepared for this challenge?

Terri Sjodin just became your best friend. “Small Message, Big Impact” is an extremely practical guide that is clearly written and packed full of terrific examples.

I’ve known Terri for a long time, and I am a big fan of her work. As a professional speaker, I can vouch for the wisdom she shares. The way she presents the information makes it easy to absorb. In fact, each of the chapters becomes an elevator speech on its own, because she takes just the right amount of time to get the ideas across.

Sjodin defines the elevator speech this way: “A brief presentation that introduces a product, service, philosophy, or an idea. The name suggests the notion that the message should be delivered in the time span of an elevator ride, up to about three minutes. Its general purpose is to intrigue and inspire a listener to want to hear more of the presenter’s complete proposition in the near future.”

Working with that time constraint, you begin to realize that every word is significant. You can’t ramble or veer off message, or your presentation loses focus and becomes small talk. That’s where the value of her advice is most apparent: getting to the point without getting stuck on the details.

“Your goal is to be both informative and persuasive, pairing rock-solid information with compelling arguments,” Sjodin says. “If you are too informative, nothing happens. If you are too aggressive, nothing happens. Find a balance and you’ll see results.”

Drawing on the work of Professor Alan Monroe, Sjodin works through the steps of Monroe’s Motivated Sequence which describes the normal sequence of human thinking: attention, need, satisfaction, visualization and action. She translates this scholarly work into language that anyone can understand and apply to their specific situation.

Once you understand what the listener needs, the product becomes much easier to craft. With useful examples and step-by-step outlines, she takes the mystery out of what makes an effective message and how to best use those precious three minutes.

Really outstanding speakers typically meet three benchmarks, she says.

  1. Case — “They have built solid persuasive cases, employing clean, logical arguments and evidence to support their message.”
  2. Creativity — “Their illustrations of the talking points are really creative. They have blended thoughtful analysis and storyboarding to craft intriguing and interesting messages.”
  3. Delivery — “They present their messages in their own authentic voices. There’s no boring professional mode; they aren’t canned Stepford people. Their presentation style is genuine, and people sense the truth in their delivery.”

Sjodin offers the ten basic steps to developing an elevator speech, and provides an outline worksheet that can be adapted for any situation. You couldn’t ask for a better how-to. She’s taken the guesswork out of preparing the presentation.

She emphasizes the importance of practice and evaluating your performance. She includes a thorough speech evaluation form that allows readers to assess their progress and effectiveness.

The creative approach Sjodin takes sets her book apart from so many other advice books. Borrowing from MIT meteorologist Edward Lorenz, she starts with “the butterfly effect,” the notion that a massive storm might have its roots in the faraway flapping of a tiny butterfly’s wings.

“Assume that one tiny presentation at the outset of your journey could ultimately result in the fruition of your short- and long-term plans,” she says, “and the magic of the Elevator Speech Effect can begin to generate a positive ripple effect forward. The motivation you use to put yourself out there is the potential to attain your goals and dreams.”

Mackay’s Moral: A great elevator speech can take you all the way to the top.

Ego Check

Yesterday I featured an article from Harvey Mackay, here’s another:

Ego trips have a dangerous destination

By Harvey Mackay

Talent is God-given, be humble. Fame is man-given, be thankful. Conceit is self-given, be careful.

This anonymous saying is often attributed to legendary college basketball coach John Wooden. And he surely hit the nail on the head.

I have a different way of talking about conceit in my speeches. If you think you’re indispensable, I tell my audiences, stick your finger in a bowl of water and watch the hole it leaves when you pull it out.

This lesson was drilled into my head by my parents, who made sure their brash son knew what they thought about conceited people. Perhaps this is where my fondness for aphorisms comes from! I can still hear them saying: “Don’t hang your hat higher than you can reach.” “Swallow your pride occasionally, it’s non-fattening!” And my dad’s stern advice, “It is far better to have other people say how great you are.”

Like many kids, I was known to be a little cocky. But I stopped short of the ego trip of one of my childhood friends, who used to send congratulatory messages to his parents on his birthday.

Throughout my life, I have observed what happens when heads swell and egos exceed capacity. The “me-first” attitude is met with “not you again” resistance. Conceit and success are not compatible. There is no shame is taking pride in achievements or position. But nobody gets to the top alone. It’s only lonely at the top if you forget all the people you met along the way and fail to acknowledge their contributions to your success.

My son is a film producer and director in Hollywood, the land of large egos and monumental conceit. He shared a story about a movie actor who had bored the ears off his lunch companion by talking incessantly about his recent movie. Suddenly the actor stopped and said, “But I’m talking all about myself. Let’s talk about you. How did you like my latest movie?”

Ouch! Is that the best he could do?

Then there’s the story about the self-important chief executive officer who arrived at the hotel ballroom where his company’s annual meeting was being held, only to be stopped at the door by a burly uniformed guard.

“Just wait here,” said the guard, “until I check the list.”

“But,” sputtered the CEO, “don’t you know who I am?”

“No, sir,” said the guard, “but I will go and find out and let you know.”

I can tell you right now who the fellow is — a person whose universe is very small, because it has no room for others.

“A person completely wrapped up in himself maks a small package,” wrote Harry Emerson Fosdick, an American clergyman. “The great day comes when a man begins to get himself off his hands. He has lived, let us say, in a mind like a room surrounded by mirrors.

“Every way he turned he saw himself. Now, however, some of the mirrors change to windows. He can see through them to objective outlooks that challenge his interests. He begins to get out of himself — no longer the prisoner of self-reflections but a free man in a world where persons, causes, truths, and values exist, worthful for their own sakes. Thus to pass from a mirror-mind to a mind with windows is an essential element in the development of a real personality. Without that experience no one ever achieves a meaningful life.”

Think of it this way: When business is good, who gets the credit? When the chips are down, whom do you blame?

Start by looking in Fosdick’s mirror! If you see only yourself, keep looking. Look closely, and see if you don’t recognize people who shaped you as a young child, throughout your education, and at every step in your career.

My list is very long. I am fortunate that these people cared enough to provide me with a reality check when they saw me getting a little too big for my britches.

The conceited new rookie was pitching his first big league baseball game. He walked the first five men he faced, and the manager took him out of the game. The rookie slammed his glove on the ground as he walked off and yelled: “Can you believe it? The jerk takes me out just when I have a no-hitter going.” Time to look into the mirror!

Mackay’s Moral: Conceit is a strange disease. It makes everyone sick except the person who’s got it.

The Foot In The Door

I know several folks who are looking for a job.

When my kids were teenagers, my simple advice was to get “a job”. Not the “ideal job” or “perfect job”.

In the sales world there should never been an unemployed sales person. You may not have the ideal or perfect job, but a job is always available as a salesperson.

Harvey Mackay has more:

Everyone has to start somewhere

By Harvey Mackay

Comedian Jim Carrey took a job as a janitor at a tire factory at age 15 when his father lost his job. He also worked as a security guard. To relieve his stress, he visited local comedy clubs, which instilled his love of comedy — and prepared him for a blockbuster career.

Everyone has to start somewhere. Like Jim Carrey, I started by pushing a broom at an envelope manufacturing company and worked my way into sales in six months. My career path took a different turn, but all in all, I’d say my humble start led to a life I love.

You never know where your career will go once you get your foot in the door and learn about different businesses.

Many famous people started out very small before they hit it big. The main thing is they started and got experience. Pride didn’t get in the way — they had to pay the rent, eat and work toward their ultimate goals. Consider these examples.

Before Brad Pitt was a leading man in the movies, he worked various odd jobs, including driving limos, moving refrigerators and dressing up as a giant chicken to attract customers to a local restaurant.

Another one-time janitor is Stephen King. He job was cleaning a girls’ locker room, which later became his inspiration for his best-selling novel “Carrie.”

Cooking show hostess Rachael Ray started out working at the candy counter at Macy’s in New York City. She later managed the fresh-foods department, which helped pave the way to her sizzling cooking career.

Donald Trump collected soda bottles for the deposit money and later went around with rent collectors to learn about that business. Do you suppose that’s where he got the idea for The Apprentice?

David Letterman, Diane Sawyer, Raquel Welch and George Carlin were all weather people on TV.

Michael Dell, founder and CEO of Dell computers, and personal-finance guru Suzie Orman, washed dishes at restaurants.

The late George Steinbrenner, who later owned the New York Yankees among other businesses, helped his older siblings raise the family’s chickens, which he would also kill and dress for customers.

Working at ice cream shops is part of the resumes for Julia Roberts, Lucille Ball and Robin Williams, who also was a street mime before he got into acting.

And I’d wager that every one of these fabulously successful people would tell you that they still remember the lessons they learned from those early labors — even if one of those lessons was that they wanted more out of life.

Few people would describe their first jobs as their dream jobs. The work is usually hard, the pay is never enough, and the hours are lousy. The experience, however, is invaluable.

As college graduates start to learn the realities of the business world, I tell them that they will have to pay their dues. There is no substitute for real-world experience. Hard work is still a requirement for success. You can’t start at the top and work your way up.

In this economy, I’m frequently hearing stories about folks who are starting over in their careers due to downsizing, restructuring, technology or belly-up businesses. Most don’t have to start at the bottom, but they aren’t making lateral moves either.

My advice is always the same whether you are starting up or starting over: Keep your options open. Don’t discount the value of any working experience. Expand your network at every opportunity, because you never know who might know someone who could use your talents and skills. Volunteer some time to get more and varied experience. Make sure you have a presence on social networking sites, especially LinkedIn and Facebook.

Perhaps the most important tip I can pass along is this: Never be afraid to ask for help. There are plenty of people who have created successful businesses, and even more who have built successful careers. Learning from others is essential, no matter how much you have learned from your own experience.

Finally, don’t be afraid to dream. Long before Mickey Mouse, Walt Disney dropped out of school at age 16 to join the Army, but was rejected because of his age. He became a Red Cross ambulance driver in World War I instead. He wanted to be an artist when he came home, and with determination, an entertainment empire was born. For Walt Disney, “a dream is a wish your heart makes.”

Mackay’s Moral: You can’t win the race if you never start.

The Story of Collective Wisdom

Thank you for finding this site on the web.

Every once in awhile I need to re-introduce myself and what this site is about.

In 2005 I launched this site to store and share sales tips that I had gathered, and then within a couple years it evolved into what you see today.

My name is Scott Howard. If you Google Scott Howard, I may show up on the first page or 2nd page of results, but there any many, many Scott Howards and so I needed an alternative identity.

Not to hide who I am, but just to create a more distinct name than what my parents named me.

ScLoHo is a mash up of my first, middle and last names and I was using ScLoHo as an email address long before it became a personal brand.

ScLoHo’s Collective Wisdom is not about me. I hand select each and every story that appears here. I do not write most of the material, except the introductions, like what you are reading right now.

Simply put, Collective Wisdom is an ongoing collection of wisdom that I place on this site 3 to 4 times a day, 7 days a week.

My areas of interest and expertise are: advertising, media, marketing, and sales. So every morning at 6am, I post a sales tip. There is also an update at 6pm every night. In between those 12 hours, there are 1 or 2 more updates, either one at noon, or if there are two they will be at 10am and 2pm.

This is one of 4 of my own sites that are updated at least once a week, there is a list on the right side of this page of the others with a brief description of each site.

Google gives me visitor stats on all my sites and this one has grown from 5,000 to nearly 10,000 visits a month.

Learning from others is the main thrust of Collective Wisdom, and back when I was 26 I started reading and learning from a few books written by Harvey Mackay. The past few years Harvey has been writing a weekly column and here’s his latest:

Take my advice, if you dare

By Harvey Mackay

One afternoon when American League baseball umpire Bill Guthrie was working behind the plate, the catcher of the visiting team repeatedly protested his calls. Guthrie endured this for three innings. But in the fourth inning when the catcher started to complain again, Guthrie stopped him.

“Son,” he said gently, “you’ve been a big help to me calling balls and strikes, and I appreciate it. But I think I’ve got the hang of it now. So I’m going to ask you to go to the clubhouse and show them how to take a shower.”

There is a time to provide advice and offer an opinion, and there is a time not to. Don’t be too quick to offer unsolicited advice. It certainly will not endear you to people. Sometimes it’s better to wait for people to ask for advice or to be judicious in doling out advice.

Socrates learned this the hard way. The Greek philosopher went around giving people good advice. And they poisoned him.

Over the years I have been asked for business advice, career advice, public speaking advice, writing advice, travel advice, fundraising advice, and advice on topics I’ve never even heard of. Each time, I take a deep breath and hope what I have to offer will be helpful and pertinent.

As I write my weekly column, speak to a business organization, or choose topics for one of my books, I try to cover subjects that affect businesspeople everywhere. Through stories, examples and morals, I offer my thoughts on how to handle a variety of issues.

I realize that people are reading what I write and figuring out whether they can apply my ideas. If my advice is helpful, I have made a friend for life.

Before you respond to a request for advice, heed habit five in Stephen Covey’s classic, The 7 Habits of Highly Effective People: “Seek first to understand, then to be understood.”

When you have the strong urge to make someone understand your point of view, you should always step back and think before you speak. Why? Because you need to ask yourself what kind of situation you are commenting on. Has your opinion been requested? Do you have the experience or authority to offer help?

If you give advice, will it be appreciated-or rejected without being considered? If the other person truly is seeking help in solving a concrete problem, then advice might be appreciated. But if not, then you should consider that the other person might merely be looking for someone to listen to what his problem is. In this case advice is not usually appropriate or desired by the other party. This is a skill that is learned over time: determining the best response to another’s needs.

Consider also the wisdom of Richard Saunders who said, “Talk is cheap because supply exceeds demand.”

And never forget, the real secret of giving advice is this: once you’ve given it, don’t concern yourself with whether it is followed or not, and refrain from saying “I told you so.” When advice is freely given, the receiver is free to use it as he or she sees fit.

The bottom line is to be picky about to whom and when you give advice. If you are concerned that your words may make you responsible for undesirable results beyond your control, think twice before you speak. If you know the person is asking for your insights just to be polite or politically correct, don’t feel obligated but decline graciously. You might say, “I’m not sure I’m qualified to help you.”

And as you are choosing your words and who will benefit from them, keep this in mind: The best way to succeed in life is to act on the advice we give to others. If you wouldn’t follow your own advice, you shouldn’t share it.

A man went to see a doctor after feeling out-of-sorts for a month. “Have you been treated by anyone else?” asked the doc.

“No, sir,” the man said, “but I did go see a pharmacist.”

The doctor scolded him for seeking a layperson’s advice. “What kind of idiotic advice did he give you?”

The man thought for a minute. “He told me I should come and see you.”

Mackay’s Moral: A person is silly who will not take anyone’s advice, but a person is ignorant who takes everyone’s advice.

Harvey’s Take on People

from Harvey Mackay’s weekly newsletter:

People like people who like people

By Harvey Mackay

Quick, name three people at your workplace whom you look forward to seeing every day. Now, name three who rain on your parade every time you see them.

Which list was easier to generate?

I believe it was Lucy of Peanuts fame who said, “I love mankind. It’s people I can’t stand!”

But Lucy would have had an argument from former Chrysler Chairman Lee Iacocca, who said: “Anyone who doesn’t get along with people has earned the kiss of death because that’s all we’ve got around here are people.”

Whether you like them or not, you need to learn to get along with others. Having a co-worker who is difficult to deal with can destroy an office dynamic, which can be very bad for business. Customers wonder, if they can’t get along with each other, how will they treat us?

On the flip side, a staff that has learned how to cooperate regardless of personal differences will project a positive vibe to customers. People, not specs, in many cases will be the key in determining who gets the sale.

William J. Bennett, former U. S. Secretary of Education, was once asked by a seventh grader: “How can you tell a good country from a bad one?”

The Secretary replied, “I apply the ‘gate’ test. When the gates of a country are open, watch which way the people run. Do they run into the country or out of the country?”

Bennett’s answer can easily be translated to business settings. If a company is good, people want to work there and customers know they are valued. The doors don’t spin fast enough at a bad company.

Never underestimate the importance of people in your life. And always look for opportunities to improve your relationships, no matter how good they already are.

Successful work relationships depend on several factors. Perhaps the most important is you. What can you do to become a better co-worker?

  • Maintain a positive attitude. Managers and co-workers alike appreciate the support of someone with an upbeat outlook. Show some enthusiasm about your job and the organization you work for. Look for opportunities, not problems, and find the bright side of the challenges you face.
  • Always demonstrate integrity. Be honest with people. When you don’t have an answer, say so. Admit your mistakes (and concentrate on not repeating them). Keep your promises, and meet your deadlines. All this shows your respect for other people and demonstrates your reliability.
  • Show a willingness to try. Don’t be afraid to stretch out of your comfort zone. Volunteer for new tasks and extra responsibility. Take risks — be realistic about what you can and can’t do, of course, but don’t back away from a challenge because of the possibility of failure. Ask the right questions so you know what’s really going on, regardless of whether you fear you may appear “ignorant.”
  • Co-operate. Be a team player — help your colleagues with their priorities, and share information instead of hoarding it. Know what your manager wants, and support him or her to the best of your abilities. Offer your support when people need it, so they know you’re not just out to get ahead for your own benefit.
  • Manage conflict. The ability to resolve conflicts among different groups of workers is a coveted skill in most organizations. Companies are looking for employees who can build positive relationships between people, yet don’t shy away from controversy.
  • Focus on other people. Ask questions that let other people talk, and encourage them to open up and share their thoughts. You’ll be less worried about saying something wrong, and you’ll probably find enough common ground on which to build a real conversation.
  • Set a great example. Show others that they can count on you to be fair, friendly and even-tempered. Keep your cool. Remember that you are dealing with people who also have feelings, opinions and ideas. You can’t learn anything if you are doing all the talking.
  • Then, take these suggestions and apply them to your customer service. Your customers are people too! If there’s one complaint I hear over and over again from customers, it is that some companies they deal with treat them like account numbers rather than flesh and blood. Deliver your customer service with a human touch. Your customers should feel like the technology you use is an enhancement of your personal service, not a replacement.

Mackay’s Moral: If you want to get ahead, learn how to get along.