One of the most regrettable phenomena we encounter in helping clients is the assumption trap – the presupposition it is possible or not possible.

I have the privilege of meeting and working with business people in the real world as we define it: businesses at and below $1 billion annual sales. Most have a management team you can seat around a table.

Often the communications chair at that table is missing or empty. From personal observation, we know communications is the most powerful tool we humans have. When businesses focus their communications to the people who comprise their market, they move quickly and efficiently to their goals.

In my travels this week, I’ve heard the identical statement from a successful upstate New York family business and from a significant global player in Europe.

The small, private New York company says it is losing share to larger commodity competitors that handle medical exams of policyholders making a claim. With almost 30 additional prospects we’re told, “They won’t be interested in us.” We hear the competition is selling on price. “The competition sends out sales people, but we don’t.” The competition is winning.

Meanwhile, we hear from a division of a multi-billion global technologies manufacturer. Their products have enabled significant developments in safety, productivity, and other benefits. The problem is that their prospects don’t get it. These prospects are aware. But they don’t see the value!

We talk about developing case studies. Experience tells us that showing how their technology performs will help the company.
After our plan is presented, we hear, “We can’t go forward. Our customers will not want to talk about their success.”

The antidote? In the words of actor William Shatner, keynote speaker this month at the ACORD LOMA Insurance Systems Forum, “Don’t be afraid to ask the stupid question.” Good point Bill. Far better to move from fact to be stalled by fantasy.