Tag Archives: A True Story

You can SUCCEED MORE by being a Multipreneur – A True Story (Hint: New Book Coming Soon)

“Specialization is for insects: A human being should be able to change a diaper….butcher a hog…balance accounts…set a bone…comfort the dying…take orders/give orders…cooperate/act alone…analyze a new problem…pitch manure…cook a tasty meal…fight efficiently…die gallantly.” – Robert A. Heinlein [NB: This is an abridged version. See complete/verbatim quote at the end of this piece.]

I coined the phrase “Jack of Many Trades” for use in a 10 page report I wrote on this subject back in March 2003.

It was titled “How to be a Jack Of Many Trades AND Why It Can Make You Succeed More Often!”.

Since then, I have written several other articles in which I shared various income generating successes I’ve recorded, as an entrepreneur, which would never have happened if I had not always functioned as a Multipreneur.

But long before I became a multipreneur in business, I had succeeded as a multipreneur in paid employment, and before then, as a multipreneur as an undergraduate in the university.

Being A “Jack Of Many Trades” In Paid Employment – My Story

I recall vividly that as an ex-Graduate Management Trainee Green-horned Brewer in Guinness Nigeria (in 1995/96), my keen interest in computers initially attracted criticism from some of my peers and senior colleagues in Benin brewery.

One particular individual often readily seized the opportunity of any shortcoming I displayed in doing my job as a Shift Brewer, to insinuate that the time I spent working on the computer (something not at that time in widespread use) prevented me from mastering the essential practical requirements to successfully function as a brewer.

As time went on, I was of course able to demonstrate beyond any shred of a doubt that such assumptions were wrong. Not only did I mature into a competent brewer/shift manager (who got repeated secondments to several other departments to fill sudden vacancies), but I also went on to use my computer (specifically spreadsheet automation) skills to develop over five customized applications.

All were formally adopted in place of the manual reporting systems being used at that time in the various departments I worked.

My abilities got me noticed early by senior management, so that within 2 years of joining the company, I was already actively involved in, and even responsible for collation/preparation of brewery-level reports. These were activities which required an understanding of key manufacturing performance parameters, as well as sound knowledge of various calculation for estimating monetary gains/losses in brewing, for decision making. In the process, I got to know/work closely with senior managers in my function, well ahead of my peers.

Yet, I did all this while still doing my regular job as a brewer.

I was so proficient in doing it all that I felt no strain combining it with my normal job. Looking back, and even considering the sources from which criticism for my multidisciplinary approach came, I have come to the conclusion that many times, people assess the “workability” or “viability” of what another person is trying to achieve from THEIR own mind frame.

If they think it will be difficult for them to do, then they will believe it would be so for the other person. What they forget is that we are not all alike. In fact, there are certain people who cannot stay doing just one single thing for long. They would be bored to death (I happen to be ONE such person!). As one self-confessed multipreneur – Gary Havener – put it, “I guess I just have a short attention span”.

Two Real Life Examples In Pictures

Photo 1: The senior manager presenting me a certificate of Beer Tasting Training completion, was the brewery head, when that photo was taken in 1997 (I was 27). Two years before that, when I’d arrived that brewery, he’d assigned me to work directly with him in his office for 2 weeks.

During that time I prepared all sorts of spreadsheet tables and charts for planning manning and production of brewery packaging operations.

Photo 1: The senior manager presenting me a certificate of Beer Tasting Training completion, was the brewery head, when that photo was taken in 1997 (I was 27).

Photo 2 (L to R = Commercial Services Manager, Engineering Services Manager, then ME): The 2 managers next to me were departmental heads, in 1998 when that photo was taken. In contrast, my title was “Shift Brewer” – 2 steps below their on the management hierarchy. Yet, I got nominated to attend the best practice conference with them.

Photo 2 (L to R = Commercial Services Manager, Engineering Services Manager, then ME): The 2 managers next to me were departmental heads, in 1998 when that photo was taken

In addition to that, I was BY FAR the youngest by age and years in service amongst ALL the attendees.

In fact, virtually all the others were substantive heads of department, and had spent close to 10 years in the company, while I was less than 4 years old in the company!

As you can imagine, therefore, without my demonstrated skill in use of spreadsheets, which I’d employed to develop solutions that decision makers took note of, I could not have earned such high level access to top decision makers.

In reality, minus that skill, I was just like my peers – a green horned young brewer yet to prove himself. And that would not have earned me any special attention!

See how being multi skilled can open unexpected doors of opportunity for YOU?

Indeed, I have ALWAYS been driven to do more than one thing at a time.

Today, despite countless setbacks since I first become self-employed, I succeed in business as a multipreneur doing just that. Again, several past articles provide examples.

The above make it obvious that I really do EXCEL when I operate in that mode!

Simply put, being a Jack Of Many Trades enables me make the MOST of my God-given abilities, to the benefit of myself and all those I come into contact with.

Incidentally, there are MANY multipreneurs, well known for what they do in the world…!

Richard Branson is an example of a multipreneur who has been at it for ages.

And look how he’s doing for himself!

Imagine if he’d stuck to just ONE thing i.e. chosen to specialize? He would NOT be where he is today. And WE would not have been this blessed by many of the brands he’s nurtured and supported to success.

In other words, by following his true passions as a multipreneur, thereby making the most of himself , he’s simultaneously making the world a better place!

Consider Google, Microsoft and other successful organizations and individuals – even entertainers: many are multipreneurs!

If they are not starting new ventures from scratch, they are acquiring controlling shares/interest in other businesses or concerns, with a view to increasing their influence and market share.

It only makes common sense to do this, if one is to achieve long term success and relevance!

And that’s why I believe any person(s) who have multipreneurial tendencies should NEVER be subjected to negative criticism or discouraged.

Instead, they should be helped to develop that unique ability, because if they achieve mastery at it (like I have), their ability to deliver superlative performances, will make them a useful ASSET virtually anywhere they go!

The above is why I’m putting together a collection of real life case studies from my time in paid employment, as well as in business, towards publishing a revised and expanded version of the earlier mentioned report that I wrote a decade ago (see cover below).

Report cover - I coined the phrase 'Jack of Many Trades' for use in this10 page report I wrote back in March 2003. It was titled 'How to be a Jack Of Many Trades AND Why It Can Make You Succeed More Often!'

Persons who wonder how I did it while in paid employment, OR how I DO it now that I’m self-employed, will (through that new book) have the step-by-step guidelines I’ve conceived based on my experiences, and achievements.

But that’s not all.

Readers of my book will also get to read a wide ranging compilation of real life narratives I’ve penned, which illustrate the multidimensional benefits to be had from being a true multipreneur.

And they will also learn how to prepare their kids to make the most of their multipreneurial abilities as early as possible in life.

But all who consider this route must understand that it’s not one that leads to overnight success…

Too many people today do not easily accept that getting what they want may not happen quickly or easily. That mental attitude can present a challenge for anyone who wants to succeed via multipreneuring.

It would be naive for anyone to expect that as soon as s/he commences learning or doing something, success will follow. If the world worked that way, EVERYONE of us would become a millionaire overnight.

So, let’s be honest here, it won’t be easy. Some people find it hard to do just ONE thing they do well. Talk less of you wanting to do several different things well at the same time!

But you have an advantage in the sense that you KNOW it can be done. What you need to understand is that you will need to apply focus, discipline, determination and persistence, to achieve your goal.

EXAMPLE: I spent MANY night shifts as a brewer combining supervision of the brewing plant operations with improving my typing speed using a Typing Tutor, and also working on different spreadsheet solutions on the brewers’ office computer.

One afternoon, the Brewery Manager’s secretary saw me typing and exclaimed:

“Solagbade, you type so fast! What is your speed?”

Since I’d never bothered to check what the typing tutor recorded for me, I could not answer her question readily. But I knew I was much faster than I used to be before I began using the tutor. And that was enough for me. That day I realized my ability in that area could also earn me added recognition – and respect!

Neither the secretary, nor a senior manager who had a habit of calling me “TK Computer” really knew how many hours of hard work I had expended, in my personal free time, to become that good at those things they acknowledged me for.

And if you recall, from my story, I made many blunders at work initially, that caused others to criticize me for lacking mastery of my primary job, because (in their opinion) I spent too much time on the computer. What they did not know was that even after they had gone home, I would often stay back in the brewery to learn directly from the process operators on duty, the rudiments of successfully managing the shop floor process operations.

Many times I would leave the brewery for my house as late as 1.00a.m, even though I had actually worked on morning shift, and close at 2.00p.m the previous day!

Now, may not have to do what I did. But you will have to pay YOUR dues. If you do, you will get to a level of mastery that will make others marvel!

Final Words:

I once watched an edition of Oprah Winfrey’s show in which Venus Williams was interviewed along with her sister, Serena. Both ladies were questioned about criticisms levelled against them by other Tennis stars for engaging in other vocations while still active in top-flight tennis. Venus owned her own fashion design company, and actually designed her own clothes. Serena had been appearing in some new films/movies playing leading roles.

According to Oprah, Martina Navratilova had stated that the sisters were being arrogant by doing that, since it was “expected” that they, as professional tennis players, would concentrate on playing tennis – like all others. In response, Venus said (quite sensibly), that they believed it would be unwise to assume they would continue to do well in tennis indefinitely, and following their parents’ advice, decided to explore other vocations early on.

So long as you are not getting inefficient from doing multiple tasks or acquiring multiple competencies, don’t let people tell you you’re a Jack-of-all-trades.

I once read an article on career development, which advised people in paid employment to “Know A Little About Everything”, if they wish to get ahead on their jobs. In fact, most start-up entrepreneurs HAVE TO be that way for a major part of their start-up life, because they cannot afford(due to limited capital) to do otherwise! Companies – and even individuals – will in the future be looking for a one-stop solution to their needs, and will tend to settle for entrepreneurs(or employees) with proven multiple competencies.

You can be a successful Jack Of Many Trades™, so long as you avoid crossing the not-so-thin line that leads to becoming a “Jack of all trades”. All you need do is intelligently decide on relevant competencies that will help you attain your personal/career advancement goals. Then acquire and put them to use in ways that benefit you, people around you, or the client/organisation you work for. The results you get will excite you perpetually!

PS: Here’s the complete version of the quote I began this article with…

“A human being should be able to change a diaper, plan an invasion, butcher a hog, conn a ship, design a building, write a sonnet, balance accounts, build a wall, set a bone, comfort the dying, take orders, give orders, cooperate, act alone, solve equations, analyze a new problem, pitch manure, program a computer, cook a tasty meal, fight efficiently, die gallantly. Specialization is for insects.” -Robert A. Heinlein

Your Company Needs Non-Partisan In-House Experts to Succeed (Features a True Story)

The following memo excerpt was written by a company’s in-house experts, to top management, about THE telephone:

“(It) has too many shortcomings to be seriously considered as a means of communication. The device is inherently of no value to us”. – Western Union Internal Memo, 1876.

The gross inaccuracy of that “expert” assessment is today obvious to anyone, based on hindsight. Back then it probably wasn’t – and those chaps may even have been commended for saving the company from wasting it’s funds!

Which is why I argue, that decision makers need to set up systems to help in-house experts better serve the interest of the organisation at all times.

Who Is An “In-House Expert”? (My Definition )

Here’s my “definition”: ANYONE – whether temporary, contract or permanent employee – whose opinion – based on his/her area of recognised expertise will be sought and used to decide what the company should do in a given situation with respect to a particular line of action being considered.

THEY(in-house experts) are often persons employed/authorised with the responsibility of providing related support to other employees using THEIR knowledge expertise to evaluate possible strategies, technologies or solutions that the company could adopt to IMPROVE her ability to achieve valued corporate goals.

Common examples include IT managers and their lieutenants.

Sometimes companies outsource their needs in technical fields such as IT, keeping a skeletal structure in-house.

Other times they engage consultants on a contract basis. And of course some companies feel more comfortable having a full fledged IT department in some cases with emphasis on development of in-house software solutions.

Other types of in-house experts are the Project Managers, HR managers, PR managers, Marketing Managers, Business Development Managers, People /Organisational Development Managers, Engineering Managers etc.

These individuals would usually be depended upon by various categories of decision makers(including their fellow in-house experts) in the company to EVALUATE – for instance – any new idea or initiative/concept being considered for adoption.

And more often than not, it is whatever they say that get’s taken as the “final word”, so to say. But that’s not bad in itself – so long as the in-house expert maintains a dispassionate and professional(UN-BIASED) disposition in giving his/her advice or recommendations.

The Problem: In-House Experts’ Can Sometimes Be Afflicted With “Experts’ Blindness”!

Do you have in-house experts whose word you take as gospel truth?

If you know them well, that would be safe to do.

But in life, nothing stays exactly the same. Much as you may trust and like your “expert”, s/he may not always be able to deliver to the same high standards.

Why? Because s/he – like the rest of us – is only human!

But again as a human being, when you get used to being “the expert”, in a situation where people often readily accept what you say/think, it can get quite intoxicating. Which CAN make you get just a little “too carried away” sometimes.

Only few people can resist feeling this way every now and then.

So, in my opinion, when someone functions as an “expert” to others around him/her, s/he becomes a little more prone to his/her human nature/weaknesses – making him/her more likely to make mistakes.

Chances are if/when s/he does slip up, it will be inadvertent rather than deliberate. Whatever may be the cause, the potential damage to you/your organisation in the event that this does happen (and it CAN!) is the most crucial thing to consider,.

What if the advice/tip given you by your “in-house expert” turns out to be based on statistics s/he checked two weeks earlier?

What if those statistics had changed since then without him/her knowing e.g because s/he assumed they wouldstay the same for at least 30 days, as had been his/her experience over that past five years?

The implication of the above is that your plans based on the advice of that “expert” may end up failing!

Just think for a moment what it could mean, if this were to happen to you.

The point I’m making is ANYONE of us can use past experience to take intelligent decisions.

But the key to our continuous successs will be diligent monitoring of changes that MAY occur, with implications for decisions we take.

Without staying alert to unexpected changes or new developments (some previously unknown to even the most experienced among us) that could occur, we stand little chance of achieving success with any degree of consistency.

And that’s why we cannot afford to turn a blind eye to our environment.

Anybody/anything can help us in this process.

The problem with some in-house experts is that they let their egos get in the way – AND block their view.

Whenever this happens, the organisations that depend on them often lose out as a result.

Help Your In-House Experts Remember To Act In Line With The Organisation’s Best Interests

When organisational decision makers engage an in-house expert, they are hoping s/he will justify the faith they place in him/her – by making decisions and taking actions with the BEST interests of the company in his/her mind.

They would NOT expect that s/he would allow personal egotistical selfish interests, concerns or biases to “sway” him/her.

Especially not when taking decisions that affect the company’s future well being in terms of competitiveness, growth, profitability etc.

The reality however, from repeatedly disappointing news of corporate scandals across the globe, is that NOT ALL corporate “leaders” are able to meet expectations in this regard.

In some cases, that has led to the collapse of the organisation concerned. Or the loss of valuable market leadership to “underdog” competition.

This would have been due to misplaced priorities, and lack of foresight arising from poor THINKING, on the part of some “blind” in-house experts.

Why do in-house experts behave this way at times?

As I said earlier, the truth is they are only human. It is possible – for instance – that some may inadvertently hold give recommendations based LESS on objectivity, and more on how they “perceive” an idea/concept/initiative “THREATENS” their status as “experts”.

The person “selling” the new idea/concept/initiative, if s/he is to make headway, must therefore find a way make the in-house expert sees how s/he can end up looking GOOD by endorsing it.

However the above can be difficult to pull off, if the “seller” is an outsider, like a consultant offering his/her services in a unique area.

Which is why I suggest that companies and their decision makers setup internal checks and balances, to help their in-house experts do what is best for the company at all times.

I offer some ideas for consideration in the rest of this article…starting with a true story.

The In-House Expert’s Ideal Role: To Add Tangible Value With His/Her Unique Expertise (True Story)

A manufacturing multinational company once had a challenge finding a commercial off-the-shelf software application. It needed one that could comprehensively handle routine data handling and report generation needs of its factory production processes.

Despite repeated efforts to use some of the more popular commercial software, peculiarities in their production process could not be efficiently catered for via customisation of the purchased software.

There was – among other things- a requirement for whatever software they used, to be able to generate reports conforming to an already existing “house format”.

Following some discussions, it was agreed that an in-house solution be developed.

The alternative adopted was a custom automated Lotus 1-2-3 based application, built from scratch by a young expatriate middle level manager over a period of some months.

Basically, he went around with a laptop speaking with those involved in data generation, analysis and reporting. From the Corporate Headquarters to the factories, Purchasing departments, Production Planning, Engineering Utilities etc.

Using the information he gathered, in conjunction with various recording/reporting formats he saw being used in the different units, he built an application, that did what the decision makers wanted.

To succeed, he applied his knowledge as an insider with experience in most of the key operations. The resulting application allowed entry of raw factory performance data, which were then used to automatically compute the company’s Standard Key Performance Indicators(KPIs).

The application also automatically produced a one-page report that identified TEN(10) specific areas in which the company had OVER spent and UNDER spent respectively, on materials usage.

This was displayed in an automatically generated comparison table, expressing the amounts SAVED or LOST in usage units (e.g. Kgs per litre of product) and monetary unit (e.g. Dollars per litre of product).

On the same page was also an auto-generated Variable Cost Analysis chart, as well as four process charts showing the progressive trend in key waste control parameters over a 12 month period.

The best part was that this nifty program was built using an already familiar spreadsheet application, in a way that a reasonably skilled user could easily make needed changes as the need arose over time.

Following reviews, the application was immediately put to use in preparing reports sent monthly from the factories to Headquarters, and also for the Monthly Review meetings held with Directors.

The In-House Expert’s Ideal Mental Attitude: Objective & Results-Focussed

I have narrated the above true story, with names etc removed “to protect the innocent” :-)

It illustrates the fact that decision makers in the technical function of the company (who were a group of in-house experts) adopted an objective outlook being to SOLVE the data handling and reporting problem being experienced.

They liased with the IT department (ANOTHER group of in-house experts) to consider and test possible solutions. Over time, they settled for a customised, simple, yet highly effective/flexible solution ,which they then found someone to develop and implement on the inside.

Those senior technical managers – as well as the IT managers – functioned PROPERLY and successfully as the In-House Experts they were EXPECTED to be.

They knew they had the final say in terms of recommending what COULD be done to the company.

They could have INSISTED that the company improvise with the less flexible commercial off-the-shelf applications. Top management would probably have gone along with their “expert opinion”.

But a lot of things would have suffered, and the main problem of poor data handling/standardisation and reporting would have persisted.

Instead, they wisely remained objective and open minded enough to see that the unique problem in the technical function required a unique solution.

They must have left their minds “open” long enough, for someone (possibly the young expatriate Training Coordinator himself) to “sell” them the idea of using an automated spreadsheet application to solve the problem.

And that’s how in-house experts can justify their presence in, and earnings from the company: By adding REAL value to the company in such a way that it becomes better equipped to achieve its business goals more successfully.

If they act this way often, the company they represent is unlikely to miss valuable OPPORTUNITIES to get – and STAY – ahead of the competition.

This is because it would be fully equipped to seize those opportunities as/when they appear using the INSIGHT of its results-oriented in-house experts.

Note: The young expatriate developer of the above mentioned program, was not an IT person. He was a manager in the technical function, who happened to have a flair for numbers and had also developed his spreadsheet programming skills quite extensively.

Your Company Needs “Non-Partisan” In-House Experts

To help you realise how NOT addressing the issues I have raised here can make your company MISS great opportunities to advance in quantum leaps, that I shared the Wester Union Internal Memo excerpt above.

These experts confidently gave that misguided assessment of a new invention that would go on to CHANGE the world!

Can you imagine just how STUPID anyone who took the advice of the guys who wrote the above mentioned memo MUST have felt AFTER seeing demand for the telephone in business and society skyrocket?!

That’s the price one can end up paying for FAILING to remember that EXPERTS will always be human.

Which makes it necessary to constantly check and ensure their human weaknesses do not prevent them from delivering EXPERT quality results as often as possible – in the BEST interests of the organisation!

Summary – Set Up Systems To Help Your In-House Experts KEEP Doing Their Jobs Properly

So what’s going to happen when next some UNKNOWN, inconsequential looking individual walks into your company lobby, and says s/he has a product or service or IDEA s/he believes your company will find useful?

What will you want your gatekeepers from reception, to your personal assistant(s) and of course the “in-house” experts to DO before they send him/her on his/her way?

In my opinion, it would not hurt to arrange for certain members of your team to give formal appointments to – and meet for a limited time – with individuals who come in sounding coherent, purposeful and convincing enough to the gatekeepers.

The fact that your company is BIG does not mean a seemingly “small” person cannot have a BIG idea that can make your company bigger!

And THAT is the classic mistake many people make – especially when they feel they are “successful” or more successful than the person who approaches them!

I would advise setting up a system for documentation, collation and careful REVIEW of EVERY idea, suggestion or proposal you get. Be they on paper or verbal. From employees or outsiders. Formal or informal.

Your aim should be to thoroughly review every new ideas, for its potential uses and applications!

Sometimes the solution you seek to a challenge being faced by your company can reveal itself to you, when you keep an open mind. And that may require paying conscious attention to IDEA(S) or SUGGESTION(S) from a junior employee – or unknown outsider service provider.

It will only be a matter of time before doing so begins to yield positive benefits. Some of which CAN lead to significant improvements in your company’s productivity, market leadership, profitability etc.

PS: This article is based on exceprts from the original write up first published online on 7th September 2007 via www.spontaneousdevelopment.com – my former 9 year old primary domain.

To Win Profitable Clients, You Must Know Their Hot Buttons (A True Story)

One day in September 2006, I walked into a large Lagos hospital in Akoka area, and asked for the accountant. The receptionist got him on intercom. Using my elevator speech, I explained that I provided MS Excel-Visual Basic automation services to help business users get their work done faster, and with less effort – giving examples.

After a few questions, he asked me to pass the phone to the receptionist, and told her to send me to his office in the hospital penthouse at the top floor.

Our meeting lasted just over 15 minutes!

He was really business-like. I had hit on his VERY exposed “felt-need” nerve. He asked to see demos of past projects I’d mentioned. I showed him the “Cash Inflow & Outflow Tracker” I built for business centers, and a “Restaurant & Bar Manager” app I built for a restaurant in Gbagada (whose owner is today serving a second term as a member of the Lagos State House of Assembly).

Those two were apparently enough to convince him.

Wasting no time, he took me to a computer used by his assistant.

Then he called up what turned out to be a number of manual MS Excel workbooks used to manage their Cash Books for various purposes. (E.g. tracking receipts and payments for the main hospital, and also movements to/from the different bank accounts.)

He told me he felt – from looking at what I had already done – that I would be able to help them automate their manual Excel Cash books to make them (as his Medical Director would later say) “more friendly“.

So how much will it cost?” he asked (a question that often tells me the prospect is to be taken seriously. If a prospect asks you that, consider it a good sign. Make sure you’re ready to answer.).

I told him.

We negotiated and came to a compromise.

Then he ended the meeting by asking me to send in my proposal with a quote. I did that a day later, and went on to other business marketing tasks with other prospects.

I did NOT hear from him for nearly two months subsequently.

Some weeks after my last meeting with the accountant, my other marketing efforts led me to win a project to build an automated records management system for a medium sized hotel located on the busy axis leading to the airport.

It involved working closely with the hotel account, and the auditor, to build an automated Cash Book that generated a trial balance etc.

As I approached completion of the hotel project, I called the hospital accountant in Akoka, to inform him that I had since gone on to build an automated cash book for another client.

(I often do this to help clients move closer to taking the decision to buy, as it gives them more verifiable PROOF that I can deliver a solution that meets their needs).

He told me they had someone who was working on an alternative, and as such he would only call on me if the alternative did not work.

I thanked him and ended the call

[Tip: Never object when you hear such things. Leave the client to decide whether or not to get back to you. Pushing will only “weaken” your negotiating power, and most likely will make you come across as desperate. Maintain a dignified air, and go do MORE marketing!]

Three weeks later, I got a call from him on my mobile. He said “Mr Solagbade, this is….. from …..hospital. We want you to come and build the automated cash book we discussed about. When can you come and pick up your cheque?”

I went on to build a fairly different type of cash book from that used by the hotel, to match the format used by the hospital’s accounts department. But the logic was still the same, so I was quite at home with it.

But there was another opportunity soon to follow…

On 5th Feb. 2007, I won a much larger paid project with another Lagos hospital by using the above cash book for my business marketing demo to them.

I was engaged within days after my first meeting/demonstration to build a custom automated Excel-based software to handle this hospital’s general accounts preparation.

It covered routine data recording of from cash office receipts, and report generation of all kinds, including year-end Profit and Loss reports/balance sheet auto-generation.

Still It Did Not End There…!

On 12th March 2007, I got a call from the accountant of another large hospital to pick up a 100% advance payment cheque to build an automated cash book(and a Payslip Generator) for his department.

That made it the third time in 2007 that I would be asked to build that kind of application for a hospital! Each time I had used the more recent version to “sell” my services to the next prospective client.

And I continue to use this strategy till date, even here in Cotonou (as recently as yesterday afternoon!), to win new and repeat business from profitable paying clients!

Final Words: You can achieve similar results – BUT be ready to assert yourself, and to persist!

All you need to do is be confident in speaking about what you offer. It’s important to be able to say it in the first 10 seconds or so, because most times, that’s what will ensure you don’t get told “Look I’m busy, come back tomorrow.”

You have to speak of benefits that will GRAB the serious attention and interest of busy decision makers. Notice I always dealt directly with top people who could approve PAYMENT to me.

Always insist on speaking with the person in charge, who can often sign the cheque or convince the person who does that. Don’t squander your time trying to get to the decision maker by going through the subordinates.

My experiences, especially in the Nigerian market, indicate that if you fail to assert yourself in that manner, you’re going to get sent on many wild goose chases, and have lots of your time wasted…PLUS possibly get harassed for gratification of all kinds.

So, instead tell the receptionist or whatever other “gatekeeper” you meet, him that you’d like an appointment with the boss.

Do not take no for an answer.

Ask if you can come back at another time. Tell them what you have to say will only be said to the boss, and that you assure them s/he will find it very valuable.

For your sake, I hope you’ll be able to back up that claim if/when you get the opportunity. Make sure to ascertain the true benefit of your offering to your target audience, BEFORE you make such pronouncements.

Good luck!

PS: This article is based on excerpts from a write-up originally published online for the first time by Tayo K. Solagbade on 7th April 2007 via www.excelheaven.spontaneousdevelopment.com, and later Ezinearticles.com

Below: Video Demos of Some of my Popular MS Excel-VB apps built for offline clients and now sold online

Having written so much above about different apps I built for different companies, it only makes sense that I give you an idea of what exactly those who hired me, got for their money.

So, here are some video demos from my Youtube channel, which show what some of those apps look like and how they work.

 

0. Start-Up – Excel-VB Ration Formulator.avi

1. Updating Nutrients Table – Excel-VB Ration Formulator

2. Excel-VB Driven Ration Formulator – Computing 30% Protein Content Feed Formula – Excel-VB Ration Formulator

3. Upgrade Version of the Excel-VB Driven Ration Formulator

4. Advanced Payslip Generator DEMO 1 : Modeless Data Entry Form

5. Advanced Payslip Generator DEMO 2 : Modeless Data Entry Form

6. Membership Records Manager – for Clubs, Associations, and other Groups

7. EXCEL-VB DRIVEN POULTRY LAYER FARM MANAGER

8. General Accounts Manager (With Powerful Automated Cash Book Driven By Modeless Floating Dynamic Data Entry Form)

I’ve put up an “offer” page (click here), of some of these apps as a bundle, for a give away price.

You may want to check it out. If you need my help developing custom MS Excel-VB driven apps, or learning to develop powerful apps like the ones I create, click here to send me a message.

As far back as 1995, I began developing bullet proof automated spreadsheet apps (starting with Lotus 1-2-3 before adopting MS Excel) for business users at the highest decision making levels.

This began right from my time as a high performing manager in Guinness Nigeria, when during a 7 year I built a variety of apps officially adopted for management reporting).

Since becoming an entrepreneur in 2002, I’ve developed smart solutions for a wide variety of individuals and businesses. Some of them you have seen above. But there are so many others!

So, one thing is certain: I can help you. Click here to get in touch with me now.