The motto says it all: The Elite One Percent™ (E1™).  And it’s about time you achieve elite results in leadership, sales, and strategy.  Jeff Rendel’s One Percent™ programs and systems – connected through his research, observations, illustrations, and applications – deliver these exact results

Designed as keynote addresses, breakout sessions, and half-day workshops, these programs easily expand, combine, and fit into full-day events, as well as executive retreats and planning sessions.

You, and your group, benefit from an in-depth study of your industry and company.  Your group discovers that Jeff knows them and their concerns.  They receive an insider’s view – from an outsider’s perspective. 

A talented professional, Jeff passes on business and personal “put-it-to-work-right-now” guidance.  Your audience gets timely and timeless examples.  They get challenges that inspire them.  They are prepared to deliver what you want.

ONE PERCENT SALES™.  ONE PERCENT SERVICE™.

The “How” of “Wow” – Customer Experience Strategies that Deepen Relationships, Fuel Profits, and Increase Lifetime Value.  The Customer Revolution is in full swing and power has shifted to the customer.  A fantastic product or service may bring your customers in the door, but only one factor will bring them back – an amazing, exceptional experience.  Strategically investing in and managing the customer experience is a business tool that integrates the entire organization in its desire to connect with your customers, inherently inspiring them to choose you over all other options.   

In dissecting, designing, measuring, and improving each customer’s experience, your company can transform its image and brand, making you more relevant to your customer.  With clearly-defined and well-implemented front line leadership behaviors, the “how” of “wow” is delineated, allowing you to understand and demonstrate your distinctiveness – consistently and predictably exceptional – in a jam-packed marketplace.  In a world where first-rate customer service is the expected norm, it’s time to abandon being just competitive, getting caught up in the preference war, and shouting the same message.  It’s time to concentrate on becoming a required, central, and real-time part of your customer’s life. 

Customer Loyalty: Guaranteed – How to Out-Smart, Out-Market, Out-Serve, Out-Sell and Flat Out Do What Your Competitors Can’t.  Set aside the platitudes of loyalty, customers have an uncomplicated list of demands: give me what I want, when I want it, and reward me for it or I’ll go somewhere else and get it.  In a marketplace that defines all participants as a commodity, it’s time for your company to become an absolute necessity.  Superior customer service and lifelong commitment hinges on: thorough knowledge about your customers; managing customers as investments; rewarding those who choose you most; and, creating campaigns that increase your customers’ lifetime value to your company.  

Developing customer commitment is much more than conducting satisfaction studies that rarely equal repeat sales or enthusiastic referrals.  Commitment involves a systematic process of: understanding the drivers of customer acquisition, retention, margin, and profitability; instituting a culture where intuition trumps tradition; gaining customer feedback and knowledge-sharing; rewards and measurable loyalty programs; and, turning customers into advocates.  Find out precisely what your customers want, use that information to generate effective products and services, and cultivate a partnership that keeps them coming back for more.

Strategic Selling – Selling With Purpose and Becoming the Go-To, Indispensable Business Partner. It’s a brand new world in sales.  What works must now: create demand; protect the core; close more sales; accelerate revenue; sustain productivity; and send profits soaring.  And, at a time when this kind of sales proficiency is most essential, sales leaders and sales teams must redefine their roles and adopt pioneering selling structures – or risk obsolescence. 

The sales professional and sales team that strategically, and uncompromisingly, concentrates on: “getting on the same side of the table” with the customer; connecting throughout the decision-making process; delivering remarkably higher value; and, adapting to different buyer requirements will do much more than close the deal.  They will fuse sales, marketing, and service into a sustainable, market-optimizing growth engine.  Transform your transactional sales team into a disciplined unit of business leaders who, unmistakably, consider and sell one united feature, advantage, and benefit – your customers’ growth, productivity, and profitability.

Leading a Sales-Focused Culture in an Always Shifting Marketplace.  Fact:  You don’t have the luxury of 24 months to build a “sales and service” culture.  Your customers won’t wait.  If you want a corporate culture that supports top-line growth and stellar performance, then take sales training out of the training room and into expected practice. Purposefully, create sales leaders and sales cultures with go-to-the-market strategies that engage customers and decision-makers in extended conversations and improve your sales function.  Getting the sale is secondary to making sure the sales process focuses on customer success and prosperity.
 
Every feature of a complete sales culture strategy – sales force organization, hiring, training, benchmarking, compensation, technology, goal setting, and performance management – requires sales management to be just as strong as the sales force.  With a straight-forward comprehension of the entire process of recruiting, building, and managing a results-based sales and support team, progressive organizations take the guesswork out of sales and greatly increase their chances of finding, satisfying, and retaining the best customers.  The results?  Increased sales, margins, close rates, retention, and profits.  

ONE PERCENT LEADERSHIP™

A Leader at Every Desk – The Many Levels of Leadership in Your Organization. Leadership does not only reside at the top of an organization chart or in the executive suite.  In reality, leadership comes from the middle and front line – right where your customers and colleagues expect it most.  In a world of open communication and flat organizations, leadership is no longer top-down: leadership is up, down, and across organization charts, divisions, and job descriptions.  As businesses compete on the strength of their intellectual and financial capital, a leadership-powered company and culture is a must.

Developing and managing the leadership talent in your workforce requires a model that integrates individual strengths, performance metrics, and opportunities for growth.  With a requirement for dependable leadership in the all-important positions responsible for delivering your company’s vision and mission, leaders must apply their influence upward upon superiors, across to their fellow managers, down to the team members they supervise, and directly to the customers they serve.  Invest in the leadership promise of your colleagues and reap the benefits that are quick to respond to change, incessantly improving, and – without fail – making all leaders successful.

Individuals Win Trophies, Teams Win Championships – Influential, Respected, and Successful Teams that Reliably Deliver Results.  When leading teams of experienced, established, and emerging professionals, managers and executives can meet various tests.  One challenge is nurturing and sustaining a well-coordinated, high performance group able to achieve clear business objectives.  Another contest is building the sort of trust that tears down the walls of corporate culture stumbling blocks and turns internal competitors into enterprise-wide colleagues.  With a precise concentration on improving confidence, building sound relationships, advancing intellectual investment, and adopting reciprocal accountability comes an impressive improvement in performance, separately and as a group. 

The essential skills for building effective trust-building leadership systems make a considerable difference in individual and organizational leadership.  This interdependent, collaborative model improves your capability to: get people to do what really needs to be done; enrich organizational efficiency; provide focus and purpose for your organization; and, construct a purposeful, unified team – one of the few remaining competitive points of differentiation.

This Isn’t the Company I Came to Work For – How to Win in a World of Persistent Change, Ferocious Competition, and Unrelenting Innovation.  Change is here in many forms – new ventures, restructuring, mergers, acquisitions, culture shifts, and more.  Whether it’s creative destruction or disruptive innovation, today’s business environment requires an unprecedented degree of inventiveness and agility, and finding order in chaos.  Most relevant is realizing that leading change happens when one is comfortable, not waiting for the uncomfortable.    

ONE PERCENT ORGANIZATIONS™

A Category of One  – Gaining and Sustaining the Lead in Your Industry.  What makes a select group of companies the most respected, influential, and profitable businesses in their industries?  How do these companies set themselves apart, steer clear of the peril and unavoidable force of “commoditization,” and thrive – regardless of declining prices, squeezed margins, daunting competition, and chaotic uncertainty.  In understanding and applying the well-defined attributes of industry leadership these businesses have refined, your company can do much more than supervise and complement your competition.  Instead, your company can stand out as the most esteemed, significant, and winning enterprise in your industry, steering clear of the competitive liability of mediocrity.

Being in “a category of one” isn’t about one peerless company, innovation, or financial return.  The bottom line is not about brand coolness, business positioning, or staying one step ahead of your competition.  It is about the quantifiable, success-based blueprint – independent of economic cycles or industries – that winning companies follow to produce the unique and repeatable accomplishments as they find solutions and pursue opportunities.  It’s about being your own best competition and mastering the essentials of high growth and high profit.  When your company stands alone, there’s no need to break from the pack or leave the herd.  

Disciplined Dreaming – Innovation that Keeps Your Feet on the Ground and Your Head in the Clouds.  Innovation is more than a corporate value, core competency, or strategic objective.  All-encompassing innovation is: an essential element of corporate culture; a mandatory feature of professional performance; and, a vital component of day-by-day-create-and-compete measures.  As swiftly as the world of business is shifting, your customers are counting on you to design, develop, and deliver imaginative and resourceful products and services to better their lives and businesses.  Innovation is not an isolated event: it is a standard action practiced by organizations creative and ambitious enough to shape the future of their business, one idea at a time. 

Innovation, without doubt, involves looking inside your company for ways to integrate more efficient systems, converting customer insights into relevant solutions, and adapting to new strategies that work in dynamic markets.  It tinkers with your business every day – matching necessity to utility, constraint to possibility, and need to demand.  More, innovation: introduces fresh ideas; respects “out of the blue” breakthroughs as ways to remain nimble; and, recognizes that rigor, discipline, and execution make up the difference between businesses that flourish, flounder, or fold.    

Protect Your Capital at the Capitol – The Corporate Leader’s Role in Building Political Influence.  With the future of your business in the hands of elected and appointed leaders – corporate directors, executives, and managers have a duty to develop, nurture and uphold political relationships and influence.  This particular undertaking for leading companies is not about election year politicking and favor-seeking.  It is about ensuring that your corporate involvement is a standard feature in your state’s and our nation’s capital.  The organizations that play a part in the legislative and regulatory process the most hold the largest role in influencing business policy. 

While lobbyists serve a vital purpose, legislators listen attentively to local business owners and managers who can make clear the effect a given law may place upon their business.  You, the local executive, have influence with your lawmaker that greatly supports and strengthens the work of your industry’s lobbyists.  Your individual participation advances and defends your commercial wellbeing.  Your involvement in lawmakers’ understanding of your business is no longer an option – It’s a responsibility.

ONE PERCENT GOVERNANCE™

Staking Your Claim – Strategic Planning that Dreams, Designs, and Determines What Lies Ahead.  With near-perfect accuracy, we can plan and predict what will happen next week, month, and year.  But, planning for what we are certain of is not strategy – it is management.  Once you distinguish what is possible and probable, your advantage in achieving your strategic objectives and goals is unmistakable.  This manner of strategic thinking compels you to stake future- and opportunity-focused claims on the customers, markets, and industry spaces where you believe your company has the advantage and can be in the lead.

Successful strategies are simple competitive game plans, not buzzwords restating the obvious or masquerading as a strategic concept.  Strategic excellence delineates a series of objectives, identifies areas where an enterprise will contend or endeavor, and recognizes exclusive advantages that allow for success.  All the more profitable are strategies that fulfill your customers’ needs, coincide with your company’s potential and – most significant – go beyond what your competitors present.

Boards that Deliver – Raising the Bar for Boards of Directors.  Governing your organization is a demanding task.  Governance is about establishing – and maintaining – your company’s reputation and exhibiting the value you create for your organization.  Outstanding corporate performance is no longer based only on financial measures, but also gauged on investor, employee, customer and community observations of your leadership practices and Board engagement.  To carry out its responsibilities to owners, boards of directors must constantly evaluate your organization’s safety, soundness, financial performance, leadership, and quality of service — as well as their own effectiveness.

The best boards: increase their skills and competencies, collectively and as individual directors; assess the expertise, perspectives, and group dynamics of the board; plan for board development and continuity; review standard functions to ensure that the board operates efficiently and productively; and, deepen its mutually supporting relationship with the CEO.  As one, these leading board practices help to strengthen your company’s industry standing, attracting customers, talent, and investors.  This leads to increased revenue, higher market share, a more committed workforce, and a premium value for your company.

ONE PERCENT LIVING™

One Percent Living™ – Designing and Carrying Out Your Strategy for an Elite Life.  What really separates those who achieve authentic, well-rounded success from everybody else?  Contrary to accepted belief, outstanding performance and elite results are not held in reserve for a destined few who work exceptionally hard, possess an inherent ability to excel in a field, and, one way or another, thrive in a dog-eat-dog world.  Those with elite results do so with a well-planned, well-executed strategy that is relentlessly rethought, reevaluated, reinvented, reorganized, and results-rich.

The One Percent™ process redesigns the leadership of your life and career from the inside out.  It asks you to meet head-on with your internal and external status quo.  It serves to help you reason, take action, and perform in manners that set you apart.  Your results make you more valuable, influential, indispensable, successful, and upward bound – in and out of the office.  Where some perceive the next rung on the ladder of success hard to get hold of, you know it is not coincidence.  It is a straightforward result of your thinking, choices, and actions – a pattern that gets achievement down to a science.