quirky

It’s proving difficult to cope. Driving ’round England, the moments not on the phone are prone to make you scream in frustration. There was a reason I started to use the train a lot. I remember now. The radio here sucks. Clenching my teeth, I listened to an interview

There I was midweek, watching absorbing European knock-out football ’round at someone’s house. The landline rang. Being nearest, I was asked to answer. This is what I heard next. In a heavy Indian accent. > Hello, this is [inaudible firstname] calling from the Accident Support Helpline. How are you?

To the sound of the Roxy Music tune, this post is about “relationship educator”, Harry Benson. Driving ’round Blighty the other day, I heard him on the most negative and debilitating force in the UK; BBC Radio Five. That’s what working in America does to you. May I apologise.

> You can’t turn the wind, So turn the sail This is, according to news reports [http://www.bbc.co.uk/news/world-middle-east-17330105] over the weekend, the African proverb that UN former Sec Gen and envoy to Syria whispered to the country’s tyrannical dictator. I do like this.

A seasoned salesrep revealed this list to me. It is apparently from analyst Gartner. It purports to show the items CEOs were fixed on for 2012, when surveyed back in December. 1. grow in uncertain economy 2. prepare for & reduce employee flight 3. acknowledge customer is boss 4. surrender

Over the past six months I’ve worked intimately with a terrific bunch of people. They’re a technology company, so just about everyone there has all the toys. Mobile phones, tablets, ultrabooks. You name it. Even the reps have not just one, but two cell phones each. So what

A story to make us oldies all feel unworthy. I came across it watching NY1. 13-year old Aidan Dwyer appeared to have improved solar panels. His inspiration was sparked by looking at trees. Specifically their branches. If that’s how nature captures the sun’s energy, then why don’t

Here’s something I learned the other day from a former rep there. Apparently, Motorola used to measure ‘customer service ratings’, and their salespeople’s effectiveness, in part by the response times of their customers. One outcome of this managerial method, was that whatever news you had for clients, you