I'm approached by people all the time, reveling in their methodology, who tell me they have the finest sales closing process in the world. I tell them, "No, you don't."

Well, I happen to have the greatest team building dynamic ever developed. "No, you don't."

I make strategy tangible and applicable more than any other consultant. "No, you don't."

I sometimes wonder if we can drown in hyperbole. I suppose so, but it would take some odd twists and turns. (Those of you who get that will get a second, free subscription to RainToday.)

It's not "what," it's "how"

There is little new under the sun. I can make a case that the modern digital, cyberspace age is merely the current iteration of Gutenberg's movable type. You may or may not agree, but I imagine you're reading this on the equivalent of a page on your computer or PDA, just as I'm writing it on the equivalent of a page on my computer. Despite all the bells and whistles that Steve Jobs' merry crew can imagine, this machine is nothing but a typewriter at this moment, and a newspaper at your moment. Note that upper and lower case makes it readable, e.e. cummings notwithstanding.

What your methodology is doesn't matter so much as how you apply it. Today's society, economy, and technology demand different applications of traditional techniques. In these recombinant dynamics we can find unique and singular space.

For example, team work has been essential since the construction of the Pyramids during the Old Kingdom over five millennia ago. That teamwork consisted more of coercion for the laborers, but did require great collaboration among architects and master builders (the massive structures required almost three decades to erect). Today, we're in need of instantaneous collaboration often among people who don't physically interact, separated by time and oceans. Some issues, such as common objectives, remain the same. Some, such as varied time zones, are far different.

Leonardo da Vinci, one of the greatest of intellects, created plans for the helicopter, parachute, rerouting of rivers from the north to irrigate the south, and so on. Modern engineers have determined that many of his designs would have worked. But the economy, technology, and society weren't ready for them.

Suiting yourself to the times

You heard it here: It's actually more important to suit your manner to the times than it is to claim some "breakthrough" methodology which will be met with justified skepticism. Tell me that you can assist call center operators to turn complaints into reorders, and I'm willing to at least listen, because my self-interest is served as their manager. But tell me you're the greatest call center sales expert in captivity and I want to head out for a quick latté.

Here's Niccoli Machiavelli: I have often reflected that the causes of the successes or failures of men depend upon their manner of suiting their conduct to the times. (Forgive the male pronoun, those of you who count pronouns, but that's what he said.)

The relevance to making rain is that you must be sensitive not only to the general community, but to your particular client. We all know that the economy is up or down, but what are the economic conditions of your prospect? The Internet is a fact of life, but what is the technological literacy of your buyer?

And the times, of course, change

Location, demographics, technology, mores, and so forth not only shift and evolve, they differ, which is the value of a diverse world. We've all heard (well, I've met some who haven't) that certain gestures in the US don't mean the same thing in Europe, and that it's appropriate to be late to meetings in Latin America but never Germany or Japan.

Similarly, we must adjust the approaches to strategy, leadership, team building, conflict resolution, decision making, and a myriad other processes (which themselves don't change) to the environment in which we find ourselves and the temperaments which we find in that environment. Telling a self-made small business owner that the problem is his or her own is far from the same as telling that to a Fortune 100 executive vice president. Coaching them, using even identical methodology, requires adaptation in approach, style, interaction, and timing.

So, stop relying on what your methodology is and start focusing on how you can best apply it under the circumstances. You can think that you have the finest approach to chilling beer or slicing bread in the hemisphere and beyond.

But you don't.

© Alan Weiss 2008 All rights reserved.

Alan Weiss, Ph.D., is a contributing editor to RainToday.com and has been cited by the New York Post as “one of the most highly respected independent consultants in the country.” His clients have included The Federal Reserve Bank, Hewlett-Packard, Mercedes, JP Morgan Chase and over 200 similar world-class organizations. He has written 26 books which appear in 8 languages. He conducts a global mentoring program. You can reach him via his web site: http://www.summitconsulting.com or his blog: http://www.contrarianconsulting.com, where you can catch his weekly Podcast.