Category Archives: Jill Johnson

Maintaining a Leadership EDGE in Turbulent Times

By Jill J. Johnson 

Jill Johnson

Why is it that some people seem to weather any business storm or crisis without appearing to break into a sweat? How is it that they always seem able to recover from a stumble and move on to even greater success? Are they immune to failure because they have won the Success Lottery? No. Those who achieve success during turbulent times do so because they have an EDGE to their approach to leadership: They understand the value of external information. They establish a framework for their decision-making. They develop goals to provide a focus on accountability. They also take advantage of outside experts to provide them with additional insight. 

External Information is Essential

Leaders who have an EDGE in achieving success no matter the situation understand the value of using external information. They know it is vital to understanding what is going on with the target markets they serve, especially when they are in a distressed situation. These leaders continually reassess their assumptions about their circumstances and they look for deeper insights to help them understand the complexity of the distressing situation.

EDGE leaders focus their time and energy on asking the hard questions that help them go deeper into understanding the alternatives available for resolving their situation. They do not hide in their office with the door closed when they are working through a challenging situation. They get out of their day-to-day bubble and look outward to gain new ideas.

EDGE leaders leverage abundant external information to provide them with insights to use for reviewing their own situation. This external information is often the catalyst for a new beginning. They adapt and take advantage of evolving circumstances and emerging opportunities to provide a foundation for even greater future success.

Leaders who have an EDGE use outside advisors to augment their understanding of their options and to serve as an objective sounding board. Click To Tweet

Decisions Use a Framework of Critical Criteria

Leaders who have an EDGE always develop a solid framework for making critical decisions. They understand that this framework will help them manage their emotions as they deal with the anxiety and pressure brought on by a business crisis. A solid decision framework provides the focus on the criteria that they will use to evaluate their options. They also use their decision framework to consider the implications of each choice available to them.

Leaders with an EDGE use the questions they asked during the information gathering phase to ensure they consider a wide range of alternative solutions. Yet they drive their decision-making by using their decision criteria to help them establish a framework for their priorities. They are attentive to the nuances each option provides. They prioritize the value of each element of their decision criteria. They use their decision framework to determine what they need to do to reclaim their success as they sort through their various decision options. Knowing the boundaries for their decision-making gives them a more objective sense of how to evaluate their options. It moves them to a more detached and impartial view as they go through their evaluation process.

These leaders do not avoid making decisions. They use decision criteria to control their emotions and stay focused on the most critical decisions that need to be made. They consider the consequences of implementing each option and are laser-focused on the elements that matter the most to resolving the critical issues.

Goals Focus on Daily Accountability

Leaders who have an EDGE set high goals for themselves. When circumstances collide to put up barriers to their achievements, they reassess their goals and then create new ones. Their goals stretch their leadership capability and provide them with clarity for their on-going learning to expand their excellence. They establish metrics to measure their goal achievement. They use data and information to measure their performance.

Everything they do is focused on moving through the tough time to seek out options for resolving the situation. Yet these leaders take it further by pushing themselves to achieve even more. They view a difficult time as something that tests their abilities. They embrace the challenge this provides and they trust themselves to succeed by using thoughtful processes. They know they have the tenacity and focus to reach their goals each day and throughout their careers.

EDGE leaders view their role as one in which they need all hands-on deck to solve the problem.  They share accountability with other members of their team which helps to deepen team bonds while creating stretch challenges for them too. The best EDGE leaders hold their teams accountable but they never abandon their team or the challenge. They work collaboratively to resolve it.

Experts Provide Additional Insight

Leaders who have an EDGE use outside advisors to augment their understanding of their options and to serve as an objective sounding board. The best advisors are the ones that challenge the leader’s thinking and help move them beyond the status quo. Seasoned advisors have seen challenging situations like this countless times. These leaders take advantage of outside expertise to gain deeper insight and move more quickly to understand and implement their available options.

Outside advisors may bring forward alternatives that had previously been dismissed because they were not fully understood or how to tweak them for effective implementation. Once the array of options is on the table, working with outside advisors helps EDGE leaders assess the real benefits of each alternative while supporting them as they deal with the overload and pressure of a distressing situation. These leaders don’t feel so alone or isolated from deeper insights. Outside experts also provide a buffer so they can maintain their leadership authority in front of their employees.

Final Thoughts

Using the leadership EDGE to achieve success in turbulent times is not easy. It requires discipline, laser focus and daily effort. Those who continue to achieve success even after surviving a crisis recognize that they have to change and adjust to the evolving situation. When they do, they create opportunities to develop a real strategy for enduring success. When you thoughtfully look at your own circumstances, you can develop your own leadership EDGE to evaluate your situation and chart a course for ongoing success.

Jill J. Johnson is the President and Founder of Johnson Consulting Services, a highly accomplished speaker, an award-winning management consultant, and author of the bestselling book Compounding Your Confidence. Jill helps her clients make critical business decisions and develop market-based strategic plans for turnarounds or growth. Her consulting work has impacted more than 4 billion dollars worth of decisions. She has a proven track record of dealing with complex business issues and getting results. For more information on Jill J. Johnson, please visit www.jcs-usa.com.

Build Robust Customer Relationships by Taking a Proactive Approach

By Jill J. Johnson

Jill Johnson-customer relationship

While today’s sales process can appear streamlined and online, it creates complexities and confusion for consumers who have vastly more options in a global marketplace. The internet has blurred traditional sales territories because consumers can now search the world for the products and services they want or need. Finding the right one requires them to weed through many alternatives so they can make optimal purchasing decisions. Proactively building robust and trusting relationships with your customers provides opportunities to become their top advisor and go-to vendor. Anticipating potential customer service challenges will help develop a framework for resolving these issues in a manner that protects your customer relationship. Software applications and marketing automation also create opportunities for enhanced customer insight and relationship development. 

Team Efforts Build Strong Customer Relationships

The most successful salespeople develop strong and lasting relationships with their customers. They focus on solving problems, not just making a transaction. They become an advisor their clients rely on for accurate information and solutions to address their needs. They are responsive and do not leave their clients hanging for answers. With this approach, you can anticipate opportunities for your customers and present new ideas when your customers are most likely ready to consider them.

Improving your customer’s experience will build word of mouth about your effectiveness as a true sales professional—rather than just someone who manages transactions. Click To Tweet

Successful sales and marketing team members work closely together to create synergies among all the communications being used to connect with customers. Production and service teams must also work in sync with sales to deliver the quality order that has been promised the customer. There is nothing worse for the client relationship than a salesperson making a promise that production cannot honor. In most organizations, the production or manufacturing divisions are siloed from sales. Each has its own metrics by which they are evaluated and there is often little communication among them. When that happens, the entire customer relationship can be at risk.

Enterprises that effectively calibrate and coordinate their ability to supply goods and services the customer demands will be the most successful over the long-term. They minimize waste and scrapped inventory because they are creating specific products their customers want and will buy. Sales relationships that have been strategized throughout the enterprise provide the best opportunities for gaining accurate customer intelligence on product specifications and anticipated sales volumes. The same things hold true for those selling services. 

Maintaining Customer Relationships Requires Trust

When working with clients who have a long-standing relationship with your organization, it can become easy to take them for granted. Personal relationships often develop among the various parties on both sides. Frequently this evolves into a high trust relationship.

When there is a glitch in service or delivery, client relationships can be jeopardized. Clients make buying decisions based on trust. If something significant interferes with the trust relationship, the entire account can be at risk. It may be a missed delivery, inferior product quality, service glitches or price-points that are too high. When this occurs, it can be easy for everyone to assume that the relationship will resolve the issue. But when it does not, everyone must remember that business is business. The personal relationships developed with care over time can vanish when suppliers make mistakes.  Both parties have their own jobs to protect and their own internal political challenges.

Often the best approach is for a vendor to operate on a “No Surprises” basis with clients. When they know there might be an issue with service or delivery, the sooner they alert the customer the more options they have to maintain the trusted relationship. Understanding the latitude and flexibility you each have when there is a problem can move you faster to finding a resolution. Perhaps it is offering a price discount for accepting some reduced quality options or including additional merchandise in order to offset the inequity. No matter what, your client problem needs to be resolved effectively before it becomes a social media nightmare or results in the loss of a major revenue stream to your enterprise. 

Effective Client Relationship Management 

Building and managing relationships with your prospects and key referral sources require effort. It is more than simply having them on your mailing list or emailing them newsletters or updates. More personal and consistent one-to-one relationships are a must in achieving your mutual goals. 

You have to move from passive order-taking to developing a customer relationship focused on knowing their interests and requirements. Then match your outreach and communications to move them through their decision-making cycle. Reassess your prospect management to determine if you are relying on stale efforts that do little to move the sale forward or deepen your relationship. 

Years ago, salespeople tracked customer information on index cards. Today, robust Customer Relationship Management (CRM) software has been a game-changer in managing interactions with current and potential clients. CRM integration with email marketing applications can enhance sales productivity and offer options for customer personalization.

Leveraging your CRM tools helps you stay on top of customer follow-up. This requires an investment of time in capturing information into the system. Once you do this, you can take advantage of opportunities to use its robust capability for data capture and market segmentation options. These efforts will help you more effectively manage your client relationships and provides options for efficient and appropriate outreach.

Final Thoughts 

Take time to review the effectiveness of your approach to customer relationship management. Don’t take your client relationships for granted. Just like any relationship, they need to be nurtured to be preserved and grown. Actively managing your customer and prospect interactions create more opportunities for engagement. Each engagement takes you one step closer to closing another sale or selling a bigger deal than you can currently imagine. Being your customers’ subject matter expert, anticipating their needs before they do and doing their homework for them is essential to successful and lasting customer relationships. Improving your customer’s experience will build word of mouth about your effectiveness as a true sales professional—rather than just someone who manages transactions.

Jill J. Johnson is the President and Founder of Johnson Consulting Services, a highly accomplished speaker, an award-winning management consultant, and author of the bestselling book Compounding Your Confidence. Jill helps her clients make critical business decisions and develop market-based strategic plans for turnarounds or growth. Her consulting work has impacted more than 4 billion dollars worth of decisions. She has a proven track record of dealing with complex business issues and getting results. For more information on Jill J. Johnson, please visit www.jcs-usa.com.

Asking Questions to Enhance Your Strategic Thinking

By Jill J. Johnson

Jill Johnson-question

The foundation of effective strategic thinking and strategy development is knowing how to ask the right questions. Learning to ask the right questions can be difficult because most people only know how to ask superficial questions that have easy answers. Asking challenging questions allows you to be more impactful in critical situations, have a greater influence on outcomes and help your organization achieve greater results.

Ask Questions That Matter

The level of uncertainty in today’s business climate is driving major challenges for most leaders.

To be an effective leader, you have to fully understand the overall strategic goals of your enterprise and key leadership. Use these goals as the framework to align your thinking.

Understand the critical market forces impacting your business strategies so you can determine the questions to be answered. What critical market forces are at play in your industry? Are there forces evolving around you which have the potential to impact your survival or growth opportunities? Consider what it will take to grow revenue, expand profitability, improve job satisfaction, enhance productivity, or increase customer retention. How does each of these areas impact the questions you should consider? Structure your questions to challenge the critical issues impacting your ability to achieve these goals.

The foundation of effective strategic thinking and strategy development is knowing how to ask the right questions. Click To Tweet

Three Critical Categories of Questions

There are three primary categories of questions to evaluate when you are focusing on your strategic thinking. These questions allow you to scan the various elements impacting your enterprise. These include reviewing what is going on internally in your organization, exploring external market forces creating new challenges or opportunities, and a review of your organizational relationships. Here are some examples of the types of questions you can consider for each level of your scan.

Internal Scan: Ask detailed questions about your customers and their evolving needs. What is the impact of your ownership, culture, stage of your business life cycle? Where are the sources of your profitability and capital resources? What are your leadership capabilities? How deep is the expertise of your team? Make sure you fully understand the key strategies of your organization and the opportunities you have to implement them.

External Scan: Consider the impact of various market forces on your target market and opportunities. What is happening demographically? How is your competition influencing your target market’s expectations on services, costs, and quality? What generational influences impact your ability to compete for your customers? What are the risks of remaining status quo?

Relationship Scan: Consider the status of the strategic relationships and partnerships you and your enterprise have developed. How do they impact your opportunities and create new challenges? Can you tap into other resources they offer or leverage them to achieve your goals? What are your internal relationships and how can you use them to impact success?

Constructing Your Strategic Questions

Focus your consideration of the questions on the key components impacting your enterprise growth or survival. Your questions should follow the format of who, what, where, when, why and how. They should be action-oriented. As you answer them, they should provide clarity to your strategic direction and focus. This will provide guidance on areas needing more research.

Align your questions to answer critical business questions. Your questions should help you clarify the most critical priorities for your organization. These should be broken into levels of importance: top, short-term, and on-going. Also consider the time-horizon for the impact: short-term, mid-term or long-term. By understanding the time priorities, you can categorize your strategic questions to align them with the key external market forces impacting your ability to achieve your goals. Aligning your questions with the external market forces provides you with a deeper level of critical thinking. As you elevate your critical thinking, you can begin linking your questions to impact your overall enterprise strategies.

Make sure your questions are challenging enough so they cannot be answered without some research or reflection. Questions that can be answered with a “yes” or “no” are not strategic questions. Ask provocative questions to encourage deeper thinking. This will bring a higher level of critical thinking to your planning effort. If your team cannot ask tough enough questions, find an outside advisor or consultant who can provide insight.

Getting Answers to Improve Your Strategic Insight

Often you will have to do some research before you can develop your questions. Think of this as your “homework”—doing the right preparation before you begin ensures you will ask better questions. Look to your major industry associations as a good starting source for insight about emerging issues and challenges. Study how your competitors are tackling challenging market forces.

Consider your options for obtaining the information which will allow you to confidently address your questions. Outside resources can be an objective source of obtaining information. If you keep this research role internal, work carefully to minimize any bias you might inject into the research.

Identify the key metrics you should be monitoring by carefully analyzing industry data. Tie your questions to what improves or impacts each of these metrics. Your questions should consider what impacts your profit margin, return on capital employed, return on investment, and return on assets. If you don’t understand these terms, learn more about them.

You will never have all of the available data to answer all of your questions. The goal is to obtain enough data to make reasonable judgments or to clarify for you the next layer of questions to ask.

Final Thoughts

Asking the questions that matter will build your confidence and others will be more confident in working with you. Learning to ask challenging questions allows you to be more impactful in critical situations, have an influence on outcomes, and help achieve greater results. Thinking strategically is a skill set you must actively work at trying to improve. Find resources to help you learn and practice your critical thinking skills. Building your strategic mindset takes time, discipline and focus.

What critical questions do you need to ask to improve your business?

Jill J. Johnson is the President and Founder of Johnson Consulting Services, a highly accomplished speaker, an award-winning management consultant, and author of the bestselling book Compounding Your Confidence. Jill helps her clients make critical business decisions and develop market-based strategic plans for turnarounds or growth. Her consulting work has impacted more than 4 billion dollars worth of decisions. She has a proven track record of dealing with complex business issues and getting results. For more information on Jill J. Johnson, please visit www.jcs-usa.com.

Understanding the Importance of Decision Triggers In Selling to Your Prospects

By Jill J. Johnson, MBA

Jill Johnson-decision triggers

A key component of effective target marketing involves developing deep insight into the decision-making process influencing how your customers make their purchasing choices. For organizations working with diverse customer needs, moving your prospects from, “I’m interested,” to “I’ll buy,” is a highly complex process. What is significant and how this will impact each of your prospects in their buying decision can vary.

This buying decision might involve a need to consolidate their vendor list enabling you to become their sole source or among their most trusted resource providers. Their decision may also impact how they view the value of buying additional services or other resources you offer.

Understanding how your target market makes decisions is fundamental to more effectively promoting your products and services. It is essential for you to understand your prospect’s decision-making process and what triggers their buying decisions to more quickly move your sales to a “yes.” Insight into what triggers your prospects in their decision-making process allows you to adapt your messages to highlight the unique characteristics of concern to your customers. Adapt your sales approach to their needs rather than using a “cookie cutter” approach. By tailoring your promotional strategies, you can enhance your opportunities to win the sale or deepen your relationship with your potential customer. You can use this insight to carefully craft your sales approach to meet their unique needs and concerns.

Each Prospect Has Unique Decision Triggers

Knowing what will move your prospects forward in a sale is just as important as knowing what is holding them back from saying “yes.” Decision Triggers can range from stress about the costs of your product or service and not understanding the value-add you offer, to believing they need support for the decision from a trusted member of their leadership team. In your sales approach, you need to utilize probing questions to isolate how they will make their decision about investing in buying a product or service from you. You must also uncover and understand the motives of who else is involved in making the decision.

Do the work to understand what Decision Triggers are at play with your prospective customers and with the other key stakeholders they rely on for support. Knowing how to activate or neutralize these triggers will provide you with vital insight on how to adjust your sales messaging tactics. Once you understand their Decision Triggers, you can determine what you should provide your prospect so they can move forward with their decision to buy from you.

Once you understand the Decision Triggers driving your sales prospects, then you can tie it to the rest of your promotional strategy. Click To Tweet

Navigate the Decision Continuum

As you move your prospective customers through their Decision Continuum, consider what your goals are each step of the way. If they reach out to you via your website or email, your goal is to get them to talk with you in person. If they ask you for information, determine what information they really need and what you can follow-up with if the sale is going to take longer than one interaction. Your goal is to keep them engaged with you and moving forward toward completing the sale and getting them to join your customer ranks—both now and long-term.

Understanding how to navigate a prospect along their Decision Continuum requires you to probe them carefully about what is important to them and their key stakeholders. In this process, you are identifying what their critical Decision Triggers are while gaining an understanding of how you need to incorporate this insight into your sales approach.

All too often when a company or organization has been around a long time, the manner in which sales are made to prospects becomes somewhat stagnant. Use decision insight to make sure your messaging is fresh, unique, and clearly matched to the evolving needs of your prospect. It might be time to reassess and revise your messaging to ensure you are hitting the hot buttons of your prospects and matching your approach to what they are most concerned about. This approach will get them to buy and stay with you beyond the initial sale.

Decision Triggers Drive Sales and Promotional Strategy

Listen carefully to the words your prospective customers use and how they describe their needs and concerns. This insight can help you shape your sales messaging back to them in ways that mirror their words. As you match your sales messaging to where they are on their Decision Continuum, you will have a better understanding of how to highlight key product or service features or benefits. This approach leverages the Decision Triggers to your target market to match what matters most to them. By specifically tailoring your messages to your prospect’s Decision Triggers, you can significantly increase the potential for achieving the sale. What you offer only matters if it matters to your prospective customers.

Once you understand the Decision Triggers driving your sales prospects, then you can tie it to the rest of your promotional strategy. You can incorporate your deep customer insight into all of your collateral materials, advertising, public relations stories, video clips, website and social media. These communications messages can reinforce how you want your prospective customers to respond to your sales messages. If there is a disconnect anywhere in the Decision Continuum, you are at risk of not being able to achieve the sales success you desire.

Final Thoughts

By incorporating insight about your prospective customer’s Decision Triggers, you can help your prospect gain confidence that the product or service you are trying to sell to them will truly benefit them and make a difference in their lives or businesses. They will have more confidence in buying from you because you will have tied your presentation to their concerns. As a result, your prospective customers can be reassured your products or services can and will effectively meet their needs. Leveraging your prospect’s Decision Triggers will make your sales cycle more efficient. It will result in more sales, help you build superior customer relationships, and will boost customer satisfaction when you deliver on what you promised.

Jill J. Johnson is the President and Founder of Johnson Consulting Services, a highly accomplished speaker, an award-winning management consultant, and author of the bestselling book Compounding Your Confidence. Jill helps her clients make critical business decisions and develop market-based strategic plans for turnarounds or growth. Her consulting work has impacted more than 4 billion dollars worth of decisions. She has a proven track record of dealing with complex business issues and getting results. For more information on Jill J. Johnson, please visit www.jcs-usa.com.

Understand the Impact of Your Profit Per Sale

Make Sure You’re Dedicating Your Resources to the Right Clients

By Jill J. Johnson, MBA

Jill Johnson-profit per sale

Few enterprises truly understand the actual profits generated by the individual sales they make. Most metrics for sales effectiveness are monitored by reviewing top line revenue results. Yet the most critical determinant of on-going business viability is to understand what revenue actually drops to the bottom line after all costs have been taken into account. You must understand what profit is generated by sales to each of your clients. Then consider the benefits and vulnerabilities the cumulative impact these sales mean to your business. Knowing the breakdown of the profitability by the individual sales to your clients can have a significant impact on your ability to achieve your business goals.

The impact of the true profits generated by each individual sale takes on greater importance. Click To Tweet

1. Understand the Impact of the Profit Per Sale

There are many expenses that go into determining profitability for a company. The same is true for determining the profitability of a sale. Each sale has multiple components impacting its final profit. You should consider your total cost of goods sold, including investments in promotion and delivery expenses. Factoring in the costs associated with the staff time required to generate a sale is a must, too. Unfortunately, few companies consider all these expenses when developing their marketing and sales strategies. Whether you are working on growing your business or you are struggling financially, the impact of the true profits generated by each individual sale takes on greater importance.

2. Know Your Profit Per Client

Frankly, not all clients are worth the effort to generate the sale. Sometimes your growth goals for your business mean you also are growing beyond clients you have historically served. This transition period is a very vulnerable point for any enterprise. It is also very stressful because you might be wrong and wind up losing a client that could have provided even revenue value if you have not been afraid to maximize your relationship.

Carefully study the costs associated with serving each client.  Perhaps you have long-term clients you like personally, but if you have not taken the time to explore the costs of the sale, their value to your business may have changed dramatically over the years. Before abandoning these clients, try to identify options to trim your expenses without jeopardizing your quality. But it may be time to move on if they are not generating any real profit to your company.

3. Review Your Customer Segments Revenue

Using a target marketing approach to grouping your customers into similar client segments provides you with a more detailed understanding of what is working and what is not. The key to effective target marketing is to focus your sales activities and expenditures toward those type of customers who can best be served by your enterprise, who will stay with you over the long-term and who will generate solid profitability. 

4. Evaluate Individual Sales Profitability

There are two ways of looking at your sales profitability data. One is by the individual clients. The other is by combining clients using some specific target marketing components. Grouping clients by similar characteristics makes it easier to identify trends in the data that you can use to assess the profitability of each of these major segments.

There are many options for grouping your customers into segments. For a B2B client, you could group them by their industry sector, number of employees, location, etc. For a B2C customer, you could group them by where they live, personal attitudes, age, family size, income level, etc.

If Client Segment A generates solid profits for you, but all of your marketing efforts are being devoted to Client Segment B who are barely break-even, the choice is obvious. You must retool your marketing and sales activity to attract more prospects from Client Segment A.

5. Monitor Individual Client Profitability

A complete review of the mix of your customers and sources of sales will reveal your potential vulnerabilities if market conditions change. It is not enough in today’s complex and competitive marketplace to look only at your total overall sales. If you have one customer that generates more than one-third of your sales, you are in an extremely vulnerable position if you lose that client to a merger, change of staff or if it goes out of business. Controlling and monitoring your client profitability and cost of sales allows you to take corrective action before your business’s survival is at risk. This takes on even greater importance if you are overly dependent key clients for your profitability.

6. The Impact of Pricing on Profitability

A close companion to client profitability is to understand the impact of various pricing strategies on the perceived value of your goods and services, and how they intertwine in attracting the customers who will buy from you. Engaging in discounted pricing strategies often attract customers who are buying from you based on price, not your value. If you are in a service-oriented business, this can be a slippery slope. You may get clients who keep you busy, but who do not generate the profits you need to build a sustainable enterprise or build your net worth. It is a delicate balancing act, but one you must realistically consider given your business objectives.

7. The Impact of Strategy on Profits

You must also consider the financial consequences of your business direction and your vulnerability to setbacks. This assessment allows you to make better business decisions and to set a more realistic strategic vision for your organization. “Finding a lane” or picking your niche through target marketing must also incorporate a true understanding of the costs of reaching them, as well as their ability to add to your bottom line in a meaningful way.

Final Thoughts

Reviewing the trend information for each of your major client segments is a highly impactful approach to revaluating the effectiveness of your sales and marketing efforts. It removes your emotions and relationships with your clients to allow you to be more detached in considering their impact on meeting your business objectives. They are no longer become just people you like, but a bigger grouping of customer segments who impact your future costs and business growth. If you are not attracting the kinds of clients generating the profitability to move your enterprise forward, it is time to reconsider all of your sales and marketing efforts.

Jill J. Johnson is the President and Founder of Johnson Consulting Services, a highly accomplished speaker, an award-winning management consultant, and author of the bestselling book Compounding Your Confidence. Jill helps her clients make critical business decisions and develop market-based strategic plans for turnarounds or growth. Her consulting work has impacted more than 4 billion dollars’ worth of decisions. She has a proven track record of dealing with complex business issues and getting results. For more information on Jill J. Johnson, please visit www.jcs-usa.com.