CONTACTS 
0201 - The Wendling Group                 916 965 4933
020101 - Mr. Jim Wendling; Managing Partner

SUBJECTS
SDS Marketing Sales Contacts
Seminars/speeches as sales presentation
Developing Leads
Testimonials on product
Executive Challenge, Self Dialog
Correlation to accepted practice and
Automated Integration applying SDS/POIMS
Thinking Through Writing
Meeting Notes, confirm understandings
User Interface, Menus, Mouse, Speech
Write Notes Twice Not SDS Adds Intelligence to Management Proactive P
Reading Writing Not Enough Time

1614 -    ..
1615 - Summary/Objective
1616 -
161601 - Follow up ref SDS 11 0001, ref SDS 10 0001.
161602 -
161603 - Jim received the SDS marketing brochures.  He will make them available
161604 - at his next seminar.  Discussed a variety of issues re SDS formats and
161605 - applications.  He requested testimonials on SDS.
161606 -
161607 - Submitted ref DIT 1 0001 linked to this record, and to testimonials
161608 - from David Saks, Jeff Ghilardi, and Wayne Wetzel.  Included Mike Sims
161609 - review on 920127. ref SDS 1 0001.  Renewed recommendation for Jim to
161610 - see a demonstration.
161611 -
161612 -
161613 -
161614 -
1617 -
1618 -
1619 - Discussion
1620 -
162001 -  ..
162002 - SDS Methodology - Test Listening by Writing
162003 -
162004 - Jim said the SDS record submitted with the letter, ref DIP 3 0001, on
162005 - our discussion last week, ref SDS 11 0001, was generally more accurate
162006 - than is expected from a typ- ical executive discussion. He was
162007 - surprised by the amount of detail. I explained the SDS concept of
162008 - improving "listening" by debugging our "understanding" through the
162009 - discipline of writing, per analysis at ref OF 2 line 33.
162010 -
162011 -      ..
162012 -     Long Way Around is Short Way There
162013 -
162014 -     We considered how better understanding improves executive
162015 -     productivity and effectiveness, from review of Covey's book on
162016 -     921205. ref SDS 4 1121 and ref SDS 4 J3WS
162017 -
162018 -     There is, however, a lot of resistance to this idea, as related on
162019 -     920513. ref SDS 2 5592
162020 -
162021 -     Jim related situations with Financial Investor/Advisors, that
162022 -     require a high degree of care in capturing the wishes and concerns
162023 -     of clients.  I pointed out this challenge occurs in many aspects
162024 -     of managing most organizations: investing intellectual capital
162025 -     rather than hurrying ahead, means doing the right thing right the
162026 -     first time.  Rather than assuming we "know" what was said, what
162027 -     was ment, and its implications, we can craft our knowledge and
162028 -     ideas.  The result is avoiding expensive errors and discovering
162029 -     rewarding opportunities.  When we control the record of current
162030 -     events, we have a better chance of controlling the outcome of
162031 -     subsequent events, i.e. past is prolog.
162032 -     ..
162033 -     Jim said his group teaches these lessons, but there is a
162034 -     strong emotional drive to ignore these lessons, because executives
162035 -     are isloated from consequences of poor management, and a lot of
162036 -     writing invites accountability.
162037 -
162038 -         [980405 accountability worries everybody. ref SDS 12 5065
162039 -
162040 -         [On 990625 executives don't feel like using good management
162041 -         practice. ref SDS 13 7344
162042 -
162043 -
162044 -     SDS Line Numbers Control Details
162045 -
162046 -     Jim said the SDS line numbers are troubling because they differ
162047 -     from present practice.  I explained SDS line numbers give managers
162048 -     control of the details of related events, and so comprise a very
162049 -     powerful advance in using ideas and information, in the same way
162050 -     the 26 letters of the alphabet and rules of grammar improve upon
162051 -     using mere graphical images to tell a story.  Since no one has
162052 -     thought of this methodology before, no one has experienced how
162053 -     helpful it is.
162054 -
162055 -          Demonstration
162056 -
162057 -          SDS uses new technology.  No one knows what "integrated
162058 -          scheduling and reporting" means, because no one has seen how
162059 -          it works.  As with most good ideas, once you see it, the
162060 -          grace and power are apparent.
162061 -
162062 -          We will continue to seek an opportunity to demonstrate SDS
162063 -          to Jim.
162064 -
162065 -
162066 -
162067 - Testimonials - Telling isn't Selling
162068 -
162069 - Jim asked for comments from other users.  I explained that SDS is a
162070 - new product, but we have some testimonials which I will submit today
162071 - in time for his next Executive seminar, this Friday.
162072 -
162073 -
162074 -
162075 - Pricing
162076 -
162077 - Jim asked for pricing.  I explained this as shown on the back of the
162078 - brochures to be distributed, issued at ref SDS 11 line 071008.
162079 -
162080 - Explained different product prices are related to different levels of
162081 - access to the SDS data base. Executives need the highest level of
162082 - access and protection.  Jim feels SDS is competitively priced.
162083 -
162084 -
162085 -
162086 - Covey
162087 -
162088 - Jim enjoyed the analysis of "7 Habits...," ref SDS 4 line 091101, and
162089 - was complimentary of the vocabulary.  I asked him to further consider
162090 - how POIMS technology can most effectively be introduced at the Execu-
162091 - tive level, as the best most direct means to improve management pro-
162092 - ductivity, for the reasons given in the analysis.
162093 -
162094 -
1621 -