Is it true that sunlight is the best light in which to view a diamond?
At noon on a clear summer day, the answer is yes, says Howard Gurock, whose Eco-Light Products are close to the leading edge of man’s 50,000 year-old effort to mimic’s the sun’s illuminating qualities. The reason is that sunlight is the only energy source that provides the full color spectrum of light, and at a Kelvin temperature of 6,000 — or close to daylight — it is a pure white light that will bring out “all the brilliance and scintillation and fire of a diamond,” says Gurock. When you try to use the same Kelvin temperature inside, however, the result is a light that makes hard surfaces like diamonds sparkle but gives softer materials, like human skin, a “cadaverous” blue tone. Gurock doubts man will ever create a lighting system that reflects the full color spectrum, although he is getting close: Some commercial lighting systems are currently in the mid-90s on the Color Rendering Index (the sun is 100). In the meantime, he recommends aiming for a Kelvin temperature of around 5,000 to light your diamond area, which will put both the diamonds and the customer in a light that is close to their best. And it’s generally safer than stepping out into the street to gaze at a 4-carat you ordered on memo.
Is there a strategic approach we can apply to make better decisions as a business owner?
You’re in luck. We just finished reading Dan and Chip Heath’s book Decisive: How To Make Better Choices In Life And Work, in which they make a very strong case for the W.R.A.P. method. This is a structured approach to improving decision-making by overcoming common pitfalls and biases. (These, by the way, include the “recency bias,” such as giving too much weight to the business book you’ve just read! But let’s push on.) W.R.A.P. stands for Widen your options, Reality-test your assumptions, Attain distance before deciding, and Prepare to be wrong.
Widen your options: This step encourages considering multiple alternatives rather than sticking to a binary choice. It emphasizes exploring a broader range of possibilities to avoid narrow framing. And if you think that’s obvious, keep in mind a finding that only 29 percent of companies considered more than one alternative when contemplating a challenge. That compared to 30 percent for teenagers, who aren’t exactly known for making well-reasoned choices. Often our options are more plentiful than we think.
Reality-test your assumptions: This involves gathering credible information to challenge your initial assumptions. Techniques include running small experiments, seeking dissenting opinions, and using a “devil’s advocate” approach to uncover flaws in your reasoning.
Attain distance before deciding: This step suggests taking a step back to gain perspective, reducing the influence of short-term emotions. Strategies include thinking about how you would advise a friend in the same situation or considering the decision’s impact over different timeframes, such as the next 10 minutes, 10 months, and 10 years.
Prepare to be wrong: Acknowledging that decisions can go awry, this step involves planning for various outcomes. It includes setting tripwires to trigger reassessment and creating a safety net to manage potential negative consequences.
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Systematically apply the W.R.A.P. framework, say the Heath brothers, and your decision will be more balanced, informed, and resilient.
I know I should be focused on my business, but I get an almost warped glee out of competing fiercely with the unethical schmuck up the road. There’s nothing wrong with having such an enemy, is there?
Indeed, there’s plenty of psychological research that testifies to the fact that humans partly enjoy having adversaries; they clarify the world for us and bolster our sense of righteousness. So sure, why not channel this sometimes less-than-admirable truth to good ends? And it’s certainly easier to keep an eye on what your rivals are up to in the Internet era. The only thing we’d say is that you don’t lose sight of who your REAL enemy is. Is it the guy so bad at business he’s cutting legal corners, or is it Amazon, or something else — like your own complacency, inertia, or fear of change that poses an existential threat to your business? Enjoy your day-to-day skirmishes with the schmuck around the corner, use it to motivate yourself, but channel your energies into evolving and growing your business.
How can I get my salespeople to sell the older merchandise in the store?
Start by appealing to their belief in the possible, something all good salespeople should possess. Remind them too, in the nicest way, that there’s no accounting for taste. “Remember that somebody at the manufacturer was inspired enough by the idea of the product to create it. And remember that somebody else in your company liked it enough to buy it,” says sales trainer Harry Friedman. That makes at least two professionals out there — whose opinions they should respect — who believe in this particular product, he says. It also means that even though this piece may make them shake their heads in wonderment, there’s a reasonable chance there’s a customer out there who will like it too, so show it proudly. If that doesn’t do the trick, opt for an aggressive commission, says David Geller. “The commission many stores pay usually isn’t enough to get people excited,” he says, recommending you try doubling or tripling it. “If you normally pay a salary plus 3 percent, pay 9 percent on old items. It won’t cost that much, relatively speaking. A $500 item with 3 percent commission costs you $15 … at 9 percent, $45. Thirty bucks to unload a $500 item? Cheaper than a deeper discount, Charlie!”
