If you want to be a leader who attracts quality people, the key is to become a person of quality yourself. Leadership is the ability to attract someone to the gifts, skills and opportunities you offer as an owner, as a manager, as a parent.
We call leadership the great challenge of life. What’s important in leadership is refining your skills. All great leaders keep working on themselves until they become effective. Here are some specifics taken from one of the world’s foremost business advisors, Jim Rohn.
1. Learn to be strong but not rude: It is an extra step you must take to become a powerful, capable leader with a wide range of reach. Some people mistake rudeness for strength. It’s not even a good substitute.
2. Learn to be kind but not weak, we must not mistake kindness for weakness. Kindness isn’t weak. Kindness is a certain type of strength. We must be kind enough to tell somebody the truth. We must be kind enough and considerate enough to lay it on the line. We must be kind enough to tell it like it is and not deal in delusion.
3. Learn to be bold but not a bully. It takes boldness to win the day. To build your influence, you’ve got to walk in front of your group. You’ve got to be willing to take the first arrow, tackle the first problem, discover the first sign of trouble.
4. You’ve got to learn to be humble, but not timid, you can’t get to the high life by being timid. Some people mistake timidity for humility. Humility is almost - A sense of awe - A sense of wonder. An awareness of the human soul and spirit. An understanding that there is something unique about the human drama versus the rest of life. Humility is a grasp of the distance between the stars and us, yet having the feeling that we’re part of the stars.
5. Be proud but not arrogant. It takes pride to win the day. It takes pride to build your ambition. It takes pride in community. It takes pride in cause, in accomplishment. But the key to becoming a good leader is being proud without being arrogant.
6. Develop humour without folly. That’s important for a leader. In leadership, we learn that it’s okay to be witty, but not silly. It’s okay to be fun but not foolish. Lastly, deal in realities. Deal in truth. Save yourself the agony. Just accept life like it is. Life is unique. The whole drama of life is unique. It’s fascinating. And we’ve found that the skills that work well for one leader may not work for another. But the fundamental skills of leadership can be adapted to work well for just about everyone; at work, in the community and at home.
Friday, December 10, 2010
Thursday, October 7, 2010
Client Database
FOR SMALL BUSINESSES on a small budget a good database is a cost-effective marketing tool that can increase the sale value of your business and make you more attractive to partners who may want to conduct co-marketing activities.
• A two per cent increase in customer retention is equal to cutting costs by ten per cent
• Reducing lost customers by five per cent can increase profits by 25 to 125 per cent
• It’s up to five times more expensive to get new customers than it is to satisfy and retain existing customers
• Only one in 25 dissatisfied customers will express it, and
• Happy customers tell four to five others of their positive experience, while dissatisfied customers tell nine to 12 how bad it was.
The steps to creating and making the most of a customer database are to:
• Select the right database program
• Decide what information is relevant to store
• Populate, maintain and grow your database, and
• Regularly communicate with your database.
Get the right info. Use customer surveys, competitions and promotions to give you access to new prospects.
At any event you organise, sponsor or participate in, actively seek out contact details. Extend any invitations to friends of clients and remind them when you follow-up for RSVPs of any other events you are running yourself.
Using your database to increase sales from current customers is mainly about making them feel valuable. Make sure you follow up with a client after a purchase or completed project. Regular contact helps ensure that you are in constant conversation with customers and prospects increasing the likelihood of repeat purchases and referrals.
Your current customers are your most valuable resource for finding new ones. To generate referrals, you need to actively create them, not just through providing a great experience for your existing clients, but also through your systems. To do so, consider adding an annual survey to your marketing activity calendar and implementing a client loyalty or referral program. But don’t forget you must ALWAYS acknowledge a referral. Online services such as www.sendoutcards.com now make it very easy to create and send a thank you card.
So you’ve built a great database and set up a system to drive sales and referrals from it – but how do you measure success?
Keep an eye on:
• Traffic to your referral offer/page
• Repeat purchases
• Number of referral appointments
• Number of referral closed deals, and
• Overall comparative cost of acquisition.
You’ll know you’ve got a valuable asset on your hands once you look at the numbers!
• A two per cent increase in customer retention is equal to cutting costs by ten per cent
• Reducing lost customers by five per cent can increase profits by 25 to 125 per cent
• It’s up to five times more expensive to get new customers than it is to satisfy and retain existing customers
• Only one in 25 dissatisfied customers will express it, and
• Happy customers tell four to five others of their positive experience, while dissatisfied customers tell nine to 12 how bad it was.
The steps to creating and making the most of a customer database are to:
• Select the right database program
• Decide what information is relevant to store
• Populate, maintain and grow your database, and
• Regularly communicate with your database.
Get the right info. Use customer surveys, competitions and promotions to give you access to new prospects.
At any event you organise, sponsor or participate in, actively seek out contact details. Extend any invitations to friends of clients and remind them when you follow-up for RSVPs of any other events you are running yourself.
Using your database to increase sales from current customers is mainly about making them feel valuable. Make sure you follow up with a client after a purchase or completed project. Regular contact helps ensure that you are in constant conversation with customers and prospects increasing the likelihood of repeat purchases and referrals.
Your current customers are your most valuable resource for finding new ones. To generate referrals, you need to actively create them, not just through providing a great experience for your existing clients, but also through your systems. To do so, consider adding an annual survey to your marketing activity calendar and implementing a client loyalty or referral program. But don’t forget you must ALWAYS acknowledge a referral. Online services such as www.sendoutcards.com now make it very easy to create and send a thank you card.
So you’ve built a great database and set up a system to drive sales and referrals from it – but how do you measure success?
Keep an eye on:
• Traffic to your referral offer/page
• Repeat purchases
• Number of referral appointments
• Number of referral closed deals, and
• Overall comparative cost of acquisition.
You’ll know you’ve got a valuable asset on your hands once you look at the numbers!
Are you talking to yourself?
We’re all talking to ourselves every moment of our lives, except during certain portions of our sleeping cycle. We’re seldom even aware that we’re doing it. We all have a running commentary in our heads on events and our reactions to them. Here are some tips to remember:
- Be aware of the silent conversations you have with yourself. Are you a nurturing coach or a critic? Do you reinforce your own success or negate it? Are you comfortable saying to yourself, “That’s more like it.” “Now we’re in the groove.” “Things are working out well.” “I’ll do it better next time.”
- When you fail, view it as a temporary inconvenience, a learning experience, an isolated event, and a steppingstone instead of a stumbling block.
- When you have even a small success, reinforce that success by rewarding yourself and feeling pride, rather than feeling lucky or guilty for the attention.
- When you receive a compliment for any reason, simply respond, “Thank you.” And accept value graciously whenever it is offered.
- Always greet the people you meet with a smile. When introducing yourself in any new association, take the initiative to volunteer your own name first, clearly; and always extend your hand first, looking the person in the eyes when you speak.
- In your telephone communications at work or at home, answer the telephone pleasantly, immediately giving your own name to the caller, before you ask for the party you want and before you state your business. Leading with your own name underscores that a person of value is making the call.
- Don’t brag. People who trumpet their exploits and shout for service are actually calling for help. The showoffs, braggarts and blowhards are desperate for attention.
- Don’t tell your problems to people, unless they’re directly involved with the solutions. And don’t make excuses. Always talk affirmatively about the progress you are trying to make.
Apply these tips and keep the running commentary in your head on a positive note!
By D.Waitley
- Be aware of the silent conversations you have with yourself. Are you a nurturing coach or a critic? Do you reinforce your own success or negate it? Are you comfortable saying to yourself, “That’s more like it.” “Now we’re in the groove.” “Things are working out well.” “I’ll do it better next time.”
- When you fail, view it as a temporary inconvenience, a learning experience, an isolated event, and a steppingstone instead of a stumbling block.
- When you have even a small success, reinforce that success by rewarding yourself and feeling pride, rather than feeling lucky or guilty for the attention.
- When you receive a compliment for any reason, simply respond, “Thank you.” And accept value graciously whenever it is offered.
- Always greet the people you meet with a smile. When introducing yourself in any new association, take the initiative to volunteer your own name first, clearly; and always extend your hand first, looking the person in the eyes when you speak.
- In your telephone communications at work or at home, answer the telephone pleasantly, immediately giving your own name to the caller, before you ask for the party you want and before you state your business. Leading with your own name underscores that a person of value is making the call.
- Don’t brag. People who trumpet their exploits and shout for service are actually calling for help. The showoffs, braggarts and blowhards are desperate for attention.
- Don’t tell your problems to people, unless they’re directly involved with the solutions. And don’t make excuses. Always talk affirmatively about the progress you are trying to make.
Apply these tips and keep the running commentary in your head on a positive note!
By D.Waitley
Are you the employer of choice ?
Being an employer of choice means becoming the place people want to work, the organisation they want to devote their time and energy – and the place they will commit to for prolonged periods.
So how can you become an employer of choice?
The notion of employer of choice, and the elements that define what an employer of choice is, will increasingly feature in the considerations and decisions of employees as their needs evolve.
Employees are indicating a desire to link their future to longer term careers with employers. They are looking for the right fit – one that provides interest, challenge, growth, fulfilment and a match with their values. Employers who fail to exhibit employer of choice characteristics face an extremely uncertain future as prospective employees assess their options and align their futures with employers who provide the best match.
The top five characteristics are as follows:
Recognises and rewards staff well-not just Money.
Invests in the learning and development of its people
Operates ethically and fairly at all times
Has family/life friendly workplace practices
Management is passionate and engaging to work with
So for those ready to take on the challenge of becoming an employer of choice, consider the following tips:
Capitalise on the impending talent war by providing more of what people need and expect from their employer. By working to project and deliver the characteristics of an employer of choice, your ability to keep the best people and poach others like them from elsewhere, increases dramatically.
Recognise and reward employees for working collaboratively through tough times. Reassure them of their future, be prepared to 'loosen up the reins' a little with regard to pay and conditions post-GFC, shine a light on their successes and publicly thank them. Fulfil their expectation of appreciation and recognition – that is, let them know that having 'toughed it out' with this organisation, the leaders and managers have noticed and do appreciate the employees' efforts.
Provide career and training and development pathways to fulfil the expectations of employees. A key element of being an employer of choice is the creation of opportunities that help employees to develop, grow, advance and succeed. The creation and implementation of individual career pathways and training and development plans for each person in the organisation provides greater certainty and reassurance about the future.
Develop a better and deeper understanding of the needs and expectations of your key people. Talk to your top three most important people now, then talk to another three tomorrow. Spend time with your key people to understand their career aspirations, professional development ambitions and personal goals. Continue these discussions until you really understand their individual needs and motivations. Then set about creating the workplace that fulfils their needs. Provide direction, challenge and support to engage them.
Develop flexible, family friendly policies and practices that deliver work-life balance. When you understand the needs and motivations of employees, creating or adapting flexible workplace practices that deliver work-life balance is much easier to do. The key expectations of employees and the ways in which the organisation can adapt to support them (rather than the other way around) will be evident. All leaders and managers have to do is to listen, to take on the challenge, and to implement.
Expand and evolve mentoring and coaching activities as a means to developing and nurturing individuals. Make the most of this powerful opportunity to develop others and, in doing so, improve the performance and productivity of the organisation. Orient your thinking about mentoring and coaching to enable you to see it as one of the most compelling ways to develop individuals.
Plan for and manage the expected loss of experience and intellectual property flowing from an aging workforce. Recognise that there is much to be lost when older and more experienced people leave. Consider and implement policies that extend and embed that knowledge and limit the loss by adopting comprehensive mentoring, coaching and knowledge management processes.
Become more passionate. Employees of the future are looking for longer careers, working with leaders and in organisations with which they can engage. Show your interest in them and your excitement about the organisation's direction and goals. Share with them your confidence about the future. When you and they become excited about the path you are taking together, enthusiasm, teamwork and passion flourish.
Leaders and managers that respond to these challenges quickly, effectively and comprehensively will find their own people engaging and committing to the organisation more strongly and consistently. They will also be in a position to attract the best talent from elsewhere.
The benefits you reap from keeping the best people and attracting even more of them from other organisations will flow freely. Put simply, leaders and managers need to reinvent and redefine their organisations to become employers of choice.
So how can you become an employer of choice?
The notion of employer of choice, and the elements that define what an employer of choice is, will increasingly feature in the considerations and decisions of employees as their needs evolve.
Employees are indicating a desire to link their future to longer term careers with employers. They are looking for the right fit – one that provides interest, challenge, growth, fulfilment and a match with their values. Employers who fail to exhibit employer of choice characteristics face an extremely uncertain future as prospective employees assess their options and align their futures with employers who provide the best match.
The top five characteristics are as follows:
Recognises and rewards staff well-not just Money.
Invests in the learning and development of its people
Operates ethically and fairly at all times
Has family/life friendly workplace practices
Management is passionate and engaging to work with
So for those ready to take on the challenge of becoming an employer of choice, consider the following tips:
Capitalise on the impending talent war by providing more of what people need and expect from their employer. By working to project and deliver the characteristics of an employer of choice, your ability to keep the best people and poach others like them from elsewhere, increases dramatically.
Recognise and reward employees for working collaboratively through tough times. Reassure them of their future, be prepared to 'loosen up the reins' a little with regard to pay and conditions post-GFC, shine a light on their successes and publicly thank them. Fulfil their expectation of appreciation and recognition – that is, let them know that having 'toughed it out' with this organisation, the leaders and managers have noticed and do appreciate the employees' efforts.
Provide career and training and development pathways to fulfil the expectations of employees. A key element of being an employer of choice is the creation of opportunities that help employees to develop, grow, advance and succeed. The creation and implementation of individual career pathways and training and development plans for each person in the organisation provides greater certainty and reassurance about the future.
Develop a better and deeper understanding of the needs and expectations of your key people. Talk to your top three most important people now, then talk to another three tomorrow. Spend time with your key people to understand their career aspirations, professional development ambitions and personal goals. Continue these discussions until you really understand their individual needs and motivations. Then set about creating the workplace that fulfils their needs. Provide direction, challenge and support to engage them.
Develop flexible, family friendly policies and practices that deliver work-life balance. When you understand the needs and motivations of employees, creating or adapting flexible workplace practices that deliver work-life balance is much easier to do. The key expectations of employees and the ways in which the organisation can adapt to support them (rather than the other way around) will be evident. All leaders and managers have to do is to listen, to take on the challenge, and to implement.
Expand and evolve mentoring and coaching activities as a means to developing and nurturing individuals. Make the most of this powerful opportunity to develop others and, in doing so, improve the performance and productivity of the organisation. Orient your thinking about mentoring and coaching to enable you to see it as one of the most compelling ways to develop individuals.
Plan for and manage the expected loss of experience and intellectual property flowing from an aging workforce. Recognise that there is much to be lost when older and more experienced people leave. Consider and implement policies that extend and embed that knowledge and limit the loss by adopting comprehensive mentoring, coaching and knowledge management processes.
Become more passionate. Employees of the future are looking for longer careers, working with leaders and in organisations with which they can engage. Show your interest in them and your excitement about the organisation's direction and goals. Share with them your confidence about the future. When you and they become excited about the path you are taking together, enthusiasm, teamwork and passion flourish.
Leaders and managers that respond to these challenges quickly, effectively and comprehensively will find their own people engaging and committing to the organisation more strongly and consistently. They will also be in a position to attract the best talent from elsewhere.
The benefits you reap from keeping the best people and attracting even more of them from other organisations will flow freely. Put simply, leaders and managers need to reinvent and redefine their organisations to become employers of choice.
Wednesday, September 22, 2010
Sales: Cold Calling
The biggest problem with cold calling is that there's almost 100% rejection rates already in place, waiting for you. This is because the person you're calling on, doesn't know you, doesn't care to know you, and you're mostly taking their time.
===============================================
But cold-calling works, has always worked and will always work, if you do the following:
===============================================
1) Get yourself ready.
2) Get your customer ready.
Getting yourself ready: Because cold-calling is rejection based, you can't count the number of hits, but rather the number of misses. So you need to prepare yourself to be rejected and collect rejection badges (as it were).
So if I were going to do fifty cold calls a day (via phone for
instance) then I'd WANT to score at least forty nine rejections.
Now this may sound super weird to you, because you're not calling to get rejected. But if you call to get accepted, you get rejected.
And then as you keep calling, your spirits go down.
But if you call to be 'rejected', now you're scoring points. So you're winning the game (in a weird way). The more rejections you get, the more points you score, and so with every rejection, you not only get smarter in the way you handle things, but you also get more cheerful.
===============================================
Nothing is worse that getting more and more drained as you make the next call.
===============================================
And you will get drained if your goal is to get a job/assignment etc. Because the chances of rejection are almost 100%. If you play the game of rejection, however, you can't lose and that's the crux of the issue. If you can't lose, you get more and more cheerful.
And suddenly someone says "yes" and you think, that can't be possible. But it's a yes.
And this is true because of a simple definition of sales: Sales is transfer of enthusiasm from one person to another.
===============================================
See that? Transfer of enthusiasm!
===============================================
If you're not 100% enthusiastic and cheerful, I can smell you a mile off. And I don't want to buy anything. I don't even care what you're selling. But if you're enthusiastic, then I'll give you a foot in the door.
That foot is all you need. So that's the first part of this whole "getting a job/assignment". You can't hope to win, because rejection is pre-loaded. So you make turn the game on its head. And count the rejections as "wins" and you can't lose.
===============================================
But isn't it counterproductive to go in expecting to lose?
===============================================
It's not as crazy as you think. No one is telling you to be an idiot and play the fool. Far from it. You're still going to be super-professional. But because you're in a completely unknown situation, you're going to be uptight. And when you're uptight, you don't relax (duh!)
Well, all of that comes across on the phone/in person. If on the other hand, you're relaxed (because you're there just to notch up another 'rejection') then you're more likely to be more enthusiastic in your tone and body language.
But that's only one side of the coin.
===============================================
The second part is where you prepare the client ===============================================
Now this depends on the methodology you use. If you're using the phone, you need to be extremely clear about:
1) Who you're going to speak to.
2) What you're going to say.
Most cold-calling will fall apart because the call goes to the wrong person. If it's the wrong person, or a person that can't take a decision, you're just wasting your time. So you need to know who you're calling on. And if they can take a decision. The question
is: what decision do they need to take? They just need to be able to say: Yes I will meet you. This is because it's unlikely that anyone will hire you based purely on a phone call.
===============================================
So the question is: What are you going to say?
===============================================
Most people will call in to clients and say: I want to meet you regarding (insert your profession here). And that's really boring.
Why would I be interested in what you do? I'm only interested in what's in it for me.
===============================================
Let me give you an example:
===============================================
In the year 2000, I just moved to New Zealand. I worked briefly in a web design company and then was made redundant . And so there I was, in a new country, with close to zero-contacts and now I've got my bum on a burner--no option but to find a way to pay the bills.
I was a professional cartoonist back then, and so I knew that the folks who I had to speak to were creative directors in advertising agencies. If the creative director wouldn't meet, I'd settle for the art director.
===============================================
Then I started calling for appointments.
===============================================
But what I'd say was more important. When I called the art director/creative director, I'd say this: "As an art director, you often have crazy deadlines for certain ads.
And sourcing the right photos, getting the shoot ready etc, can be a nightmare. I'm a cartoonist (a good one too) and I can show you how we've used cartoons in crazy deadline situations. And how ad agencies have used it without losing impact. When can we meet for 20 minutes? Is this week good? Or the second half of next week?
===============================================
So let's analyse the conversation:
===============================================
Analysis 1: I put forward an isolated problem. I wasn't trying to solve all their problems. Just ONE problem.
Analysis 2: I put forward a solution.
Analysis 3: I killed the objection: "How ad agencies have used it without losing impact".
Analysis 4: I offered a "case-study or social proof": I mentioned that ad-agencies had used us before.
Analysis 5: I made sure that the next step was in place: "This week or second-half of next week".
Analysis 6: I was very precise about the time: "20 minutes".
===============================================
So how does all of this prepare the client?
===============================================
It prepares the client, because they know that they're not going to get some hot air balloon showing up to waste their time. You've been so precise in your conversation, that they're expecting you to come in and spend precisely 16 minutes (yes, two minutes for the hello and two for the goodbye). They've given you a foot in the door. That's what you need.
===============================================
So prepare yourself.
===============================================
Then prepare your customer.
And go in eager to sell.
Or in other words: transfer your enthusiasm from one person to another.
Good luck, though frankly if you prepare, you won't be needing it at all.
S. Desouza
===============================================
But cold-calling works, has always worked and will always work, if you do the following:
===============================================
1) Get yourself ready.
2) Get your customer ready.
Getting yourself ready: Because cold-calling is rejection based, you can't count the number of hits, but rather the number of misses. So you need to prepare yourself to be rejected and collect rejection badges (as it were).
So if I were going to do fifty cold calls a day (via phone for
instance) then I'd WANT to score at least forty nine rejections.
Now this may sound super weird to you, because you're not calling to get rejected. But if you call to get accepted, you get rejected.
And then as you keep calling, your spirits go down.
But if you call to be 'rejected', now you're scoring points. So you're winning the game (in a weird way). The more rejections you get, the more points you score, and so with every rejection, you not only get smarter in the way you handle things, but you also get more cheerful.
===============================================
Nothing is worse that getting more and more drained as you make the next call.
===============================================
And you will get drained if your goal is to get a job/assignment etc. Because the chances of rejection are almost 100%. If you play the game of rejection, however, you can't lose and that's the crux of the issue. If you can't lose, you get more and more cheerful.
And suddenly someone says "yes" and you think, that can't be possible. But it's a yes.
And this is true because of a simple definition of sales: Sales is transfer of enthusiasm from one person to another.
===============================================
See that? Transfer of enthusiasm!
===============================================
If you're not 100% enthusiastic and cheerful, I can smell you a mile off. And I don't want to buy anything. I don't even care what you're selling. But if you're enthusiastic, then I'll give you a foot in the door.
That foot is all you need. So that's the first part of this whole "getting a job/assignment". You can't hope to win, because rejection is pre-loaded. So you make turn the game on its head. And count the rejections as "wins" and you can't lose.
===============================================
But isn't it counterproductive to go in expecting to lose?
===============================================
It's not as crazy as you think. No one is telling you to be an idiot and play the fool. Far from it. You're still going to be super-professional. But because you're in a completely unknown situation, you're going to be uptight. And when you're uptight, you don't relax (duh!)
Well, all of that comes across on the phone/in person. If on the other hand, you're relaxed (because you're there just to notch up another 'rejection') then you're more likely to be more enthusiastic in your tone and body language.
But that's only one side of the coin.
===============================================
The second part is where you prepare the client ===============================================
Now this depends on the methodology you use. If you're using the phone, you need to be extremely clear about:
1) Who you're going to speak to.
2) What you're going to say.
Most cold-calling will fall apart because the call goes to the wrong person. If it's the wrong person, or a person that can't take a decision, you're just wasting your time. So you need to know who you're calling on. And if they can take a decision. The question
is: what decision do they need to take? They just need to be able to say: Yes I will meet you. This is because it's unlikely that anyone will hire you based purely on a phone call.
===============================================
So the question is: What are you going to say?
===============================================
Most people will call in to clients and say: I want to meet you regarding (insert your profession here). And that's really boring.
Why would I be interested in what you do? I'm only interested in what's in it for me.
===============================================
Let me give you an example:
===============================================
In the year 2000, I just moved to New Zealand. I worked briefly in a web design company and then was made redundant . And so there I was, in a new country, with close to zero-contacts and now I've got my bum on a burner--no option but to find a way to pay the bills.
I was a professional cartoonist back then, and so I knew that the folks who I had to speak to were creative directors in advertising agencies. If the creative director wouldn't meet, I'd settle for the art director.
===============================================
Then I started calling for appointments.
===============================================
But what I'd say was more important. When I called the art director/creative director, I'd say this: "As an art director, you often have crazy deadlines for certain ads.
And sourcing the right photos, getting the shoot ready etc, can be a nightmare. I'm a cartoonist (a good one too) and I can show you how we've used cartoons in crazy deadline situations. And how ad agencies have used it without losing impact. When can we meet for 20 minutes? Is this week good? Or the second half of next week?
===============================================
So let's analyse the conversation:
===============================================
Analysis 1: I put forward an isolated problem. I wasn't trying to solve all their problems. Just ONE problem.
Analysis 2: I put forward a solution.
Analysis 3: I killed the objection: "How ad agencies have used it without losing impact".
Analysis 4: I offered a "case-study or social proof": I mentioned that ad-agencies had used us before.
Analysis 5: I made sure that the next step was in place: "This week or second-half of next week".
Analysis 6: I was very precise about the time: "20 minutes".
===============================================
So how does all of this prepare the client?
===============================================
It prepares the client, because they know that they're not going to get some hot air balloon showing up to waste their time. You've been so precise in your conversation, that they're expecting you to come in and spend precisely 16 minutes (yes, two minutes for the hello and two for the goodbye). They've given you a foot in the door. That's what you need.
===============================================
So prepare yourself.
===============================================
Then prepare your customer.
And go in eager to sell.
Or in other words: transfer your enthusiasm from one person to another.
Good luck, though frankly if you prepare, you won't be needing it at all.
S. Desouza
Tuesday, September 21, 2010
Is it you or the economy?
In case you haven’t noticed, the economy is still hurting. And the universal cry of salespeople not making enough sales is, “IT’S THE ECONOMY!”
In a slump? Not making enough (or any) sales. Feel like you're unable to get out of the rut? Is it the economy, or is it YOU?
Maybe you're not in a big slump, but just can't seem to hit the quota numbers. Let's be kind and call it “sales under-achievement.”
Don't panic.
Don't press too hard.
Don't get down on yourself.
Don't get mad.
And above all - don't quit.
OK, OK, there’s a slowdown (a recession), but don’t be too quick to blame your lack of performance on “it” before you take a hard look at “you.” And take a closer look at “slump” before you blame “economy.”
Here are the prime causes of sales slumps:
Poor belief system. I don't believe that my company or product is the best. I don't think that I'm the best.
Poor work habits. Getting to work late, or barely “on time.” Not spending your time with people who can say “yes.”
Misperceptions that lead to sour grapes. I think my prices are too high, or my territory is bad.
Outside pressure. Caused by money problems, family problems, or personal problems.
Poor personal habits. Too much drink, too much food, or too much after hours play.
Boss giving crap instead of support. Someone who says, “You better do it,” instead of, “I know you can do it.”
Events that go against you. New salesperson passes you, someone else gets promoted and you knew it should have been you.
Customer cancels a big order. Weakening your personal belief or causing severe money problems - or both.
Competition cuts price and steals the order. This is the new reality of business.
Getting depressed. From any of the above.
When you're in a slump, you begin to press for orders instead of working your best game plan (which is: “sell to help the other person,” and let your sincerity of purpose shine through). When you have the pressure to sell, the prospect senses it, and backs off.
Then things get worse. You can't seem to sell at all, and begin to panic. Oh my gosh, I can't sell a thing, I'll get fired and miss my house payment. Aaaahhhhhh! False fear. Relax, you're better than that.
What causes a slump? You do. Therefore, you are the best (only) person too fix it.
Here's a prescription to help cure sick sales:
Study fundamentals - Usually what's wrong is not complicated. In fact, you probably know what's wrong. Your problem is that you think it's someone or something else's fault. Wrong. List two or three areas that need immediate care. Have the guts to take action.
Revisit your (or make a new) plan for success. Today.
List 5 things you could be doing to work smarter AND harder. Make a plan to work as smart as you think (or say) you are. Hard work can change your luck.
Change your presentation. Try a different approach. Take the customer’s perspective.
Talk to your five best customers. Ask them to evaluate your situation.
Get someone you respect to evaluate you presentation. Take them with you on sales calls. Get a coach.
Visit your mentor. And have a new plan to discuss when you get there.
Get to work an hour before everyone. Put in more productive time.
Stay away from pity parties. Don't make a slump worse by whining or hanging around a bunch of negits and underachievers.
Hang around positive, successful people. The best way to get to success.
Have some fun. Go to a comedy club. Do a little extra of what you like to do best (unless too much fun is the cause of your slump).
Spend 30 minutes a day (in the morning is best) reading about your positive attitude. Then listen to attitude CDs and sales CDs in the car ALL DAY.
Listen to your favorite song just before a presentation. Go in to your next call singing.
Take a day off. Chill out, take stock, make a plan, re-group, re-energize, and return with renewed determination and better energy.
Rearrange your office. Shake things up a little, make them look new.
Record your presentations live. Then listen in the car immediately afterwards. Take notes. Act to correct.
Video tape your presentation. Watch it with others who can give you constructive feedback.
Take the best salesperson you know out on calls with you for a day. Get a written evaluation after each call.
Take your boss with you on calls for a week. You'll get more feedback than you can handle, but it will help.
Avoid negative talk and negative people like the plague. Find people who will encourage you, not puke on you.
Become more valuable to your customers. Send a weekly value message by email to everyone (it can be the same message to all). Tweet a value message or inspirational message daily..
The best way to get out of the rut is keep the slump in perspective. Once you accept the fact that you can change it, you can begin to recover. Be cool - you're the greatest, if you think you are. Believe in the most important person in the world. You!
THINK ABOUT THIS: When a baseball player is in a batting slump, he’ll do anything to “change his luck.” Things from superstition (rabbits foot, not shaving, wearing the same underwear) to changing batting stance, to video watching, to extra coaching. But the one thing that usually breaks the slump is extra batting practice - to regain the groove.Fundamentals, baby.
They, like you, have the professional ability, but temporarily lost it. They, like you, need to revisit the raw fundamentals to regain lost talent.
J. Gitomer
In a slump? Not making enough (or any) sales. Feel like you're unable to get out of the rut? Is it the economy, or is it YOU?
Maybe you're not in a big slump, but just can't seem to hit the quota numbers. Let's be kind and call it “sales under-achievement.”
Don't panic.
Don't press too hard.
Don't get down on yourself.
Don't get mad.
And above all - don't quit.
OK, OK, there’s a slowdown (a recession), but don’t be too quick to blame your lack of performance on “it” before you take a hard look at “you.” And take a closer look at “slump” before you blame “economy.”
Here are the prime causes of sales slumps:
Poor belief system. I don't believe that my company or product is the best. I don't think that I'm the best.
Poor work habits. Getting to work late, or barely “on time.” Not spending your time with people who can say “yes.”
Misperceptions that lead to sour grapes. I think my prices are too high, or my territory is bad.
Outside pressure. Caused by money problems, family problems, or personal problems.
Poor personal habits. Too much drink, too much food, or too much after hours play.
Boss giving crap instead of support. Someone who says, “You better do it,” instead of, “I know you can do it.”
Events that go against you. New salesperson passes you, someone else gets promoted and you knew it should have been you.
Customer cancels a big order. Weakening your personal belief or causing severe money problems - or both.
Competition cuts price and steals the order. This is the new reality of business.
Getting depressed. From any of the above.
When you're in a slump, you begin to press for orders instead of working your best game plan (which is: “sell to help the other person,” and let your sincerity of purpose shine through). When you have the pressure to sell, the prospect senses it, and backs off.
Then things get worse. You can't seem to sell at all, and begin to panic. Oh my gosh, I can't sell a thing, I'll get fired and miss my house payment. Aaaahhhhhh! False fear. Relax, you're better than that.
What causes a slump? You do. Therefore, you are the best (only) person too fix it.
Here's a prescription to help cure sick sales:
Study fundamentals - Usually what's wrong is not complicated. In fact, you probably know what's wrong. Your problem is that you think it's someone or something else's fault. Wrong. List two or three areas that need immediate care. Have the guts to take action.
Revisit your (or make a new) plan for success. Today.
List 5 things you could be doing to work smarter AND harder. Make a plan to work as smart as you think (or say) you are. Hard work can change your luck.
Change your presentation. Try a different approach. Take the customer’s perspective.
Talk to your five best customers. Ask them to evaluate your situation.
Get someone you respect to evaluate you presentation. Take them with you on sales calls. Get a coach.
Visit your mentor. And have a new plan to discuss when you get there.
Get to work an hour before everyone. Put in more productive time.
Stay away from pity parties. Don't make a slump worse by whining or hanging around a bunch of negits and underachievers.
Hang around positive, successful people. The best way to get to success.
Have some fun. Go to a comedy club. Do a little extra of what you like to do best (unless too much fun is the cause of your slump).
Spend 30 minutes a day (in the morning is best) reading about your positive attitude. Then listen to attitude CDs and sales CDs in the car ALL DAY.
Listen to your favorite song just before a presentation. Go in to your next call singing.
Take a day off. Chill out, take stock, make a plan, re-group, re-energize, and return with renewed determination and better energy.
Rearrange your office. Shake things up a little, make them look new.
Record your presentations live. Then listen in the car immediately afterwards. Take notes. Act to correct.
Video tape your presentation. Watch it with others who can give you constructive feedback.
Take the best salesperson you know out on calls with you for a day. Get a written evaluation after each call.
Take your boss with you on calls for a week. You'll get more feedback than you can handle, but it will help.
Avoid negative talk and negative people like the plague. Find people who will encourage you, not puke on you.
Become more valuable to your customers. Send a weekly value message by email to everyone (it can be the same message to all). Tweet a value message or inspirational message daily..
The best way to get out of the rut is keep the slump in perspective. Once you accept the fact that you can change it, you can begin to recover. Be cool - you're the greatest, if you think you are. Believe in the most important person in the world. You!
THINK ABOUT THIS: When a baseball player is in a batting slump, he’ll do anything to “change his luck.” Things from superstition (rabbits foot, not shaving, wearing the same underwear) to changing batting stance, to video watching, to extra coaching. But the one thing that usually breaks the slump is extra batting practice - to regain the groove.Fundamentals, baby.
They, like you, have the professional ability, but temporarily lost it. They, like you, need to revisit the raw fundamentals to regain lost talent.
J. Gitomer
Thursday, September 9, 2010
Are You Waiting for Success?
"I couldn't wait for success, so I went ahead without it." - Jonathan Winters
Are you waiting for success? Are you just hanging out until the big sale or deal whisks you off to success and achievement? Are you hoping for that unexpected windfall? Are you counting the days until your ship comes in with your future lifestyle with the rich and famous? If you are…. It is a long wait… In fact, many would be entrepreneurs waste their lives waiting for that winning lottery ticket.
The real question you have to ask yourself is, “Am I willing to go on ahead without success?” Are you? Are you truly willing to just push onward, through the muck and mire of the daily grind? Are you truly committed to go forward in the face of relentless rejection or the numerous naysayers? Can you survive the emotional rollercoaster and mental gymnastics of the journey to success?
Those who truly succeed in life and business are those who are willing to go on ahead. They go ahead with no promise of success, no guarantee of reward, no promise of praise – they simply go. And by so doing they often go where no one has gone before.
There is an art to “making it happen,” which usually includes a good dose of choosing to ignore distractions, negative people and even negative future prospects.
So if you find that success isn’t coming your way – go ahead and go on without it – and it will ultimately catch up to you!
Are you waiting for success? Are you just hanging out until the big sale or deal whisks you off to success and achievement? Are you hoping for that unexpected windfall? Are you counting the days until your ship comes in with your future lifestyle with the rich and famous? If you are…. It is a long wait… In fact, many would be entrepreneurs waste their lives waiting for that winning lottery ticket.
The real question you have to ask yourself is, “Am I willing to go on ahead without success?” Are you? Are you truly willing to just push onward, through the muck and mire of the daily grind? Are you truly committed to go forward in the face of relentless rejection or the numerous naysayers? Can you survive the emotional rollercoaster and mental gymnastics of the journey to success?
Those who truly succeed in life and business are those who are willing to go on ahead. They go ahead with no promise of success, no guarantee of reward, no promise of praise – they simply go. And by so doing they often go where no one has gone before.
There is an art to “making it happen,” which usually includes a good dose of choosing to ignore distractions, negative people and even negative future prospects.
So if you find that success isn’t coming your way – go ahead and go on without it – and it will ultimately catch up to you!
Sunday, September 5, 2010
First Impressions-Why You Should Care
We’ve all heard the expression: “You never get a second chance to make a first impression.” Let’s take a look at what your prospects experience when they first make contact with your business.
When marketing, there are 3 ways a prospect can contact you: call you on the phone, travel to your location, or visit your website.
Have you ever called someone to inquire about a product or service and received a “less than enthusiastic” greeting? How did that make you feel? Worse yet, were you abandoned on hold? The most out-going, personable Team member in your organization should be answering the telephone. He/she should use the same initial greeting (scripted) and ask permission to place the caller on hold.
If you have a retail location or office, how does the facility look from the street? Is the building bright and clean? The parking lot—is it free of debris, the parking lines clearly striped and potholes patched? What about lighting, signage, and landscaping? Regular maintenance assures a consistent image. Once your guests are inside, pay particular attention to layout and appearance. In the food industry, 85% of the customer’s perception of cleanliness is the condition of the floor. What message is yours sending? Another area which leaves quite an impression is the restroom. Many of us have been “turned off” by filthy restrooms. Make sure yours are clean and properly stocked with soap, towels, etc. One more thing: How does the Team present itself? Are they similarly dressed (with logo apparel if appropriate)? What about name tags?
Here’s a tip—if you were suddenly informed that a TV film crew was on its way to interview you and feature your business, what would you change before they arrived?
When a prospect visits your website, how quickly does the page load? If it takes more than 10-15 seconds, many will not stick around to wait. Is the landing page easy to navigate and are the tabs clearly marked? Can a prospect find what he/she needs quickly without having to scroll down? When they fill out the “contact us” form, where does that inquiry go and who is responsible to respond? Make sure you have a process for timely response and appropriate responsibility assigned.
One last thing—if you have company vehicles, remember that they, too, convey an impression. Make sure they are clean, well-maintained, and most importantly, that the driver is well-mannered! Bad driving habits, cutting other drivers off, etc, will sabotage your good faith efforts.
All things being equal, people do business with those they know, like, and trust. Make sure your prospects like the first impression you make!
When marketing, there are 3 ways a prospect can contact you: call you on the phone, travel to your location, or visit your website.
Have you ever called someone to inquire about a product or service and received a “less than enthusiastic” greeting? How did that make you feel? Worse yet, were you abandoned on hold? The most out-going, personable Team member in your organization should be answering the telephone. He/she should use the same initial greeting (scripted) and ask permission to place the caller on hold.
If you have a retail location or office, how does the facility look from the street? Is the building bright and clean? The parking lot—is it free of debris, the parking lines clearly striped and potholes patched? What about lighting, signage, and landscaping? Regular maintenance assures a consistent image. Once your guests are inside, pay particular attention to layout and appearance. In the food industry, 85% of the customer’s perception of cleanliness is the condition of the floor. What message is yours sending? Another area which leaves quite an impression is the restroom. Many of us have been “turned off” by filthy restrooms. Make sure yours are clean and properly stocked with soap, towels, etc. One more thing: How does the Team present itself? Are they similarly dressed (with logo apparel if appropriate)? What about name tags?
Here’s a tip—if you were suddenly informed that a TV film crew was on its way to interview you and feature your business, what would you change before they arrived?
When a prospect visits your website, how quickly does the page load? If it takes more than 10-15 seconds, many will not stick around to wait. Is the landing page easy to navigate and are the tabs clearly marked? Can a prospect find what he/she needs quickly without having to scroll down? When they fill out the “contact us” form, where does that inquiry go and who is responsible to respond? Make sure you have a process for timely response and appropriate responsibility assigned.
One last thing—if you have company vehicles, remember that they, too, convey an impression. Make sure they are clean, well-maintained, and most importantly, that the driver is well-mannered! Bad driving habits, cutting other drivers off, etc, will sabotage your good faith efforts.
All things being equal, people do business with those they know, like, and trust. Make sure your prospects like the first impression you make!
Why Problem-Based Positioning is a Psychological Magnet
Are you struggling to create a memorable positioning statement for your marketing? Do you want to stand out from your competition, but the uniqueness of your business seems to elude you?
Here’s a sneaky, vital secret that turns conventional marketing psychology on its head. By changing your positioning statement, find out how to transform your weakest link into your strongest marketing tool ever.
Avis is Only Number 2…So, Why Go With Them…
Years ago, in the rental car market, Hertz was chugging along merrily, with Avis a distant second. With one Problem-Based USP, Avis closed the gap. Its catch phrase, "We’re No.2, We Try Harder," ignited the minds of the target audience like a rampaging bush fire. They turned a liability into an asset.
Southwest Airlines took to the skies with a similar message. We’re Smaller Than Everyone Else, it told us, while gently explaining why its service was dramatically better, as a direct consequence of their size. They also turned a liability into an asset.
In 2001, Harley Davidson proudly boasted how their CEO was 38th on the waiting list for the company's then, new V-Rod motorcycle. And they took pains to describe how each Harley was lovingly rolled off the plant. The waiting period, which normally would be perceived to be a negative, was turned into a publicity coup that burned a stamp of quality and uniqueness into the brains of every prospective Harley owner.
All of these companies took a cold, hard-nosed look at reality. The superlatives in their business had been taken. Instead they unearthed their USP, in what most people would consider a disadvantage of sorts.
Are You Doing What Sally Did…
Sally is one heck of a real estate agent. Barely six months into real estate, and she’s already forging a red-hot path into the top ten salespeople in the country. While her talents and persuasive powers are formidable, there’s a little something that puts her head and shoulders above the rest of the crowd.
That Little Something is a USP on Steroids…
If she chose to be unimaginative, Sally’s USP or tagline could have ended up as pretty run-of-the-mill. It could have ranged from a tacky, "Residential Properties for Every Budget," to utterly boring, "Getting Top Prices for Your Home." All of which would see her struggling to stand out, in a dog-eat-dog me-too marketplace. A goody-gum-drop USP would get her nowhere in a hurry. She needed a USP with rocket fuel in its tanks. Something that would reach out and demand your attention without hesitation.
“If You Sold Your Home in a Week or Less, You Probably Got Too Little…”
That’s the USP that Sally created. Can you see what I mean? Doesn’t that USP go for your jugular? Sally’s target audience is sellers, not buyers. If you just sold a house, wouldn’t you feel a twinge of regret? What if you were about to sell a house? Wouldn’t you be curious to find out just a little bit about what Sally does to lasso in a higher return? And wouldn’t you be just a little bit wary if the next real estate agent you met told you that she could sell your house in next to no time?
You’ve just witnessed the psychological power of the Problem-Based USP.
How to Create a Knockout USP for Your Business…
Let’s assume you’re in the wine selling business. To own real estate in a customer’s brain, you’d have to do battle with about a zillion other wines. Yet decades ago, Paul Masson cut through the clutter with a simple statement. We sell no wines before their time. With charming simplicity, they turned a negative waiting period into an exploitable advantage.
You too can turn your liabilities into assets. Stop screaming about how magnificent you are, and look for the apparent glitches in your business. Let’s just consider a few scenarios. Are you perceived to be too expensive, extremely slow, or maybe just too busy?
Consider when PsychoTactics.com launched their website and were faced with a similar dilemma. As human beings, we often disdain simplicity and common sense. The distillation process needed to simplify a concept into easy-to-munch bites is often just seen as common sense, and of no huge intrinsic value. Taking that liability into consideration, PsychoTactics.com created a USP concept that stressed the fact that everything was not just old, but at least 5000 years old. In fact, everything has already been tried and tested. That put them into a mould that was totally different from all the new-fangled marketing angles we hear about every day. The liability of common sense was turned into the asset of experience.
Best of all, it turned a problem into a winning USP concept.
The Primary Reason You Should Search for the Hiccups in Your Business…
Finding what makes you beneficially different is a notoriously difficult task. However, just about any client or potential buyer will very quickly identify your weaknesses and liabilities. If it’s a technical problem, you can fix it. If it’s a conceptual problem such as speed or price, it’s much harder to fix.
This, however, is the key to your success. The more you try to keep your weaknesses and liabilities under wraps, the more customers will uncover them. On the other hand, take a liability and turn it into an asset. Expose a problem to the harsh glare of the spotlight and transform your frog into a prince. This brave act will gain the instant admiration and support of your clients, while giving you a USP that others simply won’t have the guts to match.
Can You Make the Leap?
Creating a negative USP is a tricky, dangerous tactic, and one not to be taken lightly. "We're slow and proud of it!" is hardly a selling point, yet fulfills the requirements laid out in this article. However, if you’ve been struggling with your USP, as many companies do, this is a tactic that may work well for you—as it has with some of the companies above.
It’s time you tickled your customer’s brain with some sharply focused psychological marketing jujitsu. Find the weaknesses and liabilities in your business, carve them into a dynamic USP, and the attention your business has been craving for, will be yours forever more.
And that’s worth thinking about…
By P. Barton
Here’s a sneaky, vital secret that turns conventional marketing psychology on its head. By changing your positioning statement, find out how to transform your weakest link into your strongest marketing tool ever.
Avis is Only Number 2…So, Why Go With Them…
Years ago, in the rental car market, Hertz was chugging along merrily, with Avis a distant second. With one Problem-Based USP, Avis closed the gap. Its catch phrase, "We’re No.2, We Try Harder," ignited the minds of the target audience like a rampaging bush fire. They turned a liability into an asset.
Southwest Airlines took to the skies with a similar message. We’re Smaller Than Everyone Else, it told us, while gently explaining why its service was dramatically better, as a direct consequence of their size. They also turned a liability into an asset.
In 2001, Harley Davidson proudly boasted how their CEO was 38th on the waiting list for the company's then, new V-Rod motorcycle. And they took pains to describe how each Harley was lovingly rolled off the plant. The waiting period, which normally would be perceived to be a negative, was turned into a publicity coup that burned a stamp of quality and uniqueness into the brains of every prospective Harley owner.
All of these companies took a cold, hard-nosed look at reality. The superlatives in their business had been taken. Instead they unearthed their USP, in what most people would consider a disadvantage of sorts.
Are You Doing What Sally Did…
Sally is one heck of a real estate agent. Barely six months into real estate, and she’s already forging a red-hot path into the top ten salespeople in the country. While her talents and persuasive powers are formidable, there’s a little something that puts her head and shoulders above the rest of the crowd.
That Little Something is a USP on Steroids…
If she chose to be unimaginative, Sally’s USP or tagline could have ended up as pretty run-of-the-mill. It could have ranged from a tacky, "Residential Properties for Every Budget," to utterly boring, "Getting Top Prices for Your Home." All of which would see her struggling to stand out, in a dog-eat-dog me-too marketplace. A goody-gum-drop USP would get her nowhere in a hurry. She needed a USP with rocket fuel in its tanks. Something that would reach out and demand your attention without hesitation.
“If You Sold Your Home in a Week or Less, You Probably Got Too Little…”
That’s the USP that Sally created. Can you see what I mean? Doesn’t that USP go for your jugular? Sally’s target audience is sellers, not buyers. If you just sold a house, wouldn’t you feel a twinge of regret? What if you were about to sell a house? Wouldn’t you be curious to find out just a little bit about what Sally does to lasso in a higher return? And wouldn’t you be just a little bit wary if the next real estate agent you met told you that she could sell your house in next to no time?
You’ve just witnessed the psychological power of the Problem-Based USP.
How to Create a Knockout USP for Your Business…
Let’s assume you’re in the wine selling business. To own real estate in a customer’s brain, you’d have to do battle with about a zillion other wines. Yet decades ago, Paul Masson cut through the clutter with a simple statement. We sell no wines before their time. With charming simplicity, they turned a negative waiting period into an exploitable advantage.
You too can turn your liabilities into assets. Stop screaming about how magnificent you are, and look for the apparent glitches in your business. Let’s just consider a few scenarios. Are you perceived to be too expensive, extremely slow, or maybe just too busy?
Consider when PsychoTactics.com launched their website and were faced with a similar dilemma. As human beings, we often disdain simplicity and common sense. The distillation process needed to simplify a concept into easy-to-munch bites is often just seen as common sense, and of no huge intrinsic value. Taking that liability into consideration, PsychoTactics.com created a USP concept that stressed the fact that everything was not just old, but at least 5000 years old. In fact, everything has already been tried and tested. That put them into a mould that was totally different from all the new-fangled marketing angles we hear about every day. The liability of common sense was turned into the asset of experience.
Best of all, it turned a problem into a winning USP concept.
The Primary Reason You Should Search for the Hiccups in Your Business…
Finding what makes you beneficially different is a notoriously difficult task. However, just about any client or potential buyer will very quickly identify your weaknesses and liabilities. If it’s a technical problem, you can fix it. If it’s a conceptual problem such as speed or price, it’s much harder to fix.
This, however, is the key to your success. The more you try to keep your weaknesses and liabilities under wraps, the more customers will uncover them. On the other hand, take a liability and turn it into an asset. Expose a problem to the harsh glare of the spotlight and transform your frog into a prince. This brave act will gain the instant admiration and support of your clients, while giving you a USP that others simply won’t have the guts to match.
Can You Make the Leap?
Creating a negative USP is a tricky, dangerous tactic, and one not to be taken lightly. "We're slow and proud of it!" is hardly a selling point, yet fulfills the requirements laid out in this article. However, if you’ve been struggling with your USP, as many companies do, this is a tactic that may work well for you—as it has with some of the companies above.
It’s time you tickled your customer’s brain with some sharply focused psychological marketing jujitsu. Find the weaknesses and liabilities in your business, carve them into a dynamic USP, and the attention your business has been craving for, will be yours forever more.
And that’s worth thinking about…
By P. Barton
Monday, August 30, 2010
The Formula for Failure and Success
by Jim Rohn
Failure is not a single, cataclysmic event. We do not fail overnight. Failure is the inevitable result of an accumulation of poor thinking and poor choices. To put it more simply, failure is nothing more than a few errors in judgment repeated every day.
Now why would someone make an error in judgment and then be so foolish as to repeat it every day? The answer is because he or she does not think that it matters.
On their own, our daily acts do not seem that important. A minor oversight, a poor decision, or a wasted hour generally doesn't result in an instant and measurable impact. More often than not, we escape any immediate consequences of our deeds.
If we have not bothered to read a single book in the past ninety days, this lack of discipline does not seem to have any immediate impact on our lives. And since nothing drastic happened to us after the first ninety days, we repeat this error in judgment for another ninety days, and on and on it goes. Why? Because it doesn't seem to matter. And herein lies the great danger. Far worse than not reading the books is not even realizing that it matters!
Those who eat too many of the wrong foods are contributing to a future health problem, but the joy of the moment overshadows the consequence of the future. It does not seem to matter. Those who smoke too much or drink too much go on making these poor choices year after year after year... because it doesn't seem to matter. But the pain and regret of these errors in judgment have only been delayed for a future time. Consequences are seldom instant; instead, they accumulate until the inevitable day of reckoning finally arrives and the price must be paid for our poor choices—choices that didn't seem to matter.
Failure's most dangerous attribute is its subtlety. In the short term those little errors don't seem to make any difference. We do not seem to be failing. In fact, sometimes these accumulated errors in judgment occur throughout a period of great joy and prosperity in our lives. Since nothing terrible happens to us, since there are no instant consequences to capture our attention, we simply drift from one day to the next, repeating the errors, thinking the wrong thoughts, listening to the wrong voices and making the wrong choices. The sky did not fall in on us yesterday; therefore the act was probably harmless. Since it seemed to have no measurable consequence, it is probably safe to repeat.
But we must become better educated than that!
If at the end of the day when we made our first error in judgment the sky had fallen in on us, we undoubtedly would have taken immediate steps to ensure that the act would never be repeated. Like the child who places his hand on a hot burner despite his parents' warnings, we would have had an instantaneous experience accompanying our error in judgment.
Unfortunately, failure does not shout out its warnings as our parents once did. This is why it is imperative to refine our philosophy in order to be able to make better choices. With a powerful, personal philosophy guiding our every step, we become more aware of our errors in judgment and more aware that each error really does matter.
Now here is the great news. Just like the formula for failure, the formula for success is easy to follow: It's a few simple disciplines practiced every day.
Now here is an interesting question worth pondering: How can we change the errors in the formula for failure into the disciplines required in the formula for success? The answer is by making the future an important part of our current philosophy.
Both success and failure involve future consequences, namely the inevitable rewards or unavoidable regrets resulting from past activities. If this is true, why don't more people take time to ponder the future? The answer is simple: They are so caught up in the current moment that it doesn't seem to matter. The problems and the rewards of today are so absorbing to some human beings that they never pause long enough to think about tomorrow.
But what if we did develop a new discipline to take just a few minutes every day to look a little further down the road? We would then be able to foresee the impending consequences of our current conduct. Armed with that valuable information, we would be able to take the necessary action to change our errors into new success-oriented disciplines. In other words, by disciplining ourselves to see the future in advance, we would be able to change our thinking, amend our errors and develop new habits to replace the old.
One of the exciting things about the formula for success—a few simple disciplines practiced every day—is that the results are almost immediate. As we voluntarily change daily errors into daily disciplines, we experience positive results in a very short period of time. When we change our diet, our health improves noticeably in just a few weeks. When we start exercising, we feel a new vitality almost immediately. When we begin reading, we experience a growing awareness and a new level of self-confidence. Whatever new discipline we begin to practice daily will produce exciting results that will drive us to become even better at developing new disciplines.
The real magic of new disciplines is that they will cause us to amend our thinking. If we were to start today to read the books, keep a journal, attend the classes, listen more and observe more, then today would be the first day of a new life leading to a better future. If we were to start today to try harder, and in every way make a conscious and consistent effort to change subtle and deadly errors into constructive and rewarding disciplines, we would never again settle for a life of existence—not once we have tasted the fruits of a life of substance!
Failure is not a single, cataclysmic event. We do not fail overnight. Failure is the inevitable result of an accumulation of poor thinking and poor choices. To put it more simply, failure is nothing more than a few errors in judgment repeated every day.
Now why would someone make an error in judgment and then be so foolish as to repeat it every day? The answer is because he or she does not think that it matters.
On their own, our daily acts do not seem that important. A minor oversight, a poor decision, or a wasted hour generally doesn't result in an instant and measurable impact. More often than not, we escape any immediate consequences of our deeds.
If we have not bothered to read a single book in the past ninety days, this lack of discipline does not seem to have any immediate impact on our lives. And since nothing drastic happened to us after the first ninety days, we repeat this error in judgment for another ninety days, and on and on it goes. Why? Because it doesn't seem to matter. And herein lies the great danger. Far worse than not reading the books is not even realizing that it matters!
Those who eat too many of the wrong foods are contributing to a future health problem, but the joy of the moment overshadows the consequence of the future. It does not seem to matter. Those who smoke too much or drink too much go on making these poor choices year after year after year... because it doesn't seem to matter. But the pain and regret of these errors in judgment have only been delayed for a future time. Consequences are seldom instant; instead, they accumulate until the inevitable day of reckoning finally arrives and the price must be paid for our poor choices—choices that didn't seem to matter.
Failure's most dangerous attribute is its subtlety. In the short term those little errors don't seem to make any difference. We do not seem to be failing. In fact, sometimes these accumulated errors in judgment occur throughout a period of great joy and prosperity in our lives. Since nothing terrible happens to us, since there are no instant consequences to capture our attention, we simply drift from one day to the next, repeating the errors, thinking the wrong thoughts, listening to the wrong voices and making the wrong choices. The sky did not fall in on us yesterday; therefore the act was probably harmless. Since it seemed to have no measurable consequence, it is probably safe to repeat.
But we must become better educated than that!
If at the end of the day when we made our first error in judgment the sky had fallen in on us, we undoubtedly would have taken immediate steps to ensure that the act would never be repeated. Like the child who places his hand on a hot burner despite his parents' warnings, we would have had an instantaneous experience accompanying our error in judgment.
Unfortunately, failure does not shout out its warnings as our parents once did. This is why it is imperative to refine our philosophy in order to be able to make better choices. With a powerful, personal philosophy guiding our every step, we become more aware of our errors in judgment and more aware that each error really does matter.
Now here is the great news. Just like the formula for failure, the formula for success is easy to follow: It's a few simple disciplines practiced every day.
Now here is an interesting question worth pondering: How can we change the errors in the formula for failure into the disciplines required in the formula for success? The answer is by making the future an important part of our current philosophy.
Both success and failure involve future consequences, namely the inevitable rewards or unavoidable regrets resulting from past activities. If this is true, why don't more people take time to ponder the future? The answer is simple: They are so caught up in the current moment that it doesn't seem to matter. The problems and the rewards of today are so absorbing to some human beings that they never pause long enough to think about tomorrow.
But what if we did develop a new discipline to take just a few minutes every day to look a little further down the road? We would then be able to foresee the impending consequences of our current conduct. Armed with that valuable information, we would be able to take the necessary action to change our errors into new success-oriented disciplines. In other words, by disciplining ourselves to see the future in advance, we would be able to change our thinking, amend our errors and develop new habits to replace the old.
One of the exciting things about the formula for success—a few simple disciplines practiced every day—is that the results are almost immediate. As we voluntarily change daily errors into daily disciplines, we experience positive results in a very short period of time. When we change our diet, our health improves noticeably in just a few weeks. When we start exercising, we feel a new vitality almost immediately. When we begin reading, we experience a growing awareness and a new level of self-confidence. Whatever new discipline we begin to practice daily will produce exciting results that will drive us to become even better at developing new disciplines.
The real magic of new disciplines is that they will cause us to amend our thinking. If we were to start today to read the books, keep a journal, attend the classes, listen more and observe more, then today would be the first day of a new life leading to a better future. If we were to start today to try harder, and in every way make a conscious and consistent effort to change subtle and deadly errors into constructive and rewarding disciplines, we would never again settle for a life of existence—not once we have tasted the fruits of a life of substance!
Tuesday, August 24, 2010
Images of Achievement
By D. Waitley
Are you aware of how the FBI trains its agents to spot counterfeit bills? The FBI schools agents by training them to see all of the characteristics of bills printed by the U.S. Treasury—they deal only with genuine money. An FBI agent learns to recognize authentic ones, fives, tens, twenties, fifties and hundred dollar notes until his or her appraisal of them becomes second nature. An agent studies a bill, both sides of it, until he or she learns every feature that makes it genuine legal tender.
That way, when FBI agents see counterfeit bills, they immediately recognize them as such. Their minds aren’t cluttered with what “might be wrong” or “what usually is left off” or “mistakes that are commonly made.” They know what they’re looking for. They are specialists in the real thing. False bills seem glaringly obvious to them.
If you allow yourself to think about the penalties of failure or all the things that could go wrong, you’re far more likely to infuse your performance with those penalties and mistakes. Continually tell yourself what to do. Don’t concentrate on what not to do.
The mind has a fascinating capability. What you think about most is generally what you do most readily. A mistake most people make is to set goals in negative terms. A tennis player may set a goal of not double-faulting a certain number of times during a match. An employee may set a goal of not being late so often. Goals to lose weight, not talk so loud and fast, and not get upset so often are goals framed in negative terms. We need to stay away from negative goal setting.
Understand this about the mind: A fear is a goal in reverse. The mind can’t focus on the reverse of an idea. The term double fault reminds the tennis player of the condition he or she wants to avoid. Being late reminds the employee of the problem, not the solution. When we think we need to lose weight, our minds store the self-image of being overweight. We need the image of the desired weight we want to attain, not the pounds of fat we want to discard. It is extremely difficult, if not impossible, to concentrate on not being upset.
It’s the same thing as saying, “Don’t make mistakes.” Or worse yet, to a tight rope walker, with no net, “Windy day, don’t fall!” The mind always moves you toward your current dominant thought.
We should say, “First serve in,” for the tennis player. “I’m a punctual, on-time person.” …. “I’m reaching my desired weight.” …. “I speak slowly, clearly and confidently.” …. “I remain calm and relaxed under pressure.” These are all positive goal statements, images of achievement, that pull us in the direction of the desired behavior rather than away from the undesired habit.
This week, stop looking at your life through the rearview mirror; instead, focus on where you want to go!
Are you aware of how the FBI trains its agents to spot counterfeit bills? The FBI schools agents by training them to see all of the characteristics of bills printed by the U.S. Treasury—they deal only with genuine money. An FBI agent learns to recognize authentic ones, fives, tens, twenties, fifties and hundred dollar notes until his or her appraisal of them becomes second nature. An agent studies a bill, both sides of it, until he or she learns every feature that makes it genuine legal tender.
That way, when FBI agents see counterfeit bills, they immediately recognize them as such. Their minds aren’t cluttered with what “might be wrong” or “what usually is left off” or “mistakes that are commonly made.” They know what they’re looking for. They are specialists in the real thing. False bills seem glaringly obvious to them.
If you allow yourself to think about the penalties of failure or all the things that could go wrong, you’re far more likely to infuse your performance with those penalties and mistakes. Continually tell yourself what to do. Don’t concentrate on what not to do.
The mind has a fascinating capability. What you think about most is generally what you do most readily. A mistake most people make is to set goals in negative terms. A tennis player may set a goal of not double-faulting a certain number of times during a match. An employee may set a goal of not being late so often. Goals to lose weight, not talk so loud and fast, and not get upset so often are goals framed in negative terms. We need to stay away from negative goal setting.
Understand this about the mind: A fear is a goal in reverse. The mind can’t focus on the reverse of an idea. The term double fault reminds the tennis player of the condition he or she wants to avoid. Being late reminds the employee of the problem, not the solution. When we think we need to lose weight, our minds store the self-image of being overweight. We need the image of the desired weight we want to attain, not the pounds of fat we want to discard. It is extremely difficult, if not impossible, to concentrate on not being upset.
It’s the same thing as saying, “Don’t make mistakes.” Or worse yet, to a tight rope walker, with no net, “Windy day, don’t fall!” The mind always moves you toward your current dominant thought.
We should say, “First serve in,” for the tennis player. “I’m a punctual, on-time person.” …. “I’m reaching my desired weight.” …. “I speak slowly, clearly and confidently.” …. “I remain calm and relaxed under pressure.” These are all positive goal statements, images of achievement, that pull us in the direction of the desired behavior rather than away from the undesired habit.
This week, stop looking at your life through the rearview mirror; instead, focus on where you want to go!
Wanna raise your percentage of sales success? Change your prospect.
By J. Gitomer
Where are you on the percentage scale of sales?
How many out of ten can you close?
Well, Mr. or Mrs. Sales-Big-Shot, forget your percentage. It ain’t all that good anyway. If you want to raise it by 50% - you heard me, FIFTY percent - just change the TYPE of sale you’re making.
Huh?
The type of sale you make has more to do with why you’re making it, and who you’re making it with, than your fancy, manipulative, pushy closing techniques.
The old sales adage goes, all things being equal, people want to do business with their friends. And to that I respond: All things being not quite so equal, people STILL want to do business with their friends.
Well, let’s look behind that adage.
What are the “types” of sales call you can make? Last week I listed them and gave some insight as to why. This week I’m giving you the insight and the reality.
THE Lowest percentage: Cold call. Face it, the cold call is diminishing. Voicemail and security have taken away all the fun. Successful penetration is sporadic and there are MUCH better avenues of approach. PLUS, cold calling pisses people off.
Low percentage: Appointed sales call from a cold call. If you are lucky (or good) enough to have made an appointment someplace, this is okay, but still a low percentage based on the lack of qualification as to need. Hard work needed: There’s no real formula for cold call success, but you can be smart about it - calling at the right times, a bit of pre-call research, and a ton of personal preparation in both sales training and category selection.
Fair percentage: A response from an ad, or direct mail, or an unsolicited email campaign. Better than a cold call, but not by much. Most of these inquiries are about “how much?”
Semi-good percentage: Appointed sales call from a networking event or trade show. At least there has been some contact. You have a name, a card, and a person somewhat willing to take your call and make an appointment. Hard work needed: A networking plan and a 30-second personal commercial to qualify the prospect faster. Then there is the networking itself. Invest the time and work the plan. It will pay HUGE financial and personal dividends.
Pretty good percentage: A social media inquiry. A report card on your presence, or lack there of. These people are saying, “I follow you, and like what you have to say, and want to know more. This is the new cold call, you just haven’t figured it out yet.
Pretty good percentage: A web inquiry. Someone asking for more info from your website either on a web-call or a direct call is also a report card. It says your site is both interesting and navigable.
Pretty good percentage: An email blast to your existing customers. These are people who have already purchased. You have already established value and built confidence – maybe even some trust.
Good percentage: Proactive call from a prospect. Knows of you, interested, and wants more help. Can you convert?
Real good percentage: A referral from another customer. Should be a sale every time.
Real good percentage: An unsolicited referral. Hard work needed to get them: easy to convert once they call.
Highest percentage: Sale or reorder from a present customer they know you, like you, trust you believe in you and have confidence you’ll deliver. Hard work needed: Service between the sale. Stay in front of with value. Develop a relationship. Build trust through performance. Help them build their business. REALITY: None of this occurs making a cold call and running to the next.
Where are you on the percentage scale of sales?
How many out of ten can you close?
Well, Mr. or Mrs. Sales-Big-Shot, forget your percentage. It ain’t all that good anyway. If you want to raise it by 50% - you heard me, FIFTY percent - just change the TYPE of sale you’re making.
Huh?
The type of sale you make has more to do with why you’re making it, and who you’re making it with, than your fancy, manipulative, pushy closing techniques.
The old sales adage goes, all things being equal, people want to do business with their friends. And to that I respond: All things being not quite so equal, people STILL want to do business with their friends.
Well, let’s look behind that adage.
What are the “types” of sales call you can make? Last week I listed them and gave some insight as to why. This week I’m giving you the insight and the reality.
THE Lowest percentage: Cold call. Face it, the cold call is diminishing. Voicemail and security have taken away all the fun. Successful penetration is sporadic and there are MUCH better avenues of approach. PLUS, cold calling pisses people off.
Low percentage: Appointed sales call from a cold call. If you are lucky (or good) enough to have made an appointment someplace, this is okay, but still a low percentage based on the lack of qualification as to need. Hard work needed: There’s no real formula for cold call success, but you can be smart about it - calling at the right times, a bit of pre-call research, and a ton of personal preparation in both sales training and category selection.
Fair percentage: A response from an ad, or direct mail, or an unsolicited email campaign. Better than a cold call, but not by much. Most of these inquiries are about “how much?”
Semi-good percentage: Appointed sales call from a networking event or trade show. At least there has been some contact. You have a name, a card, and a person somewhat willing to take your call and make an appointment. Hard work needed: A networking plan and a 30-second personal commercial to qualify the prospect faster. Then there is the networking itself. Invest the time and work the plan. It will pay HUGE financial and personal dividends.
Pretty good percentage: A social media inquiry. A report card on your presence, or lack there of. These people are saying, “I follow you, and like what you have to say, and want to know more. This is the new cold call, you just haven’t figured it out yet.
Pretty good percentage: A web inquiry. Someone asking for more info from your website either on a web-call or a direct call is also a report card. It says your site is both interesting and navigable.
Pretty good percentage: An email blast to your existing customers. These are people who have already purchased. You have already established value and built confidence – maybe even some trust.
Good percentage: Proactive call from a prospect. Knows of you, interested, and wants more help. Can you convert?
Real good percentage: A referral from another customer. Should be a sale every time.
Real good percentage: An unsolicited referral. Hard work needed to get them: easy to convert once they call.
Highest percentage: Sale or reorder from a present customer they know you, like you, trust you believe in you and have confidence you’ll deliver. Hard work needed: Service between the sale. Stay in front of with value. Develop a relationship. Build trust through performance. Help them build their business. REALITY: None of this occurs making a cold call and running to the next.
Monday, August 23, 2010
How to self Motivate!
How to Self-Motivate
Here are seven Self-Motivator reminders for you to review on a regular basis. by Brian Tracy
Get Serious. Make a decision to go all the way to the top. Up to now, you've thought about it. Up to now, it's passed your mind. Many of you made the decision, and you've made up your mind to go all the way to the top, and your lives have taken off. It's the most extraordinary thing. Like in the shadow going up the dark side of the hill until the moment you decide that "By gum, I'm going to be the best at what I do. I'm going to be in the top 10 percent." And suddenly you rose into the sunshine, and your life is forever after different—wonderful. Get serious. Don't fool around anymore.
Identify Your Limiting Step to Sales Success. What's your limiting step? What's the one skill area that's holding you back? What's the skill? What's the quality? What's the action? Ask other people. Find out what you need to become good at. Sometimes it may be only one skill. If you became really, really good on the telephone, you could maybe double your prospecting effectiveness and double your sales. If you became very, very good at getting the order at the end from qualified prospects, you could double your sales. If you became very, very good at managing your time really, really well, you may be able to double your face time and double your income. Find out what's holding you back. What is the critical limiting step that's determining your success today?
Get Around the Right People. Who are the right people? The right people are the people in this room. Get around winners. Get around positive people. Get around people with goals and plans, people who are going somewhere with their lives and have high aspirations. Get around eagles. As Zig Ziglar says, "You can't scratch with the turkeys if you want to fly with the eagles." And get away from negative people. Get away from toxic people that complain and whine and moan all the time. Who needs them? Life is too short.
Take Excellent Care of Your Health. Take excellent care of your physical health. That means good diet, good exercise. Everybody knows they should eat better foods, get regular exercise and especially lots of rest. That's very important. If you're going to work hard five days a week, go to bed early five days a week. Get a good night's sleep. Be fully rested, and tonight get really rested.
Positive Visualization. See yourself as the very best in your field. Remember, all improvement in your life begins with an improvement in your mental pictures. Visualize yourself, see yourself as the best continually. You are the best. Isn't that right? So therefore, see yourself as the best.
Positive Self-Talk. Talk to yourself positively all the time. Control your inner dialogue. And what do you say to yourself? Say, "I'm the best." Say it. Say I'm the best. I like myself. I can do it. I love my work. Yes, that's how you talk to yourself. And the more you say it to yourself, someone may say, "Well, what if you say those things to yourself and you don't believe them. Isn't that lying to yourself?" No, that's not lying to yourself. It's telling the truth in advance. Because it doesn't matter where you're coming from; all that matters is where you're going. Talk to yourself the way you want to be, not the way you just happen to be at this moment. Remember, you may have gotten where you are today largely by accident. But where you're going in the future is purely by design.
Positive Action. Get going. Move fast. Develop a sense of urgency. A sense of urgency is the one thing that you can develop that will separate you from everyone else in your field. Develop a bias for action. When you get a good idea, do it now. Only 2 percent of people in our society have a bias for action. And if you're already in the top 10 percent, you can move yourself in the top 2 percent by resolving that whenever you have an idea or something, do it now. And the faster you move, the better you get. And the better you get, the more you like yourself. And the more you like yourself, the higher your self-esteem. And the higher your self-esteem, the greater your self-discipline. And the more you persist, you ultimately become unstoppable!
Write these down and think about them EVERY day. This will nudge you to stay on course.
Here are seven Self-Motivator reminders for you to review on a regular basis. by Brian Tracy
Get Serious. Make a decision to go all the way to the top. Up to now, you've thought about it. Up to now, it's passed your mind. Many of you made the decision, and you've made up your mind to go all the way to the top, and your lives have taken off. It's the most extraordinary thing. Like in the shadow going up the dark side of the hill until the moment you decide that "By gum, I'm going to be the best at what I do. I'm going to be in the top 10 percent." And suddenly you rose into the sunshine, and your life is forever after different—wonderful. Get serious. Don't fool around anymore.
Identify Your Limiting Step to Sales Success. What's your limiting step? What's the one skill area that's holding you back? What's the skill? What's the quality? What's the action? Ask other people. Find out what you need to become good at. Sometimes it may be only one skill. If you became really, really good on the telephone, you could maybe double your prospecting effectiveness and double your sales. If you became very, very good at getting the order at the end from qualified prospects, you could double your sales. If you became very, very good at managing your time really, really well, you may be able to double your face time and double your income. Find out what's holding you back. What is the critical limiting step that's determining your success today?
Get Around the Right People. Who are the right people? The right people are the people in this room. Get around winners. Get around positive people. Get around people with goals and plans, people who are going somewhere with their lives and have high aspirations. Get around eagles. As Zig Ziglar says, "You can't scratch with the turkeys if you want to fly with the eagles." And get away from negative people. Get away from toxic people that complain and whine and moan all the time. Who needs them? Life is too short.
Take Excellent Care of Your Health. Take excellent care of your physical health. That means good diet, good exercise. Everybody knows they should eat better foods, get regular exercise and especially lots of rest. That's very important. If you're going to work hard five days a week, go to bed early five days a week. Get a good night's sleep. Be fully rested, and tonight get really rested.
Positive Visualization. See yourself as the very best in your field. Remember, all improvement in your life begins with an improvement in your mental pictures. Visualize yourself, see yourself as the best continually. You are the best. Isn't that right? So therefore, see yourself as the best.
Positive Self-Talk. Talk to yourself positively all the time. Control your inner dialogue. And what do you say to yourself? Say, "I'm the best." Say it. Say I'm the best. I like myself. I can do it. I love my work. Yes, that's how you talk to yourself. And the more you say it to yourself, someone may say, "Well, what if you say those things to yourself and you don't believe them. Isn't that lying to yourself?" No, that's not lying to yourself. It's telling the truth in advance. Because it doesn't matter where you're coming from; all that matters is where you're going. Talk to yourself the way you want to be, not the way you just happen to be at this moment. Remember, you may have gotten where you are today largely by accident. But where you're going in the future is purely by design.
Positive Action. Get going. Move fast. Develop a sense of urgency. A sense of urgency is the one thing that you can develop that will separate you from everyone else in your field. Develop a bias for action. When you get a good idea, do it now. Only 2 percent of people in our society have a bias for action. And if you're already in the top 10 percent, you can move yourself in the top 2 percent by resolving that whenever you have an idea or something, do it now. And the faster you move, the better you get. And the better you get, the more you like yourself. And the more you like yourself, the higher your self-esteem. And the higher your self-esteem, the greater your self-discipline. And the more you persist, you ultimately become unstoppable!
Write these down and think about them EVERY day. This will nudge you to stay on course.
Reaping a Multiple Reward by Jim Rohn
For every disciplined effort, there are multiple rewards. That's one of life's great arrangements. In fact, it's an extension of the biblical law that says that if you sow well, you will reap well.
Here's a unique part of the Law of Sowing and Reaping. Not only does it suggest that we'll all reap what we've sown, it also suggests that we'll reap much more. Life is full of laws that both govern and explain behaviors, but this may well be the major law we need to understand: For every disciplined effort, there are multiple rewards.
What a concept! If you render unique service, your reward will be multiplied. If you're fair and honest and patient with others, your reward will be multiplied. If you give more than you expect to receive, your reward is more than you expect. But remember: the key word here, as you might well imagine, is discipline.
Everything of value requires care, attention, and discipline. Our thoughts require discipline. We must consistently determine our inner boundaries and our codes of conduct, or our thoughts will be confused. And if our thoughts are confused, we will become hopelessly lost in the maze of life. Confused thoughts produce confused results.
Remember the law: "For every disciplined effort, there are multiple rewards." Learn the discipline of writing a card or a letter to a friend. Learn the discipline of paying your bills on time, arriving to appointments on time, or using your time more effectively. Learn the discipline of paying attention, or paying your taxes or paying yourself. Learn the discipline of having regular meetings with your associates, or your spouse, or your child, or your parent. Learn the discipline of learning all you can learn, of teaching all you can teach, of reading all you can read.
For each discipline, multiple rewards. For each book, new knowledge. For each success, new ambition. For each challenge, new understanding. For each failure, new determination. Life is like that. Even the bad experiences of life provide their own special contribution. But a word of caution here for those who neglect the need for care and attention to life's disciplines: Everything has its price. Everything affects everything else. Neglect discipline, and there will be a price to pay. All things of value can be taken for granted with the passing of time.
That's what we call the Law of Familiarity. Without the discipline of paying constant, daily attention, we take things for granted. Be serious. Life's not a practice session.
If you're often inclined to toss your clothes onto the chair rather than hanging them in the closet, be careful. It could suggest a lack of discipline. And remember, a lack of discipline in the small areas of life can cost you heavily in the more important areas of life. You cannot clean up your company until you learn the discipline of cleaning your own garage. You cannot be impatient with your children and be patient with your distributors or your employees. You cannot inspire others to sell more when that goal is inconsistent with your own conduct. You cannot admonish others to read good books when you don't have a library card.
Think about your life at this moment. What areas need attention right now? Perhaps you've had a disagreement with someone you love or someone who loves you, and your anger won't allow you to speak to that person. Wouldn't this be an ideal time to examine your need for a new discipline? Perhaps you're on the brink of giving up, or starting over, or starting out. And the only missing ingredient to your incredible success story in the future is a new and self-imposed discipline that will make you try harder and work more intensely than you ever thought you could.
The most valuable form of discipline is the one that you impose upon yourself. Don't wait for things to deteriorate so drastically that someone else must impose discipline in your life. Wouldn't that be tragic? How could you possibly explain the fact that someone else thought more of you than you thought of yourself? That they forced you to get up early and get out into the marketplace when you would have been content to let success go to someone else who cared more about themselves.
Your life, my life, the life of each one of us is going to serve as either a warning or an example. A warning of the consequences of neglect, self-pity, lack of direction and ambition... or an example of talent put to use, of discipline self-imposed, and of objectives clearly perceived and intensely pursued
Here's a unique part of the Law of Sowing and Reaping. Not only does it suggest that we'll all reap what we've sown, it also suggests that we'll reap much more. Life is full of laws that both govern and explain behaviors, but this may well be the major law we need to understand: For every disciplined effort, there are multiple rewards.
What a concept! If you render unique service, your reward will be multiplied. If you're fair and honest and patient with others, your reward will be multiplied. If you give more than you expect to receive, your reward is more than you expect. But remember: the key word here, as you might well imagine, is discipline.
Everything of value requires care, attention, and discipline. Our thoughts require discipline. We must consistently determine our inner boundaries and our codes of conduct, or our thoughts will be confused. And if our thoughts are confused, we will become hopelessly lost in the maze of life. Confused thoughts produce confused results.
Remember the law: "For every disciplined effort, there are multiple rewards." Learn the discipline of writing a card or a letter to a friend. Learn the discipline of paying your bills on time, arriving to appointments on time, or using your time more effectively. Learn the discipline of paying attention, or paying your taxes or paying yourself. Learn the discipline of having regular meetings with your associates, or your spouse, or your child, or your parent. Learn the discipline of learning all you can learn, of teaching all you can teach, of reading all you can read.
For each discipline, multiple rewards. For each book, new knowledge. For each success, new ambition. For each challenge, new understanding. For each failure, new determination. Life is like that. Even the bad experiences of life provide their own special contribution. But a word of caution here for those who neglect the need for care and attention to life's disciplines: Everything has its price. Everything affects everything else. Neglect discipline, and there will be a price to pay. All things of value can be taken for granted with the passing of time.
That's what we call the Law of Familiarity. Without the discipline of paying constant, daily attention, we take things for granted. Be serious. Life's not a practice session.
If you're often inclined to toss your clothes onto the chair rather than hanging them in the closet, be careful. It could suggest a lack of discipline. And remember, a lack of discipline in the small areas of life can cost you heavily in the more important areas of life. You cannot clean up your company until you learn the discipline of cleaning your own garage. You cannot be impatient with your children and be patient with your distributors or your employees. You cannot inspire others to sell more when that goal is inconsistent with your own conduct. You cannot admonish others to read good books when you don't have a library card.
Think about your life at this moment. What areas need attention right now? Perhaps you've had a disagreement with someone you love or someone who loves you, and your anger won't allow you to speak to that person. Wouldn't this be an ideal time to examine your need for a new discipline? Perhaps you're on the brink of giving up, or starting over, or starting out. And the only missing ingredient to your incredible success story in the future is a new and self-imposed discipline that will make you try harder and work more intensely than you ever thought you could.
The most valuable form of discipline is the one that you impose upon yourself. Don't wait for things to deteriorate so drastically that someone else must impose discipline in your life. Wouldn't that be tragic? How could you possibly explain the fact that someone else thought more of you than you thought of yourself? That they forced you to get up early and get out into the marketplace when you would have been content to let success go to someone else who cared more about themselves.
Your life, my life, the life of each one of us is going to serve as either a warning or an example. A warning of the consequences of neglect, self-pity, lack of direction and ambition... or an example of talent put to use, of discipline self-imposed, and of objectives clearly perceived and intensely pursued
Thursday, July 1, 2010
Emails and More Emails
Remember the days when we actually posted a letter via ‘snail mail’? Those days are long gone and speed of communication is the new king. Sitting in the court of this new kingdom is email. It has revolutionised communication, making it simpler and faster for businesses to communicate.
The average email user in business spends 2 hours plus a day dealing with email. So clearly we need to find ways of cutting down on email traffic and managing it more efficiently.
1) Bing! … the noise alert ‘you have mail’ has to be the greatest killer of productivity and concentration. Get rid of the email alert and focus on one task at a time, especially when it requires thought and innovation. Check your emails at specific times throughout the day to enhance productivity and output. For example, only check emails at the start of your day, just before lunch and at the end of the day. One in five people fall into the category of ‘email’ dependant’ and compulsively check email and panic when they can’t get access.
2) If you’re still not sure what to do after 2 emails revert to a really old fashioned way of communicating and pick up the phone and call the recipient and work out what needs to be done. Better still, if they work in the cubicle next to you, get out of your chair and go
and see them face to face.
3) Don’t use email as a medium to shy away from face to face confrontation. Email is best suited to simple communications, such as scheduling meetings and circulating minutes or updates. It isn’t a substitute for face-to-face or phone communications.
4) Needlessly long distribution lists are a major cause of email log jam. It may seem convenient for circulating a document to glean input from multiple people, but it can spark off an email frenzy that you will find hard to cope with.
5) Because email is quick and viewed as a less formal medium than letters or memos, people can be careless in their eagerness to reply. When a friend or colleague writes something about someone or something and accidentally copies in the entire distribution list - at the very least this will provide embarrassment; and at the worst jeopardise your career. As a simple rule, if you are going to send an emotional or ‘angry email’, write it, store it in your draft folder, read it again a few hours later and then re evaluate how you feel. Email may be convenient, but it’s also easy to misinterpret, lacking the visual clues or changes in tonality of face-to-face communication.
There’s no doubt that email can be a scourge on productivity and an added source of stress. Used inappropriately, it can even cause embarrassment and elicit unintended responses. But follow a few simple rules and apply a bit of self-discipline, and email can live up to its promise of being a fast and efficient communications tool.
That’s it for now – gotta go – more emails to send!!
The average email user in business spends 2 hours plus a day dealing with email. So clearly we need to find ways of cutting down on email traffic and managing it more efficiently.
1) Bing! … the noise alert ‘you have mail’ has to be the greatest killer of productivity and concentration. Get rid of the email alert and focus on one task at a time, especially when it requires thought and innovation. Check your emails at specific times throughout the day to enhance productivity and output. For example, only check emails at the start of your day, just before lunch and at the end of the day. One in five people fall into the category of ‘email’ dependant’ and compulsively check email and panic when they can’t get access.
2) If you’re still not sure what to do after 2 emails revert to a really old fashioned way of communicating and pick up the phone and call the recipient and work out what needs to be done. Better still, if they work in the cubicle next to you, get out of your chair and go
and see them face to face.
3) Don’t use email as a medium to shy away from face to face confrontation. Email is best suited to simple communications, such as scheduling meetings and circulating minutes or updates. It isn’t a substitute for face-to-face or phone communications.
4) Needlessly long distribution lists are a major cause of email log jam. It may seem convenient for circulating a document to glean input from multiple people, but it can spark off an email frenzy that you will find hard to cope with.
5) Because email is quick and viewed as a less formal medium than letters or memos, people can be careless in their eagerness to reply. When a friend or colleague writes something about someone or something and accidentally copies in the entire distribution list - at the very least this will provide embarrassment; and at the worst jeopardise your career. As a simple rule, if you are going to send an emotional or ‘angry email’, write it, store it in your draft folder, read it again a few hours later and then re evaluate how you feel. Email may be convenient, but it’s also easy to misinterpret, lacking the visual clues or changes in tonality of face-to-face communication.
There’s no doubt that email can be a scourge on productivity and an added source of stress. Used inappropriately, it can even cause embarrassment and elicit unintended responses. But follow a few simple rules and apply a bit of self-discipline, and email can live up to its promise of being a fast and efficient communications tool.
That’s it for now – gotta go – more emails to send!!
Wednesday, June 23, 2010
Communication—A Leader's Key to Success by John C. Maxwell
For my whole life, I have opened my car door by inserting a metal key into a physical lock. Now, I can unlock the doors and start the car at the push of a button. It seems like magic to me, but it's actually a simple application of science.
Keyless entry and keyless ignition are made possible when a transmitter within your key fob communicates with a radio receiver inside the car. Two conditions are necessary for this communication to take place: 1) the transmitter must be set to the same frequency as the receiver, and 2) the transmitter must send a uniquely coded message which the receiver has been programmed in advance to recognize.
Communication acts as a leader's "keyless entry" into relationships. It can open the mind of an employer, the wallet of investors, and the hearts of loved ones. Talented communicators seem magical when they weave their words together. However, much like the concept of keyless entry, great communication depends on two simple skills—context and delivery. Context attunes a leader to the same frequency as his or her audience. Delivery allows a leader to phrase messages in a language the audience can understand.
As we explore context and delivery, we'll draw upon Steven K. Scott's book The Richest Man Who Ever Lived. In the book, Scott offers commentary on the words of King Solomon, the wealthiest man in history. Renowned for his wisdom, Solomon's writings are filled with advice about effective communication.
Context
Listen before Speaking
"He that answers a matter before he hears it, it is folly and shame unto him." —Proverbs 18:13
Earn the right to be heard by listening to others. Seek to understand a situation before making judgments about it. As the Greek philosopher Epictetus observed, "We have two ears and one mouth so that we can listen twice as much as we speak."
Understand Human Nature
"Reckless words pierce like a sword, but the tongue of the wise brings healing." —Proverbs 12:18
Words are powerful, and they can build up or tear down those who hear them. Regardless of your audience or avenue of communication, the following principles enable you to communicate constructively.
People are insecure. Leaders can bestow confidence by demonstrating their trust and belief in a person's abilities.
People want to feel special. Leaders win a loyal following when they are generous with compliments and acts of appreciation.
People are looking for a better future. Leaders inspire through an optimistic outlook and words of hope.
People are selfish. Leaders learn to motivate when they begin speaking to the needs of their people.
Be Emotionally Aware
"Like one who takes away a garment on a cold day… is one who sings songs to a heavy heart." —Proverbs 25:20
Communicating within context involves taking the emotional temperature of others. Pay attention to facial expressions, voice inflection and posture. They give clues to a person's mood and attitude.
Delivery
Adopt an Appropriate Tone
"A soft answer turns away wrath but grievous words stir up anger." —Proverbs 15:1
When you're emotionally aware, you're halfway to effective communication, but you still have to deliver your words appropriately. Many times it's not what you say, but how you say it. Adopt a fitting tone to address the emotional state of those around you, and your words will have their desired effect.
Speak Persuasively
"The heart of the wise teaches his mouth and adds persuasiveness to his lips." —Proverbs 16:23
The National Storytelling Festival, held in Jonesborough, Tennessee, features some of America's most captivating communicators. Listen for a while, and you'll discover traits that allow them to persuade listeners to take interest in the stories they tell.
Enthusiasm. The storytellers obviously enjoy what they are doing, expressing themselves with joy and vitality.
Animation. The presentations are marked by lively facial expressions and gestures.
Audience Participation. Almost every storyteller involves the audience in some way, asking listeners to sing, clap, repeat phrases, or do sign language.
Spontaneity. None of the storytellers have notes. The festival is truly an oral event. Storytellers don't read their stories; they tell them, which allows for eye contact.
Be Honest
"He who conceals his hatred has lying lips, and whoever spreads slander is a fool." —Proverbs 10:18
In an effort to persuade, leaders may be tempted to cross the line into manipulation. When doing so, facts may be fabricated or spun deceptively. Lies add complexity to life since the liar has to operate under the guise of falsehood. Eventually, lies are brought to light and undermine credibility. Leaders protect their character by using discretion in their language. They speak truthfully—even when honesty is costly.
Summary
Poor communication is the No. 1 culprit of failed relationships—in business and at home. Since relationships are the foundation of success, leaders would be wise to invest in the communication skills of context and delivery. Master them, and you'll more easily gain favor, more readily make friends, and more effectively motivate others.
Keyless entry and keyless ignition are made possible when a transmitter within your key fob communicates with a radio receiver inside the car. Two conditions are necessary for this communication to take place: 1) the transmitter must be set to the same frequency as the receiver, and 2) the transmitter must send a uniquely coded message which the receiver has been programmed in advance to recognize.
Communication acts as a leader's "keyless entry" into relationships. It can open the mind of an employer, the wallet of investors, and the hearts of loved ones. Talented communicators seem magical when they weave their words together. However, much like the concept of keyless entry, great communication depends on two simple skills—context and delivery. Context attunes a leader to the same frequency as his or her audience. Delivery allows a leader to phrase messages in a language the audience can understand.
As we explore context and delivery, we'll draw upon Steven K. Scott's book The Richest Man Who Ever Lived. In the book, Scott offers commentary on the words of King Solomon, the wealthiest man in history. Renowned for his wisdom, Solomon's writings are filled with advice about effective communication.
Context
Listen before Speaking
"He that answers a matter before he hears it, it is folly and shame unto him." —Proverbs 18:13
Earn the right to be heard by listening to others. Seek to understand a situation before making judgments about it. As the Greek philosopher Epictetus observed, "We have two ears and one mouth so that we can listen twice as much as we speak."
Understand Human Nature
"Reckless words pierce like a sword, but the tongue of the wise brings healing." —Proverbs 12:18
Words are powerful, and they can build up or tear down those who hear them. Regardless of your audience or avenue of communication, the following principles enable you to communicate constructively.
People are insecure. Leaders can bestow confidence by demonstrating their trust and belief in a person's abilities.
People want to feel special. Leaders win a loyal following when they are generous with compliments and acts of appreciation.
People are looking for a better future. Leaders inspire through an optimistic outlook and words of hope.
People are selfish. Leaders learn to motivate when they begin speaking to the needs of their people.
Be Emotionally Aware
"Like one who takes away a garment on a cold day… is one who sings songs to a heavy heart." —Proverbs 25:20
Communicating within context involves taking the emotional temperature of others. Pay attention to facial expressions, voice inflection and posture. They give clues to a person's mood and attitude.
Delivery
Adopt an Appropriate Tone
"A soft answer turns away wrath but grievous words stir up anger." —Proverbs 15:1
When you're emotionally aware, you're halfway to effective communication, but you still have to deliver your words appropriately. Many times it's not what you say, but how you say it. Adopt a fitting tone to address the emotional state of those around you, and your words will have their desired effect.
Speak Persuasively
"The heart of the wise teaches his mouth and adds persuasiveness to his lips." —Proverbs 16:23
The National Storytelling Festival, held in Jonesborough, Tennessee, features some of America's most captivating communicators. Listen for a while, and you'll discover traits that allow them to persuade listeners to take interest in the stories they tell.
Enthusiasm. The storytellers obviously enjoy what they are doing, expressing themselves with joy and vitality.
Animation. The presentations are marked by lively facial expressions and gestures.
Audience Participation. Almost every storyteller involves the audience in some way, asking listeners to sing, clap, repeat phrases, or do sign language.
Spontaneity. None of the storytellers have notes. The festival is truly an oral event. Storytellers don't read their stories; they tell them, which allows for eye contact.
Be Honest
"He who conceals his hatred has lying lips, and whoever spreads slander is a fool." —Proverbs 10:18
In an effort to persuade, leaders may be tempted to cross the line into manipulation. When doing so, facts may be fabricated or spun deceptively. Lies add complexity to life since the liar has to operate under the guise of falsehood. Eventually, lies are brought to light and undermine credibility. Leaders protect their character by using discretion in their language. They speak truthfully—even when honesty is costly.
Summary
Poor communication is the No. 1 culprit of failed relationships—in business and at home. Since relationships are the foundation of success, leaders would be wise to invest in the communication skills of context and delivery. Master them, and you'll more easily gain favor, more readily make friends, and more effectively motivate others.
Thursday, June 3, 2010
3 TIPS to Increase Sales!
How To Increase Sales?
• Provide team training. This is a management task, but one that can really improve your company’s overall performance. Does the team know they are even a team? Are they aware of company sales goals or objectives? Are they even aware of the types of products you sell or services you offer? Do they know what your highest margin product or service is? Do you?
The point is, you can’t create leverage or any kind of synergy unless your team knows where they are and where they need to go. Either you need to provide direction – or they will provide direction for you. Start now to develop true team direction and leadership in your organization. It will pay off in a major way sooner than you may expect.
• Stop discounting. This is another strategy that has a profound impact on profit. When you stop discounting, you literally stop giving money away. Think of it this way: if you constantly discount, why even bother having a retail price? Not only does discounting cost you money, it gives your customers the general impression your “normal” prices are a rip-off. The flip-side of this, especially if you are in a “discounting” oriented business, is to add-on value instead. In some instances, you may be able to raise your price, add value for very little cost out-of-pocket and enormously leverage profits. In the end, it’s all about perceived value for your customer.
• Down-sell. Finally, you may have heard of up-selling and cross-selling, but down-selling might be a new one for you. What exactly does this mean? Basically, no customer leaves your premises without buying something. If you know a customer can’t afford a higher priced item, show that item to the customer first, then offer the lower priced item as an alternative.
• Provide team training. This is a management task, but one that can really improve your company’s overall performance. Does the team know they are even a team? Are they aware of company sales goals or objectives? Are they even aware of the types of products you sell or services you offer? Do they know what your highest margin product or service is? Do you?
The point is, you can’t create leverage or any kind of synergy unless your team knows where they are and where they need to go. Either you need to provide direction – or they will provide direction for you. Start now to develop true team direction and leadership in your organization. It will pay off in a major way sooner than you may expect.
• Stop discounting. This is another strategy that has a profound impact on profit. When you stop discounting, you literally stop giving money away. Think of it this way: if you constantly discount, why even bother having a retail price? Not only does discounting cost you money, it gives your customers the general impression your “normal” prices are a rip-off. The flip-side of this, especially if you are in a “discounting” oriented business, is to add-on value instead. In some instances, you may be able to raise your price, add value for very little cost out-of-pocket and enormously leverage profits. In the end, it’s all about perceived value for your customer.
• Down-sell. Finally, you may have heard of up-selling and cross-selling, but down-selling might be a new one for you. What exactly does this mean? Basically, no customer leaves your premises without buying something. If you know a customer can’t afford a higher priced item, show that item to the customer first, then offer the lower priced item as an alternative.
Wednesday, May 26, 2010
Leadership
“Leadership is not a right—it’s a responsibility.” —John Maxwell
“Leaders know one thing… if they have no one following… it’s gonna be a long walk.” —Doug Firebaugh
“Leaders set high standards. Refuse to tolerate mediocrity or poor performance.” —Brian Tracy
“A person in authority is not necessarily a saint, an artist, a philosopher or a hero, but he respects truth, appreciates what is beautiful, knows how to behave himself and is courageous in meeting his obligations.” —Earl Nightingale
“Those who will lead in this life must start against the crowd and lead forcefully until the crowd sees the results and changes their direction.” —Chris Widener
“Outstanding leaders go out of their way to boost the self-esteem of their personnel. If people believe in themselves, it’s amazing what they can accomplish.” —Sam Walton
“Managers help people to see themselves as they are. Leaders help people to see themselves better than they are.” —Jim Rohn
“Leaders know one thing… if they have no one following… it’s gonna be a long walk.” —Doug Firebaugh
“Leaders set high standards. Refuse to tolerate mediocrity or poor performance.” —Brian Tracy
“A person in authority is not necessarily a saint, an artist, a philosopher or a hero, but he respects truth, appreciates what is beautiful, knows how to behave himself and is courageous in meeting his obligations.” —Earl Nightingale
“Those who will lead in this life must start against the crowd and lead forcefully until the crowd sees the results and changes their direction.” —Chris Widener
“Outstanding leaders go out of their way to boost the self-esteem of their personnel. If people believe in themselves, it’s amazing what they can accomplish.” —Sam Walton
“Managers help people to see themselves as they are. Leaders help people to see themselves better than they are.” —Jim Rohn
Success Is Easy, But So Is Neglect
by Jim Rohn
People often ask me how I became successful in a six-year period of time while many of the people I knew did not. The answer is simple: The things I found to be easy to do, they found to be easy not to do.
I found it easy to set the goals that could change my life. They found it easy not to. I found it easy to read the books that could affect my thinking and my ideas. They found that easy not to. I found it easy to attend the classes and the seminars, and to be around other successful people. They said it probably really wouldn't matter. If I had to sum it up, I would say what I found to be easy to do, they found to be easy not to do. Six years later, I was a millionaire and they were all still blaming the economy, the government, and company policies, yet they neglected to do the basic, easy things.
In fact, the primary reason most people are not doing as well as they could and should, can be summed up in a single word: neglect.
It is not the lack of money—banks are full of money. It is not the lack of opportunity—America, and much of the Free World, continues to offer the most unprecedented and abundant opportunities in the last six thousand years of recorded history. It is not the lack of books—libraries are full of books—and they are free! It is not the schools—the classrooms are full of good teachers. We have plenty of ministers, leaders, counselors and advisors.
Everything we would ever need to become rich and powerful and sophisticated is within our reach. The major reason that so few take advantage of all that we have is simply neglect.
Neglect is like an infection. Left unchecked it will spread throughout our entire system of disciplines and eventually lead to a complete breakdown of a potentially joy-filled and prosperous human life.
Not doing the things we know we should do causes us to feel guilty and guilt leads to an erosion of self-confidence. As our self-confidence diminishes, so does the level of our activity. And as our activity diminishes, our results inevitably decline. And as our results suffer, our attitude begins to weaken. And as our attitude begins the slow shift from positive to negative, our self-confidence diminishes even more... and on and on it goes.
So my suggestion is that when given the choice of "easy to" and "easy not to" that you do not neglect to do the simple, basic, "easy" but potentially life-changing activities and disciplines
People often ask me how I became successful in a six-year period of time while many of the people I knew did not. The answer is simple: The things I found to be easy to do, they found to be easy not to do.
I found it easy to set the goals that could change my life. They found it easy not to. I found it easy to read the books that could affect my thinking and my ideas. They found that easy not to. I found it easy to attend the classes and the seminars, and to be around other successful people. They said it probably really wouldn't matter. If I had to sum it up, I would say what I found to be easy to do, they found to be easy not to do. Six years later, I was a millionaire and they were all still blaming the economy, the government, and company policies, yet they neglected to do the basic, easy things.
In fact, the primary reason most people are not doing as well as they could and should, can be summed up in a single word: neglect.
It is not the lack of money—banks are full of money. It is not the lack of opportunity—America, and much of the Free World, continues to offer the most unprecedented and abundant opportunities in the last six thousand years of recorded history. It is not the lack of books—libraries are full of books—and they are free! It is not the schools—the classrooms are full of good teachers. We have plenty of ministers, leaders, counselors and advisors.
Everything we would ever need to become rich and powerful and sophisticated is within our reach. The major reason that so few take advantage of all that we have is simply neglect.
Neglect is like an infection. Left unchecked it will spread throughout our entire system of disciplines and eventually lead to a complete breakdown of a potentially joy-filled and prosperous human life.
Not doing the things we know we should do causes us to feel guilty and guilt leads to an erosion of self-confidence. As our self-confidence diminishes, so does the level of our activity. And as our activity diminishes, our results inevitably decline. And as our results suffer, our attitude begins to weaken. And as our attitude begins the slow shift from positive to negative, our self-confidence diminishes even more... and on and on it goes.
So my suggestion is that when given the choice of "easy to" and "easy not to" that you do not neglect to do the simple, basic, "easy" but potentially life-changing activities and disciplines
Tuesday, May 25, 2010
Problem Solving
Fortunately, problems are an everyday part of our life. Consider this: If there were no problems, most of us would be unemployed. Realistically, the more problems we have and the larger they are, the greater our value to our employer.
Of course, some problems are small, like opening a ketchup bottle. Others are monumental like a seriously ill or injured child or mate, which present ongoing, daily complications. Successful living comes when we learn to handle those business and personal problems with as little fanfare as possible.
The successful business executive can handle challenges and solve problems at a remarkable clip. He/she makes quick and final decisions as a result of years of experience. The homemaker with small children at home handles many “catastrophes” each hour with the same dispatch.
Many people use counterproductive methods to deal with problems: They refuse to recognize them, deny responsibility for them, pretend they will go away if they ignore them, or are just flat insensitive to them.
The first step in solving a problem is to recognize that it does exist. Next, we determine whether the problem is our responsibility. If the answer is yes, we must determine how serious and/or urgent it is. When that last determination is made, we either take immediate action if the problem is simple and quickly solvable or develop a plan of action and prioritize it if the solution is more difficult and time-consuming.
Problem solving becomes a very important part of our makeup as we grow into maturity or move up the corporate ladder. I encourage you to take the time to define the problem correctly, learn the skill of quick analysis, and remember—if it weren’t for problems in your life, your position might not be necessary in the first place. Ironing out the wrinkles and solving the problems is what most jobs are about.
by Zig Ziglar
Of course, some problems are small, like opening a ketchup bottle. Others are monumental like a seriously ill or injured child or mate, which present ongoing, daily complications. Successful living comes when we learn to handle those business and personal problems with as little fanfare as possible.
The successful business executive can handle challenges and solve problems at a remarkable clip. He/she makes quick and final decisions as a result of years of experience. The homemaker with small children at home handles many “catastrophes” each hour with the same dispatch.
Many people use counterproductive methods to deal with problems: They refuse to recognize them, deny responsibility for them, pretend they will go away if they ignore them, or are just flat insensitive to them.
The first step in solving a problem is to recognize that it does exist. Next, we determine whether the problem is our responsibility. If the answer is yes, we must determine how serious and/or urgent it is. When that last determination is made, we either take immediate action if the problem is simple and quickly solvable or develop a plan of action and prioritize it if the solution is more difficult and time-consuming.
Problem solving becomes a very important part of our makeup as we grow into maturity or move up the corporate ladder. I encourage you to take the time to define the problem correctly, learn the skill of quick analysis, and remember—if it weren’t for problems in your life, your position might not be necessary in the first place. Ironing out the wrinkles and solving the problems is what most jobs are about.
by Zig Ziglar
It Is a Challenge to Succeed by Jim Rohn
It is a challenge to succeed. If it were not, I’m sure more people would be successful, but for every person who is enjoying the fruit from the tree of success, many more are examining the roots. They are trying to figure it all out. They are mystified and perplexed by what seems to be some strange, complex and elusive secret that must be found if ever success is to be enjoyed. While most people spend most of their lives struggling to earn a living, a much smaller number seem to have everything going their way. Instead of just earning a living, the smaller group is busily engaged in designing and enjoying a fortune. Everything just seems to work out for them, while the much larger group sits in awe at how life can be so unfair, complicated and unjust.
“I am a nice person,” the man says to himself. “How come this other guy is happy and prosperous and I’m always struggling?” He asks himself, “I am a good husband, a good father and a good worker. How come nothing seems to work out for me? Life just isn’t fair. I’m even smarter and willing to work harder than some of these other people who just seem to have everything going their way,” he says as he slumps into the sofa to watch another evening of television. But you see you’ve got to be more than a good person and a good worker. You’ve got to become a good planner, and a good dreamer. You’ve got to see the future finished in advance.
You’ve got to put in the long hours and put up with the setbacks and the disappointments. You’ve got to learn to enjoy the process of disciplines and of putting yourself through the paces of doing the uncomfortable until it becomes comfortable. You’ve got to be prepared and willing to attack the challenges if you want the success because challenges are part of success. Now that may sound like a full menu of activities, but let me assure you that the process of going from average to fortune isn’t really all that difficult. Thinking about it is the difficult part. Anticipating all the effort and the changes and the disciplines is far worse in the mind than in reality. I can promise you that the challenges you’ll meet on the road to success are far less difficult to deal with than the struggles and the disappointments that come from being average. Confronting and overcoming challenges is an exhilarating experience. It does something to feed the soul and the mind. It makes you more than you were before. It strengthens the mental muscles and enables you to become better prepared for the next challenge.
I’ve often said that to have more, we must first become more, and to become more, we must begin the process of working harder on ourselves than we do on anything else. But in addition to gathering new knowledge, new skills and new experiences, it is also important to discover new emotions. It is how we feel about what we know that makes the biggest difference in how our lives turn out. How we feel about the chances we have and the choices we have determines the intensity of our effort. Whether we try or don’t try. Join or don’t join. Believe or don’t believe.
I’d like for you to discover some strong feelings about your life and about what you want to do with that life. You probably have much of the knowledge and a lot of the experience and perhaps most of the skills that it takes to become successful. What you may be lacking are the strong feelings about what you want and what you want to do. You may be one of those who have become so involved in the process of earning a living that you’ve forgotten about the choices and the chances you have for designing your own life.
Let these strong feelings help you take a second look at your life and where you’re headed. After all, you’ve only got one life, at least on this planet. So why not make it an adventure in achievement? Why not discover what you can do and what you can have? Why not discover how many others you can help, and in the process, how that can help you?
Why not now take the Challenge to Succeed!
“I am a nice person,” the man says to himself. “How come this other guy is happy and prosperous and I’m always struggling?” He asks himself, “I am a good husband, a good father and a good worker. How come nothing seems to work out for me? Life just isn’t fair. I’m even smarter and willing to work harder than some of these other people who just seem to have everything going their way,” he says as he slumps into the sofa to watch another evening of television. But you see you’ve got to be more than a good person and a good worker. You’ve got to become a good planner, and a good dreamer. You’ve got to see the future finished in advance.
You’ve got to put in the long hours and put up with the setbacks and the disappointments. You’ve got to learn to enjoy the process of disciplines and of putting yourself through the paces of doing the uncomfortable until it becomes comfortable. You’ve got to be prepared and willing to attack the challenges if you want the success because challenges are part of success. Now that may sound like a full menu of activities, but let me assure you that the process of going from average to fortune isn’t really all that difficult. Thinking about it is the difficult part. Anticipating all the effort and the changes and the disciplines is far worse in the mind than in reality. I can promise you that the challenges you’ll meet on the road to success are far less difficult to deal with than the struggles and the disappointments that come from being average. Confronting and overcoming challenges is an exhilarating experience. It does something to feed the soul and the mind. It makes you more than you were before. It strengthens the mental muscles and enables you to become better prepared for the next challenge.
I’ve often said that to have more, we must first become more, and to become more, we must begin the process of working harder on ourselves than we do on anything else. But in addition to gathering new knowledge, new skills and new experiences, it is also important to discover new emotions. It is how we feel about what we know that makes the biggest difference in how our lives turn out. How we feel about the chances we have and the choices we have determines the intensity of our effort. Whether we try or don’t try. Join or don’t join. Believe or don’t believe.
I’d like for you to discover some strong feelings about your life and about what you want to do with that life. You probably have much of the knowledge and a lot of the experience and perhaps most of the skills that it takes to become successful. What you may be lacking are the strong feelings about what you want and what you want to do. You may be one of those who have become so involved in the process of earning a living that you’ve forgotten about the choices and the chances you have for designing your own life.
Let these strong feelings help you take a second look at your life and where you’re headed. After all, you’ve only got one life, at least on this planet. So why not make it an adventure in achievement? Why not discover what you can do and what you can have? Why not discover how many others you can help, and in the process, how that can help you?
Why not now take the Challenge to Succeed!
sales: Do you have the character and characteristics of sales success?
Do you have the character and characteristics of sales success?
Last week I asked you what it took to be a great salesperson. I asked you questions, and then gave examples of both right and wrong ways to approach and capture the customer.
I promised you a more complete list of characteristics, so you could judge yourself- measure yourself against the elements that make salespeople who they are and successful at what they do. And for those of you who hire salespeople, a checklist of the real things to look for in a potentially successful person.
NOTE WELL: If you want to succeed, you better be somewhere between 8 and 10 (on a 1-10 scale) on every one of these characteristics.
With that in mind, here's a list of 12.5 individual characteristics that would make any person a "hire-able" and "succeed-able" salesperson (you included).
1. Smart. Salespeople have to be smart enough to think on the spot and deal with every kind of situation as it happens. CAUTION: Very experienced salespeople, who think they know everything, are most vulnerable to be beaten by a smart person with hustle.
2. Self-starting. Great salespeople don't need "motivation." They have a built-in fire that's somewhere between a double espresso and a Red Bull. Nobody has to tell them what to do. They know what to do. And they do it. They make the first call of the day and the last call of the day.
3. Great Attitude. Great salespeople believe they will make every sale. Great salespeople take "no" as "not yet." Great salespeople accept every lemon thrown at them by management, customers, and accounting-and they use those lemons to open up a lemonade stand. A great salesperson is able to take everybody else's crap and somehow turn it into money.
4. Excellent Communication Skills. Great salespeople are not "good" communicators. They're great communicators. Their message is both compelling and transferable. Their passion and their belief system are as contagious as their enthusiasm. And they're able to articulate in a way that gets customers to buy more often than not.
5. Physically and Mentally Fit. The statement speaks for itself and implies that you work out on a regular basis by working your mind and your body. You exercise your mind and body before you get to work (push-ups and brain-ups) so you feel good- and that good feeling is projected every time you interact with a customer.
6. Computer Literate. There's no excuse for a lack of computer literacy other than stubbornness and laziness. The Internet will rule the economic world in less than a decade. And those who ignore this fact will find themselves completely unemployable after they get fired from their present job.
7. Focused and Goal Driven. Having a goal is a basic fundamental element. Having a plan is a basic fundamental element. Keeping your eye on the prize, and steadily working toward it, is what separates those who do and those who don't. "Goals without focus," is like an automobile without gasoline. It looks pretty, but it can't get you anywhere. Focus is the fuel that will take you from where you are to your goal: your destination to where you want to be.
8. Dedicated to Succeeding. With great salespeople, it's not just a matter of goals- it's a matter of achievement. Multiple achievements lead to success and a self-confidence that keeps the momentum going from sale to sale.
9. Past History of Success. Every time a great salesperson makes a sale, it remains in their self-confidence memory bank and can be called upon for positive energy in any situation. The more you succeed, the more your success is likely to continue.
10. Looking For a Career, Not a Job. If a salesperson has a base salary and a commission, the person with a "job" wants a raise in base pay. The person with a "career" wants a raise in commission.
11. More interested in personal success and personal development, than money. Salespeople who work for money rarely achieve it. Great salespeople work to be their best and dedicate themselves to that process every day. And as a result, they earn tons.
12. A Constant Student: Willing to Learn and Adapt. Great salespeople know there is always more to learn. They dedicate themselves to being better, being best. Great salespeople know that learning from their past allows them to adapt and be ready for new encounters and new challenges. It's the difference between "already knowing everything" and "lifelong learner."
12.5 Taking Joy in Serving Others. This is the "master" quality. One of the best salespeople I've ever known is Mark McDonald. He signs his letters, "I love to serve." And he does.
Notice one characteristic missing? Sales skills. I'd rather have attitude and brains than selling skills any day. I can teach someone to sell. I can't teach them to be smart or happy.
Easier answer. Compare these qualifications to the best salesperson you ever knew. Compare them to the best salesperson you ever had. Compare them to yourself. Ouch.
Now that you know the criteria, you have some work to do.
Happy Selling
By J. Gitomer
Last week I asked you what it took to be a great salesperson. I asked you questions, and then gave examples of both right and wrong ways to approach and capture the customer.
I promised you a more complete list of characteristics, so you could judge yourself- measure yourself against the elements that make salespeople who they are and successful at what they do. And for those of you who hire salespeople, a checklist of the real things to look for in a potentially successful person.
NOTE WELL: If you want to succeed, you better be somewhere between 8 and 10 (on a 1-10 scale) on every one of these characteristics.
With that in mind, here's a list of 12.5 individual characteristics that would make any person a "hire-able" and "succeed-able" salesperson (you included).
1. Smart. Salespeople have to be smart enough to think on the spot and deal with every kind of situation as it happens. CAUTION: Very experienced salespeople, who think they know everything, are most vulnerable to be beaten by a smart person with hustle.
2. Self-starting. Great salespeople don't need "motivation." They have a built-in fire that's somewhere between a double espresso and a Red Bull. Nobody has to tell them what to do. They know what to do. And they do it. They make the first call of the day and the last call of the day.
3. Great Attitude. Great salespeople believe they will make every sale. Great salespeople take "no" as "not yet." Great salespeople accept every lemon thrown at them by management, customers, and accounting-and they use those lemons to open up a lemonade stand. A great salesperson is able to take everybody else's crap and somehow turn it into money.
4. Excellent Communication Skills. Great salespeople are not "good" communicators. They're great communicators. Their message is both compelling and transferable. Their passion and their belief system are as contagious as their enthusiasm. And they're able to articulate in a way that gets customers to buy more often than not.
5. Physically and Mentally Fit. The statement speaks for itself and implies that you work out on a regular basis by working your mind and your body. You exercise your mind and body before you get to work (push-ups and brain-ups) so you feel good- and that good feeling is projected every time you interact with a customer.
6. Computer Literate. There's no excuse for a lack of computer literacy other than stubbornness and laziness. The Internet will rule the economic world in less than a decade. And those who ignore this fact will find themselves completely unemployable after they get fired from their present job.
7. Focused and Goal Driven. Having a goal is a basic fundamental element. Having a plan is a basic fundamental element. Keeping your eye on the prize, and steadily working toward it, is what separates those who do and those who don't. "Goals without focus," is like an automobile without gasoline. It looks pretty, but it can't get you anywhere. Focus is the fuel that will take you from where you are to your goal: your destination to where you want to be.
8. Dedicated to Succeeding. With great salespeople, it's not just a matter of goals- it's a matter of achievement. Multiple achievements lead to success and a self-confidence that keeps the momentum going from sale to sale.
9. Past History of Success. Every time a great salesperson makes a sale, it remains in their self-confidence memory bank and can be called upon for positive energy in any situation. The more you succeed, the more your success is likely to continue.
10. Looking For a Career, Not a Job. If a salesperson has a base salary and a commission, the person with a "job" wants a raise in base pay. The person with a "career" wants a raise in commission.
11. More interested in personal success and personal development, than money. Salespeople who work for money rarely achieve it. Great salespeople work to be their best and dedicate themselves to that process every day. And as a result, they earn tons.
12. A Constant Student: Willing to Learn and Adapt. Great salespeople know there is always more to learn. They dedicate themselves to being better, being best. Great salespeople know that learning from their past allows them to adapt and be ready for new encounters and new challenges. It's the difference between "already knowing everything" and "lifelong learner."
12.5 Taking Joy in Serving Others. This is the "master" quality. One of the best salespeople I've ever known is Mark McDonald. He signs his letters, "I love to serve." And he does.
Notice one characteristic missing? Sales skills. I'd rather have attitude and brains than selling skills any day. I can teach someone to sell. I can't teach them to be smart or happy.
Easier answer. Compare these qualifications to the best salesperson you ever knew. Compare them to the best salesperson you ever had. Compare them to yourself. Ouch.
Now that you know the criteria, you have some work to do.
Happy Selling
By J. Gitomer
Thursday, May 6, 2010
Control – The first Step in Growing a Phenomenal Business
Whether you’re a formula one driver, an F15 fighter pilot…or a business owner, you can’t accelerate and go faster unless you have sufficient control.
Even the likes of Lewis Hamilton or Fernando Alonso (for race fans like myself) would not be able to drive round the track at amazing speeds if their cars were uncontrollable and didn’t handle well, or the drivers didn’t know what the dials and indicators were showing them on the dashboard! Pilots need to be able to control their planes and get feedback from their instruments regularly.
And it’s much the same in business. Business owners need to have their “dashboards” set up so they can get feedback on their business performance on a monthly, weekly and even daily basis.
A successful business needs to be a constantly evolving entity, moving and changing with the times. Today particularly, it’s important to be continually trying new things to remain competitive. You won’t hear Steve Jobs of Apple saying “well that’s it, we’re not trying any new stuff, we’ve gone about as far as we can go now…” No, you can bet he’s thinking about the next new thing after the iPad.
However if the manager or leader doesn’t know what effect new things are having on the business quickly, things may be going wrong for a while before they get noticed and may end up being disastrous!
So how?
Get control…set up a dashboard consisting of at least:
• Your money indicators: Understand what your balance sheet, profit and loss statements and cash-flow statements are telling you (or get an accountant to interpret them with you).
• You marketing and sales numbers (how many leads each week, how many prospects, how many sales, the conversion rate (%) from prospect to customer, your average transaction value)
• and others depending on what business you’re in
That way, you’ll get feedback as to what’s happening in the business quickly and effectively – and the numbers never lie! When you have control of your business you can then progressively increase your pace, accelerate your growth……..and make more money!
Even the likes of Lewis Hamilton or Fernando Alonso (for race fans like myself) would not be able to drive round the track at amazing speeds if their cars were uncontrollable and didn’t handle well, or the drivers didn’t know what the dials and indicators were showing them on the dashboard! Pilots need to be able to control their planes and get feedback from their instruments regularly.
And it’s much the same in business. Business owners need to have their “dashboards” set up so they can get feedback on their business performance on a monthly, weekly and even daily basis.
A successful business needs to be a constantly evolving entity, moving and changing with the times. Today particularly, it’s important to be continually trying new things to remain competitive. You won’t hear Steve Jobs of Apple saying “well that’s it, we’re not trying any new stuff, we’ve gone about as far as we can go now…” No, you can bet he’s thinking about the next new thing after the iPad.
However if the manager or leader doesn’t know what effect new things are having on the business quickly, things may be going wrong for a while before they get noticed and may end up being disastrous!
So how?
Get control…set up a dashboard consisting of at least:
• Your money indicators: Understand what your balance sheet, profit and loss statements and cash-flow statements are telling you (or get an accountant to interpret them with you).
• You marketing and sales numbers (how many leads each week, how many prospects, how many sales, the conversion rate (%) from prospect to customer, your average transaction value)
• and others depending on what business you’re in
That way, you’ll get feedback as to what’s happening in the business quickly and effectively – and the numbers never lie! When you have control of your business you can then progressively increase your pace, accelerate your growth……..and make more money!
Thursday, April 29, 2010
Communication: Understanding DISC will help you speak to Employees
DISC is an acronym for Dominance, Influence, Stability, and Conscientiousness, the four core personality styles the tool identifies. Recognizing a person’s predominant style provides exceptional insight into his/her communication preferences. Here are the key characteristics of each category:
Dominance
Employees with personalities that fit into the Dominance category might include managers and corporate officers. Descriptors of this style include: driven, demanding, aggressive, innovative, and competitive. These people are typically goal-oriented and relish personal challenges. When communicating to a person with a Dominance style, observe the following:
• Speak directly and be brief Focus on the task and stay on topic
• Approach the issue logically and discuss the desired results
• Identify opportunities, challenges, and obstacles
• Describe win/win situations Maintain space between yourself and the employee
Those who fit the Dominance category can facilitate communications by improving their listening skills, becoming more patient, and elaborating with more details.
Influence
A common job title for those who rate high in Influence are sales and customer service representatives. These employees are charismatic, inspiring, optimistic, and personable. These are very social people who have a need to verbalize. When communicating to this category, one should:
• Allow initial time for casual conversation
• Have fun and lower the intensity level
• Ask the person to express feelings and opinions
• Seek their creative ideas
Influence personalities may have poor attention to detail and can appear superficial. They have poor follow-through and will often talk "around" a subject. Expect to exercise patience with these employees. Influencers can improve the communication process by becoming more organized and specific in direction and praise.
Stability
This style will most likely be found among the company’s trainers, marketing staff, and administrative assistants. Their indicators are: adaptable, systematic, patient, predictable, and consistent. They are needs driven – both theirs and those of the people they help. When communicating with a person with high Stability, one will want to:
• Be patient
• Draw out the employee’s opinion
• Discuss facts logically
• Be relaxed and schedule sufficient time for discussion
• Indicate how the employee will benefit from the solution
Communications from this style may be non-emotional, indecisive, and lack assertiveness. They will often provide too many details. Those people who indicate Stability should work on their assertiveness and embrace change to improve communication.
Conscientiousness
People with a core style that is Conscientious are often working as accountants or engineers. They follow rules and are very meticulous and quality-conscious, often to the point of being perfectionists. When communicating with the Conscientious style, it is necessary to:
• Cite data and facts
• Examine every option
• Stay on topic and minimize casual conversation
• Focus on quality
• Avoid "new" solutions in favor of proven ideas
• Respect the employee’s personal space
Expect excessive communications from someone high in Conscientiousness. Be patient as they must process all information and will be slow to proceed. Conscientious people should consider improving their patience, building rapport, and becoming more accepting of differences.
By keeping these four styles in mind, managers will be able to offer information that the employee can more readily absorb, thus making communications more effective and productive.
Dominance
Employees with personalities that fit into the Dominance category might include managers and corporate officers. Descriptors of this style include: driven, demanding, aggressive, innovative, and competitive. These people are typically goal-oriented and relish personal challenges. When communicating to a person with a Dominance style, observe the following:
• Speak directly and be brief Focus on the task and stay on topic
• Approach the issue logically and discuss the desired results
• Identify opportunities, challenges, and obstacles
• Describe win/win situations Maintain space between yourself and the employee
Those who fit the Dominance category can facilitate communications by improving their listening skills, becoming more patient, and elaborating with more details.
Influence
A common job title for those who rate high in Influence are sales and customer service representatives. These employees are charismatic, inspiring, optimistic, and personable. These are very social people who have a need to verbalize. When communicating to this category, one should:
• Allow initial time for casual conversation
• Have fun and lower the intensity level
• Ask the person to express feelings and opinions
• Seek their creative ideas
Influence personalities may have poor attention to detail and can appear superficial. They have poor follow-through and will often talk "around" a subject. Expect to exercise patience with these employees. Influencers can improve the communication process by becoming more organized and specific in direction and praise.
Stability
This style will most likely be found among the company’s trainers, marketing staff, and administrative assistants. Their indicators are: adaptable, systematic, patient, predictable, and consistent. They are needs driven – both theirs and those of the people they help. When communicating with a person with high Stability, one will want to:
• Be patient
• Draw out the employee’s opinion
• Discuss facts logically
• Be relaxed and schedule sufficient time for discussion
• Indicate how the employee will benefit from the solution
Communications from this style may be non-emotional, indecisive, and lack assertiveness. They will often provide too many details. Those people who indicate Stability should work on their assertiveness and embrace change to improve communication.
Conscientiousness
People with a core style that is Conscientious are often working as accountants or engineers. They follow rules and are very meticulous and quality-conscious, often to the point of being perfectionists. When communicating with the Conscientious style, it is necessary to:
• Cite data and facts
• Examine every option
• Stay on topic and minimize casual conversation
• Focus on quality
• Avoid "new" solutions in favor of proven ideas
• Respect the employee’s personal space
Expect excessive communications from someone high in Conscientiousness. Be patient as they must process all information and will be slow to proceed. Conscientious people should consider improving their patience, building rapport, and becoming more accepting of differences.
By keeping these four styles in mind, managers will be able to offer information that the employee can more readily absorb, thus making communications more effective and productive.
Friday, April 23, 2010
Are You Truly Excited About What You Sell
We all know that sales are really all about "Closing The Sale". There is not a salesperson alive who does not use a variety of techniques to help them be successful with customers. However, I believe passion is the most underrated and underutilised sales tool in our arsenal because it is too hard to measure and no one has found an effective way to teach it.
Passion is an effective sales tool because it isn't artificial and can't be faked for a long period of time. It is displayed in people who genuinely care and are willing to take the time to serve their clients in whatever manner is necessary.
Passion in sales is evident when the coach takes the time to listen to their prospect and attempts to really understand what it is they are looking for. It is displayed not only in the questions that are asked, but also in the tone of voice and body language that is used and the follow-up that is demonstrated after the sales call. Coaches who have passion are able to create long-term profitable relationships with their customers. They also routinely benefit from referrals by their existing clients and, on many occasions, these prospects come to them ready to buy.
Before you rush out to practice your body language and tone of voice in an attempt to find passion, let me add the secret ingredient: heart. Passion comes from a genuine belief of wanting to help the client in both good times and bad.
Passion can actually be measured in a couple of ways. Begin by asking yourself this simple question: "When the day is over and my clients are reflecting back on the people they've interacted with and the activities they've done, do they think of me in a positive light that contributed to them having a good day?" It is important to consider whether your clients truly believe you are helping improve their day and their business. Another assessment tool is found in analysing the number of referrals you get. Referrals are an accurate measurement of how your clients view you. If they honestly believe in you, they recommend you to others
Passion in sales is underrated. Therefore, your ability to genuinely care about your clients, to show an interest in them, and to serve them will determine your long-term business success
Passion is an effective sales tool because it isn't artificial and can't be faked for a long period of time. It is displayed in people who genuinely care and are willing to take the time to serve their clients in whatever manner is necessary.
Passion in sales is evident when the coach takes the time to listen to their prospect and attempts to really understand what it is they are looking for. It is displayed not only in the questions that are asked, but also in the tone of voice and body language that is used and the follow-up that is demonstrated after the sales call. Coaches who have passion are able to create long-term profitable relationships with their customers. They also routinely benefit from referrals by their existing clients and, on many occasions, these prospects come to them ready to buy.
Before you rush out to practice your body language and tone of voice in an attempt to find passion, let me add the secret ingredient: heart. Passion comes from a genuine belief of wanting to help the client in both good times and bad.
Passion can actually be measured in a couple of ways. Begin by asking yourself this simple question: "When the day is over and my clients are reflecting back on the people they've interacted with and the activities they've done, do they think of me in a positive light that contributed to them having a good day?" It is important to consider whether your clients truly believe you are helping improve their day and their business. Another assessment tool is found in analysing the number of referrals you get. Referrals are an accurate measurement of how your clients view you. If they honestly believe in you, they recommend you to others
Passion in sales is underrated. Therefore, your ability to genuinely care about your clients, to show an interest in them, and to serve them will determine your long-term business success
Wednesday, April 21, 2010
Why Invest in real estate ?
I got thinking the other day about who was the first-ever millionaire.
It was a curiosity thing for me, as well as an opportunity to do some research online to see what would come up. I was shocked at what I found.
It gave me a real kick up the butt. Up until that point, I thought I was an action-taker. Unfortunately I was driving with the hand-brake on.
It's funny how these old secrets come up all of the time and really shift you paradigm and get you going again.
OK, let's get into it. This is a 161 year old secret that once you read it - it'll put "making money" into a whole new perspective.
Success leaves clues, so I dug around and found the name, John Jacob Astor.
Interestingly enough, he was an American from German background.
Astor got rich in the early 1800's trading furs, tea, silk and fine china. Principally a business person to start off with, but that was not where his real fortune was made.
He invested his trading profits in something that would prove to be even better...
Real estate.
His most profitable investments were in New York City where he built a reputation known as the "Manhattan Landlord."
Before he died, he left these powerful words. Astor said, "Could I begin life again knowing what I know and had money to invest, I would buy every foot of land on the island of Manhattan."
Astor passed away in 1848 leaving $20,000,000.00 to his family.
$20 million may not sound like a lot today to some of us, but in today's value it would be around about...
Wait for this...
$458 BILLION.
Now that's an insane amount of money.
This brief story about a person you've probably never heard about has many powerful lessons, doesn't it?
Let's go through them quickly...
#1. Increase your cash flow
#2. Invest in real estate
...I did say quick and simple, it really comes down to just
two things.
The parting words of John Jacob Astor should be written up an posted somewhere where you can see it every day.
Sure, Astor is talking about Manhattan, but don't let that limit you. Pick any major city around the world (even Australia) in that time frame and you'd see a similar story.
This real estate thing isn't a fad or a passing-trend, you would want to live for as long as you can and see as many cycles as possible.
The sooner you start, the better.
It was a curiosity thing for me, as well as an opportunity to do some research online to see what would come up. I was shocked at what I found.
It gave me a real kick up the butt. Up until that point, I thought I was an action-taker. Unfortunately I was driving with the hand-brake on.
It's funny how these old secrets come up all of the time and really shift you paradigm and get you going again.
OK, let's get into it. This is a 161 year old secret that once you read it - it'll put "making money" into a whole new perspective.
Success leaves clues, so I dug around and found the name, John Jacob Astor.
Interestingly enough, he was an American from German background.
Astor got rich in the early 1800's trading furs, tea, silk and fine china. Principally a business person to start off with, but that was not where his real fortune was made.
He invested his trading profits in something that would prove to be even better...
Real estate.
His most profitable investments were in New York City where he built a reputation known as the "Manhattan Landlord."
Before he died, he left these powerful words. Astor said, "Could I begin life again knowing what I know and had money to invest, I would buy every foot of land on the island of Manhattan."
Astor passed away in 1848 leaving $20,000,000.00 to his family.
$20 million may not sound like a lot today to some of us, but in today's value it would be around about...
Wait for this...
$458 BILLION.
Now that's an insane amount of money.
This brief story about a person you've probably never heard about has many powerful lessons, doesn't it?
Let's go through them quickly...
#1. Increase your cash flow
#2. Invest in real estate
...I did say quick and simple, it really comes down to just
two things.
The parting words of John Jacob Astor should be written up an posted somewhere where you can see it every day.
Sure, Astor is talking about Manhattan, but don't let that limit you. Pick any major city around the world (even Australia) in that time frame and you'd see a similar story.
This real estate thing isn't a fad or a passing-trend, you would want to live for as long as you can and see as many cycles as possible.
The sooner you start, the better.
Friday, April 16, 2010
Good Enough Never Is
The mediocre and complacent justify their lack of effort and excellence by saying, “My work was good enough.” Well, good enough never is, as you never get a second chance to make a first impression.
Second best can lead to second class and in the competitive global marketplace mediocrity leads to irrelevance and being relegated to the status of “also-ran.”
The debate then becomes, what is good enough? Here is an interesting look at things – If 99% was good enough the following would happen in the United States not to mention what would happen globally.
If 99% were good enough then:
12 newborns will be given to the wrong parents daily.
114,500 mismatched pairs of shoes will be shipped each year.
18,322 pieces of mail will be mishandled each hour.
2,000,000 documents will be lost by the IRS this year.
2.5 million books will be shipped with the wrong covers.
315 entries in Webster's Dictionary will be misspelled.
20,000 incorrect drug prescriptions will be written this year.
880,000 credit cards in circulation will turn out to have incorrect card holder information on their magnetic strips.
103,260 income tax returns will be processed incorrectly during the year
5.5 million cases of soft drinks produced will be flat.
291 pacemaker operations will be performed incorrectly.
In many things 100% perfection is required. In everything 110% effort and excellence is the order of the day. So whatever you do – do it with excellence, knowing that if you don’t – your competition will.
There are certain things in life and in business which require perfection. The rest must simply be done with excellence. A heart surgeon clearly has some things which require perfection. On the flip side, some activities are not worthy of perfection like getting through your email or reprinting your handouts for the meeting for the twentieth time because you want to try it in one more different font or color. (There is the perfection paralysis syndrome too, so there must be a balance.)
It is a good exercise to determine what things in your organization or in your individual life require perfection and what things require excellence.
The message is to live your life and run your business with a 110% commitment to excellence – because good enough never is.
Second best can lead to second class and in the competitive global marketplace mediocrity leads to irrelevance and being relegated to the status of “also-ran.”
The debate then becomes, what is good enough? Here is an interesting look at things – If 99% was good enough the following would happen in the United States not to mention what would happen globally.
If 99% were good enough then:
12 newborns will be given to the wrong parents daily.
114,500 mismatched pairs of shoes will be shipped each year.
18,322 pieces of mail will be mishandled each hour.
2,000,000 documents will be lost by the IRS this year.
2.5 million books will be shipped with the wrong covers.
315 entries in Webster's Dictionary will be misspelled.
20,000 incorrect drug prescriptions will be written this year.
880,000 credit cards in circulation will turn out to have incorrect card holder information on their magnetic strips.
103,260 income tax returns will be processed incorrectly during the year
5.5 million cases of soft drinks produced will be flat.
291 pacemaker operations will be performed incorrectly.
In many things 100% perfection is required. In everything 110% effort and excellence is the order of the day. So whatever you do – do it with excellence, knowing that if you don’t – your competition will.
There are certain things in life and in business which require perfection. The rest must simply be done with excellence. A heart surgeon clearly has some things which require perfection. On the flip side, some activities are not worthy of perfection like getting through your email or reprinting your handouts for the meeting for the twentieth time because you want to try it in one more different font or color. (There is the perfection paralysis syndrome too, so there must be a balance.)
It is a good exercise to determine what things in your organization or in your individual life require perfection and what things require excellence.
The message is to live your life and run your business with a 110% commitment to excellence – because good enough never is.
Monday, April 12, 2010
Tracking Your Goals to Achieve Success
I once heard a story of a very successful entrepreneur who ran more than eight businesses. It was told that the walls of his office were filled with a “visual display” for each business. Each visual display had three metrics that indicated if that business was succeeding or failing. He proudly stated that he only needed to walk around his office, look at those metrics and he knew exactly what was happening and what was needed.
In my years of coaching and business, I have found that goals are more effectively achieved when some kind of visual reminder is posted. For some it is a collage of personal dreams or a new focus. For others it is a big colorful poster of Key Goals. Most sales organizations exhibit a weekly activity checklist along with results produced as a reminder and accountability support.
Here is an exercise for you and your team, adapted from The Five Dysfunctions of Team Field Guide to establish your shared goals and visual display:
Establishing a Thematic Goal
Leaders, ask your team:
What is the single most important goal that we must achieve during this period if we are to consider ourselves successful?
The goal should not be quantitative, but rather a general achievement. Examples of common thematic goals include the following:
Improve customer relations
Get expenses under control
Increase market awareness
Launch a new product
Strengthen the team
Rebuild the infrastructure
Grow market share
The Time Period:
A start up company will probably want to have relatively short time frames, such as two or three months, while a more established company might have longer cycles, like a year.
The Challenge of De-prioritization
Prioritizing a thematic goal does not mean you ignore other important business goals. However, the point of having a thematic goal is to ensure that the entire team places EXTRA emphasis on a single area of priority, so that when push comes to shove, everyone understands what matters most.
The Challenge of Specialization
Some on the team may think that their job has nothing to do with the priority. The key to overcoming this is getting everyone to understand that they must wear two different hats when they are all together as a team. One of those hats, and the most important one, is that of “generic team member.”
Establishment of a Team Scoreboard
After identifying the thematic goal, have the team discuss and agree upon the handful of supporting objectives that must be accomplished if the thematic goal is to be achieved. If the thematic goal is to achieve market awareness, the supporting objectives might be to increase advertising, clarify the brand and value proposition, increase trade-show activities, and improve public relations.
In addition to these supporting objectives, a team’s scoreboard should include a few standard operational objectives such as revenue, expenses, employee turnover, or whatever essential metric is key to the business on an ongoing basis
In my years of coaching and business, I have found that goals are more effectively achieved when some kind of visual reminder is posted. For some it is a collage of personal dreams or a new focus. For others it is a big colorful poster of Key Goals. Most sales organizations exhibit a weekly activity checklist along with results produced as a reminder and accountability support.
Here is an exercise for you and your team, adapted from The Five Dysfunctions of Team Field Guide to establish your shared goals and visual display:
Establishing a Thematic Goal
Leaders, ask your team:
What is the single most important goal that we must achieve during this period if we are to consider ourselves successful?
The goal should not be quantitative, but rather a general achievement. Examples of common thematic goals include the following:
Improve customer relations
Get expenses under control
Increase market awareness
Launch a new product
Strengthen the team
Rebuild the infrastructure
Grow market share
The Time Period:
A start up company will probably want to have relatively short time frames, such as two or three months, while a more established company might have longer cycles, like a year.
The Challenge of De-prioritization
Prioritizing a thematic goal does not mean you ignore other important business goals. However, the point of having a thematic goal is to ensure that the entire team places EXTRA emphasis on a single area of priority, so that when push comes to shove, everyone understands what matters most.
The Challenge of Specialization
Some on the team may think that their job has nothing to do with the priority. The key to overcoming this is getting everyone to understand that they must wear two different hats when they are all together as a team. One of those hats, and the most important one, is that of “generic team member.”
Establishment of a Team Scoreboard
After identifying the thematic goal, have the team discuss and agree upon the handful of supporting objectives that must be accomplished if the thematic goal is to be achieved. If the thematic goal is to achieve market awareness, the supporting objectives might be to increase advertising, clarify the brand and value proposition, increase trade-show activities, and improve public relations.
In addition to these supporting objectives, a team’s scoreboard should include a few standard operational objectives such as revenue, expenses, employee turnover, or whatever essential metric is key to the business on an ongoing basis
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