Finishing is tough but so rewarding...

Sometimes, when know that the end of a sprint or top of a hill is just 15 seconds away—so close that you can "see" it—I notice we do one of two things: “We” either slow down right away, coasting to the finish without much effort – OR – “We” buckle down and push on through the end with strength and heart. Which person are you?

When you lose a sale, do you give up for the rest of the week, or get back on track so that one slipup doesn't get in your way?

When life gets busy, do you skip your sales preparation entirely, or do you squeeze in whatever you can, even if it's only 10 or 15 minutes?

Finishing strong isn't that much different than any other challenge or goal in life. You have to decide that you want to do it, work hard even though resistance is working against you, and then follow through until you reach the top.

Two common phrases I reflect on during these times, "Give yourself a finish that you'll be proud of," and, "Finish just as strong as you started." And that's what I want to encourage you to do as you're facing the most difficult time today.

You will never regret choosing to work hard and climb to the top of that hill, no matter how challenging it may be or how much resistance is trying to hold you back. But you will regret giving up early, putting it off, and simply coasting to the finish line (which is a lot like backpedaling). In a race, a runner doesn't start to walk once the finish line is in sight ("Whew, I'm almost there, so I'll just relax now!"). That runner kicks it in and gives everything he or she has left until they cross that line.

So why should you treat your own goals any differently? Your personal finish line is no less important, and you owe it to yourself to get there without giving up. Use whatever effort you have left so that you, too, can finish out this quarter—that final hill—with a sprint to the finish. A finish you can be proud of.  A finish of victory!

Hail To Victory…here-here!

What Graciousness Means To Me

Graciousness reflects a state of being; it emanates from your inventory of self.

When wandering the world, forget your business cards. Don't look for more contacts. Instead, observe. Say hello to the people you see every day, but don't make a fetish out of it. Stay interested in others. Be generous in your attentions but not showy. Don't wink, snap your fingers, high-five, or shout, though laugh with those who do. It bears repeating: Look around. Remember names. Remember where people were born.

On the street, in the lobby, square your shoulders to people you meet. Make a handshake matter — eye contact, good grip, elbow erring toward a right angle. Do not pump the hand, unless the other person is insistent on just that. Then pump the hell out of their hand. Smile. If you can't smile, you can't be gracious. You aren't some dopey English butler. You are you.

Remember that the only representation of you, no matter what your station, is you — your presentation, your demeanor. You simply must attend. Stand when someone enters the room, especially if you are lowly and he is the boss, and even if the reverse is true. Look them in the eye. Ask yourself: Does anybody need an introduction? If so, before you say one word about business, introduce them to others with pleasure in your voice. If you can't muster enthusiasm for the people you happen upon in life, then you cannot be gracious. Remember, true graciousness demands that you have time for others.

So listen. Be attentive to what people say. Respond, without interruption. You always have time. You own the time in which you live. You grant it to others without obligation. That is the gift of being gracious. The return — the payback, if you will — is the reputation you will quickly earn, the curiosity of others, the sense that people want to be in the room with you. The gracious man does not dwell on himself, but you can be confident that your reputation precedes you in everything you do and lingers long after you are finished. People will mark you for it. You will see it in their eyes. People trust the gracious man to care. The return comes in kind.

Hello...I am an INVE$TOR

I am an investor. I do not trade my assets frequently. That's speculation, not investing.

I am also a saver, fueling my investments with continuous savings from current income.

I know that every kind of asset entails risk -- even cash, which can be eroded by inflation.

I know that higher returns entail higher risk, in every kind of asset.

I accept those risks, but I mitigate them by owning a diversity of assets.

I regard my home as a place to live, not as an investment. It is not a substitute for retirement savings.

I have an investment plan and a plan for asset allocation, in consultation with a financial adviser.

I invest regular amounts every month, in both rising and falling markets. I know I can­not gauge market tops and bottoms. If I receive a windfall -- a bonus, bequest or gift -- I gradually feed it into my regular investment mix.

I don't pour more money into hot markets nor completely cash out of plunging markets.

I spread my investments among several asset classes, in a mix fitting my age and risk tolerance.

My share of bonds roughly equals my age. I will allocate to stocks a declining portion of my financial assets as I get older.

I rebalance my portfolio every quarter. If the stock market plunges, pushing my stock allocation way below its target percentage, I sell bonds and use my cash to buy stocks.

I force myself to sell high and buy low by periodic rebalancing -- just what is temperamentally difficult for most investors to do.

I know that stocks are risky in the short run, so I hold in equities no money for which I have a likely need in the next three years.

But stocks are not too risky in the long run. They have outperformed all other commonly traded assets over periods of 15 years and longer.

Foreign stocks account for at least 15% of my stock allocation. I believe that developing economies will enjoy much higher growth than the U.S. in the decades ahead.

I never borrow against my stocks. Margin calls could force me to sell good assets at a bad time.

I stick with my game plan. I do not check the value of my investments every day or even every week.

I try to keep my cool when other folks are losing theirs.

I remind myself often: I am an investor.

Leadership, what is it?

"A good leader is a good follower". To be able to lead people, one must first know how to be a good team member. A good leader supports his members and encourages them. He motivates them to strive for the best; makes them feel they are special people. A good leader does not belittle his members but enhances their talents.

Leadership has nothing to do with seniority or one’s position in the hierarchy of a company. Too many talk about a company’s leadership referring to the senior most executives in the organization. They are just that, senior executives. Leadership doesn't automatically happen when you reach a certain pay grade. Hopefully you find it there, but there are no guarantees.

Leadership has nothing to do with titles. Similar to the point above, just because you have a C-level title, doesn't automatically make you a “leader.” In all of my talks I stress the fact that you don’t need a title to lead. In fact, you can be a leader in your place of worship, your neighborhood, in your family, all without having a title.

Leadership has nothing to do with personal attributes. Say the word “leader” and most people thing of a domineering, take-charge charismatic individual. We often think of icons from history like General Patton or President Lincoln. But leadership isn't an adjective. We don’t need extroverted charismatic traits to practice leadership. And those with charisma don’t automatically lead.

Leadership isn't management.  This is the big one. Leadership and management are not synonymous.  You have 15 people under your hierarchy and P&L responsibility? Good for you, hopefully you are a good manager. Good management is needed. Managers need to plan, measure, monitor, coordinate, solve, hire, fire, and so many other things. Typically, managers manage things. Leaders lead people.

Traits of Effective Leaders

...Make others feel important. If your goals and decisions are self-centered, followers will lose their enthusiasm quickly. Emphasize their strengths and contributions, not your own.

...Promote a vision. Followers need a clear idea of where you're leading them, and they need to understand why that goal is valuable to them. Your job as a leader is to provide that vision.

...Follow the golden rule. Treat your followers the way you enjoy being treated. An abusive leader attracts few loyal followers.

...Admit mistakes. If people suspect that you're covering up your own errors, they'll hide their mistakes, too, and you'll lack valuable information for making decisions.

...Criticize others only in private. Public praise encourages others to excel, but public criticism only embarrasses and alienates everyone

...Stay close to the action. You need to be visible to the members of your organization. Talk to people, visit other offices and work sites, ask questions, and observe how business is being handled. Often you will gain new insights into your work and find new opportunities for motivating your followers.

...Make a game of competition. The competitive drive can be a valuable tool if you use it correctly. Set team goals, and reward members who meet or exceed them. Examine your failures, and celebrate your group's success.

SOME QUOTES ON LEADERSHIP...

My grandfather once told me that there were two kinds of people: those who do the work and those who take the credit. He told me to try to be in the first group. There is much less competition. Indira Gandhi

One of the tests of leadership is the ability to recognize a problem before it becomes an emergency. Arnold Glasgow

Effective leadership is putting first things first. Effective management is discipline, carrying it out. Stephen Covey

A real leader faces the music, even when he doesn't like the tune. Unknown Author

A big man is one who makes us feel bigger when we are with him. John C. Maxwell

Finish Strong! How to end a quarter....

It's Spring, a time when most of us feel a sense of renewed energy, hope and optimism. But, this year, Spring brings with it mixed emotions  and concern about the days ahead. Why because we are tasked daily with “change.” We pause with concern and after a moment we think, “I’m okay; I still have time to make changes” and we go about the rest of our day.  But…how do you finish?

Finishing strong helps you leave well. You will only get one chance to finish well in this position then history will decide how you are remembered. When you keep your eye on the finish line, you stay focused on doing your best right up until the end. Success isn’t about starting but finishing. The end of the quarter brings some questions with it:

“Was it worth it?”
“Did I really make a difference?”
“What kind of effort can I honestly put into this thing in the last few days?”

These types of questions can conjure up feelings of regret over what you expected to happen and where you’re currently at. They can also motivate you to make the most of the moments you have left to serve.

It all depends on where your focus is: regret or resolve.

The difficulty with regret is that it comes with the realization that you can’t go back and change what has already happened. The beauty of resolve is that it doesn’t matter what’s happened in the past, you can keep your eyes focused on where you’re headed in the present. You can experience a breakthrough in your leadership when you’re able to focus and concentrate on those areas where you can lend your strengths. 

When you finish strong, it serves as a model for yourself, your team, your division, your company. This isn't just about you, but about all of the people whom you lead. A successful ending should be a team effort. Work to keep yourself engaged, motivated, and connected to the goals and vision of the team right up to the end. Nothing will deflate team morale more than to have members of a team slowly fade away before the quarter is up.  Sales is a team sport!

The difference between a leader and a follower is found in the willingness one has to accept responsibility. You may have some “good reasons” for shirking your responsibilities as it gets close to the end. But you only miss out on the sense of satisfaction and personal pride of seeing your responsibility through to the end.

If you've read all the way to this point, you probably realize that finishing strong is a principle that you need to follow in everything you do. Do the hard work on the back end to see your commitments through.

The best piece of advice you can take from all that I have said: “Don’t give up…finish strong!

Art of "Sales" Change Part 2

Yesterday we looked at the first 5 strategies of the change transformation...have you made any changes yet? If not, here are the last 5 strategies of the change transformation:

1. Forget about the “future,” focus on your today: The “future” is an abstraction. It doesn't exist except as an idea. The only future that has any reality is the one that you continually create for yourself through each day’s contributions, achievements, and results. This is an excellent time to ignore all those experts who never saw the present circumstances coming. Focus on what you can do over the course of each 24 hours, and you’ll be the only expert on the future you’ll ever need.
2. Forget about who you were, focus on who you can be: Many people define themselves by external circumstances. When these abruptly change, they don’t know who they are, so they keep trying to be who they used to be. From now on, take your cues from the inside — from your dreams, ideals, values, and operating principles. These need never change, regardless of the circumstances.Take advantage of the present external confusion to become self-directed, self-managed, and self-motivated.
3. Forget about events, focus on your responses: When things are going well, many people think they are actually in control of events. That’s why they feel so defeated and depressed when things turn bad. They think they've lost some fundamental ability. The most consistently successful people in the world know they can’t control events — but continually work towards greater control over their creative responses to events. This period, while things are uncertain, is an excellent time to focus all of your attention and energies on being creatively responsive to all of the unpredictable events that lie ahead.
4. Forget about what’s missing, focus on what’s available: When things change for the worse, many desirable resources are missing — including information, knowledge, tools, systems, personnel, and capabilities. These deficiencies can paralyze many people, who believe they can’t make decisions and take action. A strategic response is to take advantage of every resource that is immediately available to achieve as many small results, to make as much daily progress, as possible. Work with every resource and opportunity at hand, and your confidence will continually grow.
5. Forget about your complaints, focus on your gratitude: This is one of those times when everyone has to make a fundamental decision: to complain or to be grateful. When things turn negative, the consequences of this decision are much greater. Complaining only attracts negative thoughts and people; gratitude creates the opportunity for the best thinking, actions, and results to emerge. Focus on everything that you are grateful for — communicate this —and open yourself each day to the best possible consequences.

Art of "Sales" Change Part 1

As Jim Rohn once said…any day we wish, we can discipline ourselves to change it all. Any day we wish, we can open the book that will open our mind to new knowledge. Any day we wish, we can start a new activity. Any day we wish, we can start the process of life change. We can do it immediately, or next week, or next month, or next year.  But why wait?

We can also do nothing. We can pretend rather than perform. And if the idea of having to change ourselves makes us uncomfortable, we can remain as we are. We can choose rest over labor, entertainment over education, delusion over truth, and doubt over confidence. The choices are ours to make. But while we curse the effect, we continue to nourish the cause. As Shakespeare uniquely observed, “The fault is not in the stars, but in ourselves.” We created our circumstances by our past choices. We have both the ability and the responsibility to make better choices beginning today. Those who are in search of the good life do not need more answers or more time to think things over to reach better conclusions. They need the truth. They need the whole truth. And they need nothing but the truth.

We cannot allow our errors in judgment, repeated every day, to lead us down the wrong path. We must keep coming back to those basics that make the biggest difference in how our life works out. And then we must make the very choices that will bring life, happiness and joy into our daily lives.

And if I may be so bold to offer my last piece of advice for someone seeking and needing to make changes in their life: If you don’t like how things are, change it! You’re not a tree. You have the ability to totally transform every area in your life. And it all begins with your very own power of choice.

Now, how do we change?  Below are the first 5 strategies of the change transformation:

1. Forget about yourself, focus on others: Fear can drive people into themselves, making them feel isolated and helpless. The best strategy here is to go in the opposite direction, expanding your connection with others — focusing on helping them transform their negatives into positives. The more you contribute in this fashion, the less you will need to worry about your own situation. You will become a source of confidence for everyone else.
2. Forget about your commodity, focus on relationships: In scary times, people become frightened about the viability of their “commodities” — the things they sell and the jobs they hold. A more strategic response here is to disregard your own commodity and focus on deepening the power and possibility of all your relationships —with family, friends, team members, suppliers, clients, customers, and prospects. Every time you strengthen a relationship, the viability of your commodity, without you focusing on it, will increase.
3. Forget about the sale, focus on creating value: Most people don’t like being sold at the best of times. When times are scary, they turn off, hang up and slam shut. But what people want at all times is value creation — that is, solutions that help them eliminate their dangers, capture their opportunities, and reinforce their strengths. When you focus on providing these three solutions, the sales will naturally follow.
4. Forget about your losses, focus on your opportunities: Things you had, things you took for granted, may have disappeared. Some people never get over this. They keep trying to replay their old games. A better strategy is to start an entirely new game — using new ideas, new energies, new tools, and new resources. A big opportunity is suddenly available now for achieving far more than you ever did in the past.
5. Forget about your difficulties, focus on your progress: Things may not be as easy as they were. The new difficulties will either defeat you or reveal new strengths. Your physical muscles always get stronger from working against resistance. The same is true for the muscles in your mind, your spirit, and your character. Treat this whole period of challenge as a time when you can make your greatest progress as a human being.

4 Step approach to getting things done!

Getting it all done at work can seem overwhelming sometimes. You have too many projects to complete. Your calendar has too many meetings. And too many people are clamoring for more of your time. The trick to getting it all done, done well, and done on time is a simple four- step process that I discovered on About.com.

Step 1 - Pick What To Work On

The first step is to determine what to work on. With so much to do, it’s important to that your time be spent on only those activities that really matter. Be sure to work on what is truly important and not just urgent. It’s hard to not drop what you are working on in order to deal with the “crisis” of the moment. And there will be times when that is necessary. Just make sure the issue that interrupts you really is important.

So how do you determine what is really important? A good place to start is what your boss is asking for. There are things your boss expects from you: reports, activities, and other deliverables. These should be high on your list. He or she also may ask for special things from time to time. Just be sure to prioritize these special requests appropriately and push back if they would require you to bump something important.

Step 2 - Get Started

It does not matter how well you have prioritized, nor how good your plan it, unless you actually get started working on the tasks you have identified as important. Stop planning when it’s good enough. Stop talking about how much you have to do and how overloaded you are. Stop wasting time on things that don’t really need to be done. Stop procrastinating and get going on producing results.

Step 3 - Stay Focused

Start by planning your day’s work the night before. Outline for yourself what you need to work on tomorrow and then tomorrow work that plan. When you get interrupted or distracted from the plan, work hard to minimize the distraction and get back to your plan. I have a yellow sticky note on my monitor of the top three things I want to get done today. I scratch them off when done. It’s a great visual reminder to me that helps me bring my focus back to my plan.

Remember the Pareto Principle, the 80/20 rule. You’ll get 80 percent of your results from 20 percent of the projects you work on so find those truly important activities and focus on them.

Step 4 - Use All The Tools Available

Finally, it’s important you take advantage of all the tools available to help you get more done. Time management, self-management, and delegation are important tools for any manager.

My most valuable time management tool is A To Do List That Works. I developed this tool years ago because it works for me. It isn’t going to work for everyone because we all work differently. Try it. See if it helps you. If so, good. If, not, find or develop one that does work. Time management tools are also good for helping you stay focused, as discussed above.

Are you as good at managing yourself as you are at managing others? Do you stay focused on the tasks that are truly important and not just urgent? Do you do your job the best you are able? Or do you cut yourself some slack? Are you harder on your team than on yourself? Don’t forget that a key element of being a good manager is managing yourself.

You can’t make any more hours in the day to help you get more done. And working 80-hour weeks is seldom a workable solution. One thing you can do to gain more time during the day is to offload some of the task that you have been doing onto others. The key here is to Delegate, Not Just Dump. Dumping your work onto others just demotivates them and you end up spending more time correcting the mess than if you had done the work yourself. On the other hand, delegation is a way to help you with your workload, while at the same time training and developing your team members.

Bottom Line

Focus on what’s truly important, not just urgent. Get going. Stay focused. Use all the tools at your disposal. And you will be able to get it all done

Are you ready for CHANGE?

Change is something that presses us out of our comfort zone. It is destiny-filtered, heart grown, faith built. Change is inequitable; not a respecter of persons. Change is for the better or for the worst, depending on where you view it. Change has an adjustment period which varies on the individual. It is uncomfortable, for changing from one state to the next upsets our control over outcomes. Change has a ripping effect on those who won’t let go. Flex is the key. Even a roller coaster ride can be fun if you know when to lean and create new balance within the change. 

Change is needed when all the props and practices of the past no longer work. Change is not comforted by the statement ‘just hang in there’ but with the statement ‘you can make it’. We don’t grow in retreat, but through endurance. Change isn't fixed by crying, worrying, or mental treadmilling. Change is won by victors not victims; and that choice is ours.

Change is awkward -- at first. Change is a muscle that develops to abundantly enjoy the dynamics of the life set before us. Change calls own strength beyond anyone of us. Change pushes you to do your personal best. Change draws out those poised for a new way. Change isn’t for chickens. Change does have casualties of those defeated. Change will cause us to churn or to learn. Change changes the speed of time. Time is so slow for the reluctant, and yet it is a whirlwind for those who embrace it. Change is more fun to do than to be done to. Change seeks a better place at the end and is complete when you realize you are different.

Change is measured by its impact on all who are connected to it. Change is charged when you are dissatisfied with where you are. Change doesn't look for a resting-place; just the next launching point. Change is only a waste to those who don’t learn from it. Change happens in the heart before it is proclaimed by our works. Change chaps those moving slower than the change itself.  If you can change before you have to change, there will be less pain. Change can flow or jerk, depending on our resistance to it. Change uses the power invested in the unseen to reinvent what is seen. Change is like driving in a fog – you can’t see very far, but you can make the whole trip that way.

Change is today…are you ready?

5 Questions Sales People Should Ask Themselves?

There are two sides to every story, two sides of a coin, and two ways to face the day (good or bad). There are always the prophets of doom and the cynics who will be happy to lead their followers through long periods of drought and famine. When an unfortunate individual starts blaming his own failures on others, and on conditions over which he has no control, he can usually forget about achieving his goals.

There are good times and bad times, but at all times there are sales that are made and sales that are lost. Sales leaders prove every day that you are not only capable, but excel as sales professionals. Sales professionals know that nothing can hold back the motivated individual who has an excellent product to sell.

“You will always get what you want, if you help enough people get what they want.” Zig Ziglar

There's a lot of airplay right now about social media and whether salespeople should use it as a method to drive sales revenue. The answer: maybe! Start with the following below to find out.

Salespeople should ask these five social-media selling questions:

1. "Do my potential buyers use social media?" Depending on your product, service, or industry, the answer may be yes or no.
2. "If my buyers do use social media, where do they spend their time?" On blogs, Twitter, Facebook, Google+, LinkedIn, or forums? You must ensure that you fish where your buyers swim.
3. "Considering other sales tactics (email, trade shows, calls), will using social media produce an equal or better return on investment?" A salesperson's time is extremely valuable, so you must spend time on the activities that will deliver the best results.
4. "Do I have the skills and knowledge to leverage social media?" Selling is a process and has related best practices, as do blogging and tweeting. If you plan to use social media, you must understand "the how" first.
5. "Am I ready to commit to using social media on an ongoing basis?" Tweeting once a month adds no value. Starting a blog, writing two posts, then not writing again for months can do more harm than good. It's a good idea to observe social media before participating so you understand the investment requirements.

Flip your coin this morning and ask yourself, “Do I really want to get what I want today?”

"Referrals" + Social Media = $

The best part of waking up is Referrals in your cup!  I can't think of a more powerful selling tool.

Fact or Foe: People would rather do business with people they know--or know of--than with strangers. When you're introduced to a prospect through a personal recommendation, that prospect has a vastly higher comfort level than, let’s say, a potential prospect you find through cold calling. After all, few things are more reassuring than a positive endorsement from someone you know and trust. 

So why is it that, while we all long for referrals, yet we don't pursue them as much as possible? I think it is because relationships aid in the development of good referrals.  If you lack integrity, trust, drive, or even motivation, why would somebody give you a recommendation…I wouldn’t.  Referrals are like a badge of honor, they represent something, something that stands for a code, ethics, brands, etc.  Without them you are dead in the water!

Imagine your business as an infinite web of relationships. Each of your business contacts has the potential to connect you to a gateway of other contacts. The relationships are out there, but they'll likely remain out of reach unless you actively pursue them, but yield some strategy. It may never occur to your current contacts to broker an introduction. It's up to you to put the idea in their heads.

Don't feel uncomfortable about asking for referrals because it is a sign of strength and a willingness to help others. People won't give you referrals unless you deserve them. In fact, getting a referral is the highest compliment you can receive. Again, it’s similar to a brand…you I mean.

I know one entrepreneur who built a successful business almost solely on referrals. How could that be possible you might be asking? From the moment of time that he was an eager young sales apprentice, his manager mentored him well. Every time he glanced at his cell phone, which occurred every few minutes, it meant it was time to ask for a referral. Eventually, it became second nature.

Below are tactics or positioning statements you can use to help drive a referral base:

• "When I do a great job for you--which I will--you agree to give me “x” number of referrals."
   
• "I'm so pleased you're happy with my work. Do you know anyone else who can benefit from my services?"
   
• “I know our meeting is over, which I must say I am very pleased and by the look on your face you are too, however, as you can see I thrive on helping others, who have you spoken to that may need my services?”

Below are strategies to keep you on point:
 

• Set a weekly goal for yourself. Keep track of the number of referrals you ask for each day. You don't need to limit your requests to clients; you can also ask business associates, acquaintances and prospects.
   
• Make the most of every networking opportunity. Step out of your comfort zone at networking events and set a goal to talk to at least three new people. Plan in advance what you might say. We're all drawn to interesting, enthusiastic people.
   
• Always be specific when asking for a referral. Looking for high net worth individuals? Say so. Interested in midsize companies? Let them know. If you don't tell your contacts who your target customer is, you'll waste time pursuing leads you can't use.

Below are examples of how to ask for referrals in Social Media:

• Facebook/Google+: The Facebook/Google+ message should sound like your advocates are speaking to their friends directly. It’s the advocate’s rationale on why they are personally sharing the offer with their close network of friends. Using an @Brand within the Facebook share message will also help with SEO initiatives
   

• Twitter: The Twitter message is more of a message to the world at large—people you don’t necessarily know. It should be less personalized, condensed, quick and to the point. The message can be no more than 140 characters in length, including the URL. It’s also beneficial to use an @TwitterHandle and the name of the brand within the post to increase SEO and social tracking value, as well as a hashtag (#) attributed to the social referral program
   
• LinkedIn: Ask for your connections to give you recommendations or endorse your skills set.  Don’t be generic.  Guide them to the information that you want them to disclose about you.  This is a strategy and a smart tactic.

“Do to others as you would have them do to you” …give them generously yourself. Whenever you have the opportunity to refer an associate or bring two contacts together, do so. And when you're attending the aforementioned networking event, make a point of introducing people to one another. Most people will appreciate the referral, and it may inspire them to respond in kind.

One last thought: Always thank someone who has given you a referral. Send them a note, keep them informed of your progress and remind them how valuable they are in your connected relationship with them.

So, stop reading this and start asking for referrals…I could be the first you ask one from.  Just post a comment or sending me an email @ travis.rothstein@gmail.com.

Social Networking takes on Psychology?

Do you ever ponder the thought, "How smart am I really when it pertains to Social Media"?  Well if you are like me it is a common thought, concern, and phobia that I think a lot of people have.  As I have been reading "Midas Touch", by Donald Trump, these thoughts forced me to do some research because the book speaks to Intrapersonal vs. Interpersonal Intelligence and I wanted to share my rationale with you about how I believe the two blend together, inevitably forming "Social Networking".

Intrapersonal intelligence has to do with “knowing thy self” as I like to put it; being in touch with your own thoughts, feelings, independent, and someone who makes decisions based on what’s right for them and doesn’t necessarily follow the pack. Those with intrapersonal intelligence (ADHD as it appears to me) love to daydream, reflect, and analyze their own strengths. They are definitely in touch with their emotions, and often enjoy seclusion.

In my opinion, intrapersonal intelligence is the most valuable of intelligences. Aside from my own opinion, people who rank high in the area of intrapersonal intelligence are highly motivated. They make great business owners and entrepreneurs. They also make great philosophers, thinkers, writers, poets, scientists and so forth.

For example, someone who has a high level of “interpersonal intelligence” (the opposite of intrapersonal) may decide to be an expert in Social Networking. They get to interact with others and are constantly meeting new people. To them, there is no better way to spend the day. They love people. They love interacting with people and are extremely sociable. The quality of their experience in life can then be attributed back to their level of interpersonal intelligence

How do we blend the two together to allow for effective Social Networking?

“We have grown addicted to minding the business of others,” says Kirt Hale (age 33), former behavior therapist and founder of ThinkProbability. “Where’s our ‘me-time’ when it comes to the internet and social media?”

Intrapersonal networking is self-defined by Hale as, “a relationship structure centered upon responding to the behaviors of an individual who serves as the head of a network.” So you might be asking yourself how does this differ from social networking? Social networking services tend to focus on individuals building interpersonal relationships with one another; whereas, an intrapersonal network would focus on the individual building relationships.

Social networking is changing our relationship styles in several important ways and distresses several different factors.

·         It allows us to connect with more people more rapidly

·         It’s easy to overestimate the level of intimacy of our online relationships

·         It makes us more susceptible to a sort of social media impurity effect, which means you may possibly start adopting behaviors, attitudes, and beliefs from those within your social network

·         It facilitates comparing ourselves with others, which may have positive or negative effects

Below are strategies you can practice to ensure you’re benefiting from your social networking relationships:

·         Limit the time you spend on your social networks and ensure you're getting a measureable ROI

·         Be cognizant of your online interactions with negative content

·         Establish goals and strategies that cultivate the right individuals in your social circle

·         Find your balance between your online and offline relationships



If the wind blows is your "Social Platform" prepared for a Social Crisis?

It often feels that the tendency for a crisis to occur varies in proportion to how well a business is prepared for it. But the fact is, no matter how unlikely you think it is to happen, social media marketing can have a huge impact on your reputation if you are not prepared.  2015 is almost over and in 2016, burying your head in the sand and ignoring social media is simply not an option.

Social media is the current hype, especially Facebook, Twitter, Instagram, etc. However, without proper preparation and organization of your digital marketing presence, social media marketing can lead to disaster. Don’t look at social media marketing as an isolated “channel”, but as a crucial component that integrates with your overall business marketing strategy.

A few important tasks for social media setup are:

·         Set up social media sites

·         Set up reasonable automations

·         Set up analysis to support performance measurements

·         Definition of responsibilities and communication guidelines for you and your employees

·         Technical integration of your social media communication into your customer support service

You want to be available when your customers contact you, wherever they are!

This reminds me of a story I was once shared about being prepared and it has stuck with me throughout my career. 

Here is how it was told:

Years ago a farmer owned land along the Atlantic seacoast. He constantly advertised for hired hands. Most people were reluctant to work on farms along the Atlantic. They dreaded the awful storms that raged across the Atlantic, wreaking havoc on the buildings and crops. As the farmer interviewed applicants for the job, he received a steady stream of refusals.

Finally, a short, thin man, well past middle age, approached the farmer. "Are you a good farmhand?" the farmer asked him. "Well, I can sleep when the wind blows," answered the little man. Although puzzled by this answer, the farmer, desperate for help, hired him. The little man worked well around the farm, busy from dawn to dusk, and the farmer felt satisfied with the man's work.

Then one night the wind howled loudly in from offshore. Jumping out of bed, the farmer grabbed a lantern and rushed next door to the hired hand's sleeping quarters. He shook the little man and yelled, "Get up! A storm is coming! Tie things down before they blow away!" The little man rolled over in bed and said firmly, "No sir. I told you, I can sleep when the wind blows." Enraged by the old man's response, the farmer was tempted to fire him on the spot. Instead, he hurried outside to prepare for the storm.

To his amazement, he discovered that all of the haystacks had been covered with tarpaulins. The cows were in the barn, the chickens were in the coops, and the doors were barred. The shutters were tightly secured. Everything was tied down. Nothing could blow away. The farmer then understood what his hired hand meant, so he returned to his bed to also sleep while the wind blew.

MORAL of the Story: When you're prepared mentally you have nothing to fear….things will happen but you can’t sit back and wait…you have to deliver!

Can you sleep when the wind blows when you end each day?

The hired hand in the story was able to sleep because he had secured the farm against the storm.  He was planned and prepared…are you?  Better yet, is your "Social Media Marketing"?