Are Sales people like “Energy”?

Chicken before the egg?  Cart before the horse?  Sales people are born or made?

There are many different answers to these thoughts, however, let’s focus on the Sales people are born or made phenomena since we can debate these topics forever and ever.

So “Are salespeople born or made?” has been asked, especially by employers, consumers and skeptics, since the first salesperson made the first call, which probably was before philosophical legends asked their first questions. My answer is both.  The “born” salesperson possess instinctive attributes others must work extensively to develop, learn and attempt what may not be natural to them at first. 

First is the gift of swagger, charm and poetic-articulated conversation.  This person is comfortable talking to anyone at any time.  They can be standing behind an attractive person at a random gas pump at a very random gas station in the middle of nowhere and, spontaneously out of the clear blue, initiate dialogue.  This is simply so natural for this person that at most any given time they simply don’t realize it’s happening…it just happens.

Gentlemen: “You’re a red shade kind of gal, I see.”

Lady: She smiles, says, “Actually I buy whatever is on sale.”

Gentlemen: “I don’t see it that way, mam. Every woman wants choices. But in the end, none wants to be one of a hundred in a box. Your look is unique. It tells the world, “I’m beautiful”. I belong to somebody, not you. You mark your man with your lips. He who has your lips is your possession. Your look says, “I’m taken”.  But I don’t think you are.  I think your look really means, come find out.

Turns out she’s single, too; they walk out together and exchange cell numbers.

It’s that simple.

Different types of sales situations require different characteristics and different skills. And an individual good at instant results, door to door situations may well not excel in a complex solution business to business environment where deals take many months and years and with complex decision making processes. For this reason, moving from one position to another in different markets may see your natural traits becoming of more or less use to you.

Secondly, the born salesperson possesses an emotional “radar detector,” which the less fortunate colleagues lack.  I call it the Sixth Sense.  When he sits across from his prospect, this “radar” instinctively reveals how the prospect is emotionally reacting to the presentation—through body language, facial expression, eye contact or lack of eye contact, strength of commitments, and responses to trial closes.  For over 10 years I sat across from some of the toughest business people your imagination can conjure up, and rarely within the first five minutes did I not sense how the presentation was going to go.  Think of it as something akin to a perceptive poker player reading his opponents.

What's more, sales skills are most definitely made and not born. Babies are most definitely not born with an ability to understand buying drivers or complex needs. This understanding comes from application, focus and commitment to being a professional salesperson.  It won’t become instinctive overnight, but given enough time and experience it’ll happen.  Like anything else in life worth attaining, you must keep at it with the perseverance of becoming better daily.

If you want to succeed at sales then you need to forget where you are now, you need to stop making excuses for your personality, your upbringing and your skill set and you need to set your mind to learning and developing the skills and attributes that you need to be a successful s ales professional.

Folks we are not talking about physics and energy (can’t be created or destroyed), we are talking about Sales. It may well be that some people are naturally more people oriented than you. It might well be that some people are naturally more robust and resilient to rejection than you. It may well be that some people leap to their feet and make confident presentations first time out of the gate. That's just the luck of the draw and all it represents is where you are right now.

We were all born first and later made into something through time.  So are sales people born or made?  I still say both!

 “Don’t ever let somebody turn your sky into a ceiling”.

Great Scott's! I want to be that guy...

Why and how do clients decide to “BUY” from one person or company vs. another?  Below are what non-savvy sales professionals do:

• Pressure people into buying the program with hard-sell tactics,
• Act like their program is the greatest thing in the world, or
• Overpromise and under-deliver or provide the WORST client experience

All three of these approaches are guaranteed to turn off a huge number of potential customers, and send your sales down the commode.  That’s no way to run an enterprise.

What you want for your business is to have created a Sales Professional that differentiates themselves – in other words, that makes your clients say “Holy ****, I want that Sales Professional and whatever they have because they are unique, have strategies and bring something DIFFERENT.”

You need something different, something that nobody else can provide.  Just start with this.

Are you ready?

There are a lot of things you can do to create programs or solutions that people are eager to buy, but focus on these first, and you’ll be well on your way to bigger sales.

1. Link your program benefits to outcomes that ideal customers are itching for

2. Create your program to match the experience your ideal customers want

3. Show potential clients how your program overcomes their objections and differentiates themselves from their competition with a sleek, attractive, and edgy strategy

Your customers don’t want to buy your program; they want to create an outcome in their life or their business.  They want to see themselves thriving with your program that leads them to financial success.

They are in the market for the shortest path to their desired solution, and they couldn’t care less what your product is because everybody else out there probably has the same thing in one way or another.  All they care about is “Will this program give me the outcome that I need to have?”

Outcomes come first, product comes last.  I can’t stress this enough.  I see too many smart people positioning their products instead of positioning the program outcomes (and experiences) the customer desires to have or subjectively don’t realize they have the need to switch because they might perceive themselves as being “loyal”.

We all have objections when we’re considering buying something.  Think of the last thing you had to think about before you bought it, whether it was a digital product or a physical item in a store.

You had objections that you were going through in your mind, and you had to justify the purchase to yourself before you made it.  Eventually, something pushed you over the fence and you whipped out your wallet.  I bet it was something that was a “differentiator” that persuaded you to choose.

If you don’t know what your customers’ objections are, you won’t be able to address them in your sales material (and in the product itself).

Whatever it is that’s bugging them, fix it in your program and make sure “they” can see the path to solving this by being “different”.  Explain how it’s designed to take as little time as possible, or to fit into a busy schedule.  Talk about how you’ve made a complicated subject dead-easy to understand and drives results.

Whatever the objections are, defuse them by answering and solving for the inevitable before you go see your client.  How might you ask?  Just look at what the competition is doing, identify from a “consumer” and a “business” point of view how your program brings a “different” solution to the market that addresses the needs and wants people are looking for.  Again, bring something “different”!  Nobody wants status quo or something that is easy to copy or mass duplicate.  They want something unique that builds a BRAND!

And then they buy.  Your sales funnel explodes exponentially.  And then they tell their friends.

What have you read thus far that can change your Sales World, be “DIFFERENT”…that’s all!

It’s not as easy as it sounds but hey…that is what separates MONEY MAKERS and MONEY BREAKERS.

Keep It Simple Stupid

Given all the information available to buyers on the web, many customers think they know what they need, but in many cases they don’t! A salesperson’s job is to take control, seek to understand what factors have been considered, teach them what may have been overlooked, and tailor a message unique of their buyers.

Better stated…SHOW THEM THE UNKNOWN from 2 separate angles, the Consumer POV and the Competitive POV.

Customers are changing. New products and services were constantly being introduced. Companies entered new markets. Salespeople take new jobs. The economy has ebbs and flows. New technologies have to be mastered.

Salespeople even have to learn new ways to capture and keep the attention of today’s savvy prospects – at the same time they have to make their numbers.

How do they adapt to customer needs?

They are agile learners, quickly able to get up to speed when things change. They become competent in new positions in record time. They instantly adjust to changing market dynamics.

As a result, they get quick wins, which give them confidence, which led to more business. In essence, their short-term success is the key to their long-term success.

Keep in mind though, you are a BRAND and represent something.

When you meet with customers and review with them their products and/or services, the pricing, and value, you are determining what it is that you will sell. It’s more than the ‘idea.’ It’s about what you promise to deliver. In order to gain a prospect’s attention and business you have to be able to differentiate yourself.

Your clients don’t owe you anything. You keep them by following through on your promises. You gain their loyalty when you maintain or over deliver on your service; when you mean what you say. So, as you continue to navigate the minefield of sales, pay attention to what you say. Make sure you aren’t promising something you can’t deliver. Or something you have no intention of delivering. Understand why people buy, and why they buy from you.

Then make sure you do those things. Sell your brand!

How Influential Are You?

“When the facts change, I change my mind. What do you do, sir?”

This frequently cited quote is often misattributed to John Maynard Keynes or Winston Churchill. But since no one knows the originator, I’ll claim it as my own. Sometimes when the facts change, I change my mind.

How influential are you? If I asked most people that question, the answer would probably be, “Not very.” If I asked you who is influential, you’d likely point out famous leaders, great artists, perhaps celebrities, maybe even scientists, or select members that have been inside your organization. But this is not the whole story. When we only recognize the influence of those we look up to, we are leaving out an important consideration: The powers that each and every one of us naturally possess.

To see what I mean, take a moment to write down all the people who influence you throughout your day. First, think of the courteous people, the friendly people, and the other people whose actions affect you in a positive way. It might be a bus driver that waited for you instead of driving off. Or someone more significant, like a mentor that helped you make a decision that paid off tremendously.  Think about how you feel and think after you interact with them: You likely feel better about your day and your world. They may even encourage you to behave more generously yourself.

Once you’ve done that, think about all the negative people you met. Note the effect they have on you, from annoyance to major disturbance. Maybe your boss presented your work as his or her own, and it really got under your skin. Or perhaps a friend you were supposed to meet for dinner cancelled on you at the last minute and you got upset.

Finally, contemplate these instances from the opposite perspective. Take all those times of influence and imagine how, when the tables are turned, YOU have had the same positive (and sometimes) negative influence on others.  This is where your career takes a different direction and you accelerate.

The point of this exercise isn’t therapeutic. Rather, it’s to demonstrate how great a capacity every single one of us has to influence those around us. It’s not that we don’t have influence: all of us do, and plenty of it. The problem is that many of us fail to recognize our power to influence. As a result, we don’t harness it for the good of ourselves and others.

Influence is not all-powerful, of course. But if we want to be effective advocates for our ideas, it pays to be aware of our ability to influence the outcome of different situations.

Think about times when you want someone to make a big decision in your favor. If the choice isn’t obvious, then what makes that person decide will be based on the influence that you exercised. If it’s a job interview and you were punctual, enthusiastic and knowledgeable about the position, how do you think that will influence the person doing the hiring? If you were none of those things, how do you think that will influence their decision?

If you treat the people who work for you poorly, how do you think that will affect the way they do their work? Likewise, if you make an effort to be open, honest, fair, direct, generous with praise for work well done and constructively criticize when it is not, how do you think that will affect them?

The more aware you become of the influence you have, the quicker you will realize that you influence everyone you come into contact with in some way. And, with the rise of social media, the number of people you come into contact with has grown exponentially, further increasing your chance to influence those who surround you.

Don’t sell yourself – or your creative endeavors – short. Start today by recognizing the potential you have to influence others, and exercising it mindfully.

Letter to my Sales Team

With 2 days to go in Q1 2014 I want you to think about something, but,

most importantly I have something I want to say to you.

There are two sides to the story, two sides of a coin, and
two ways to face the day.

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.

You have proven that you are not only capable, but excel
as a sales leaders. I am proud of the accomplishments of our sales
force and know that nothing can hold back the motivated
individual who has an excellent product to sell, but most importantly,                                                           

an individual who leads from the front.

In the months to come, I feel confident that you will
persevere in a manner that will result in an increase in
sales and commissions to each and every one of you that will
far exceed our projections.

The outlook for the rest of the year is brighter than it has been
for some time. With a positive, assertive attitude, nothing
can stop us!

Charge on!

Interview guide into this century

Faced with one pointed question after the next regarding your career, a job interview can quickly take on the feel of an interrogation.

But employers aren't the only ones who get to poke and pry during the sit-down. At some point, job candidates can make inquiries that flesh out everything from expectations to why their prospective boss enjoys working for the company. By asking thought-provoking questions, you can not only collect valuable information but also distinguish yourself from the pack.

Here are some questions you can ask and tips for interpreting the responses from your interviewer.

1. How has this position evolved since it was created?

Getting a brief history on the role should clear up whether the position has expanded over the years or has been a dead end for employees.

Interpreting the response: If the interviewer says the position has expanded beyond its original scope (and is continuing to do so), that signifies an opportunity for growth within the company. If the position has stayed static for years, don't expect to blossom there.

2. What have past employees done to succeed in this position?

Knowing how the organization measures achievements will help you understand what the expectations will be and whether you have the skill set to meet them. But don't undermine your past accomplishments just because your route to success doesn't match up with the one embraced by the company. "You also don't want to be too narrowly defined by what other people have done. Because you're a different person, you may approach things a little differently,"

Interpreting the response: You may hear a description that highlights the positive and negative attributes of your predecessor. That could be a good indicator of the company's culture. "Typically, what one person has done to be successful is what the organization tends to do to be successful,"

3. What have you enjoyed most about working here?

Your prospective boss can relay what he or she values most and what led to his or her personal success with the organization. You can internally ruminate about whether you share the same values and can envision yourself working there.

Interpreting the response: Your interviewer may commend the company for everything from benefits to year-end bonuses. On the other hand, "if they're struggling to come up with something positive about why they like working there, chances are good that you're not going to be able to come up with anything positive after having worked there either,"

4. What is the top priority for the person in this position over the next three months?

This question is helpful so you know what to focus on if you do get the position. Without a clear expectation, you won't know what to accomplish or how to make the right impression during your first days on the job.

Interpreting the response: You may be told that you need to complete 15 tasks rather than two or three. "If these are all big initiatives that they want you to handle, probably not that doable,"

5. What are the qualities of successful managers in this company?

If you're interviewing for a managerial position, you'll want knowledge of the skills and core competencies the company treasures in a leader, says David Lewis, founder and president of OperationsInc, a Connecticut-based human resources outsourcing and consulting firm. If excellent people skills and multitasking top the list, emphasize how you've demonstrated those traits throughout your career.

Interpreting the response: According to Lewis, you may get a response along these lines: "The best managers in our organization are independent thinkers, are good teachers and completely aligned with the direction the company is going in." If he or she can't name a single star in the managerial stable, that's problematic and speaks to an organization short on progress and promotions, Lewis notes.

6. If offered the position, can you give me examples of ways I would collaborate with my manager?

As an entry-level staffer, you may want to work with management as a means to showcase your skills and move up. But there's a distinction between simply taking orders and actively working with a superior who is grooming you for something better. "[Finding] out how an organization utilizes people at the staff level is key," Lewis says. "Is it a dictatorial environment or a collaborative one?"

Interpreting the response: The employer may be short on examples or dismiss the notion of working with management altogether. Prod further, Lewis says, and find out why that it is. There may be a legitimate reason behind why the company doesn't promote collaboration.

7. What are some challenges that will face the person filling this position?

You owe it to yourself to know what you're up against. "It just gives you a reality check,". The drawbacks may differ depending on whether the position is managerial or entry-level. As a manager, you may oversee a department that runs on a shoestring budget. As a lower-level staffer, you may work odd hours or get stuck with assignments that lack substance.

Interpreting the response: The interviewer may point out the least offensive parts of the job. But if he or she denies any downside whatsoever, that should raise doubts about his or her credibility. "Any boss that tells you there are not challenges, they're lying. It's just that simple,".

8. Do you have any hesitations about my qualifications?

Asking a question like this lets the interviewer know that you're secure enough to openly discuss your vulnerabilities. It also signals confidence and the ability to be coached, says John Kador, author of "301 Best Questions to Ask on Your Interview." "Coachability is a hugely attractive attribute as far as interviewers are concerned," he explains.

Interpreting the response: At your urging, the interviewer may voice concerns about a lack of training in certain areas or gaps in employment. Rather than gloss over your shortcomings, address them and put up a respectful and reasonable defense. "You may be able to come up with a satisfactory response, you may not," Kador says. "But at least you have the chance."

2014...the "CHANGE" is coming

The world in which we live is evolving faster and faster. With the advances of the Internet, social networking sites like YouTube, Twitter and Facebook have become part of our natural way to communicate every day. It’s now common to see television shows, beverages, cultural events and even pet food inviting us to join their pack, with callings such as "Follow us on Twitter", or on Facebook, or on any of the other 12,000 social networks. How about me? That’s the question that many of us ask ourselves…now, what’s in store for us in 2014?  Let me get to the point!

2014, in my opinion, is to become the year of “being connected”.  With the large migration of Generation Y moving to the “need” to be synced at all times will become the big shift to be wary of…or is it Generation Z?  Generation Z will be coming to work one day having used smart devices as early as kindergarten.  This group will be using better and faster technology at home than we will be able to provide at an enterprise level.  How many companies out there will be ready to host these new workers one day in the near future? 

I/ we/ my company/ the world need to become aware of this migration revolution.  We all are aware the content is king and context is queen, however, 2014 mobile technology will shape the evolution of the way consumers find, read, and buy. Don’t think too hard about this, but, what is the first thing you touch in the morning?...Yep...you just said it indirectly or even looked at your mobile phone…and that technology is getting better by the day!  2014 = “Ultra Mobile” where we wear smart watches, smart clothing, and live in smart houses.  SMART = STANDARD in 2014. 

So now LOCATION plays a pivotal roll in the paradigm shift.  I’m not talking where you are simply located; I’m talking about where you are, when it suits you, when you are ready, A.I. (artificial intelligence)!  Today consumers have to check in to get specials, unlockable, and promotions.  2014 will be the year of the beacon.  Simply allow your device to connect with brands matching your personal preference and voila!

So…the social challenge is next…I mean, really.  Did you think social media still runs on gut feelings?  You can’t even begin to count the numerous dashboards existing online and standalone.  2014 will be the year of strategy.  Companies will need to find a way to interpret big data intelligently keeping it simple and to the point (the exact thing that corporate policy stops J).  Social updates, going viral, telling a story, being compelling and creative through innovation all requires the same thing…stunning Social Media!

       The need for employee advocacy is the new “NOW”.  Marketing isn’t your sale window to the world anymore.  Neither are sales.  Every single employee is an ambassador of your brand which means companies have to lead by example.  Forget social media in this instance.  Rethink “SOCIAL BUSINESS”.  

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.