Leaders are made, they are not born. They are made by hard effort, which is the price which all of us must pay to achieve any goal that is worthwhile. –Vince Lombardi It goes without saying that organizations fail because of poor leadership. Poor leadership can range from toxic leaders…
You hear and read reports of leaders who have forgotten—if only for a time—who they really are. It can be in the midst of the trappings of their very success or their station in life that memory goes blank and they forget.
I was working with a young sales rep the other day when he asked me what was the real secret to gaining control of the conversation when faced with objections from a prospect. I told him that it is planning for them in advance. This is just the opposite of how most reps approach prospecting calls. Instead of planning in advance, they wing it on every call and treat each objection as if it were a unique comment.
There are so many biases that influence decision making that range from the Ambiguity Effect to Zero Sum Bias. One of the ones I deal with in my work alters decisions to decide, or at times triggers us to decide in the first place. It is called “action bias.” Simply stated, the concept of action bias says that just about everyone, when faced with ambiguous situations, especially those circumstances associated with risk, gets the feeling that they need to take some action regardless of whether this is a good idea or not.
“Start by doing what is necessary; then do what’s possible; and then suddenly you are doing the impossible.”
—Francis of Assisi
The sales guru’s all say that if you take care of your pipeline, it will take care of you. But how do you do it? Here is one way to get started.
Do you ever struggle with the question of which business person will refer you or not? If you feel confused from time to time about which centers of influence, i.e., introducers, you should be spending time with, then this article might be for you. If your frustration level is rising because you know you’re wasting a lot of your time, it’s likely you need a stronger series of questions to help you filter through your groups.
Knowing how to unwind clients when the impulse to act precipitously overcomes them is crucial to guiding them through difficult times. I have a client who is a soccer fanatic. Although he is from Venezuela, he is a rabid fan of English soccer. I have spent an occasional afternoon watching…
I am guilty of this myself, so I feel safe asking you if you have a project that you keep on the back burner? You know the one. You need, actually you have to do it, the deadline is getting really close and it is making you so uncomfortable that…
Your philosophy, your manifesto, when well thought out, becomes the basis for your, “why I’m different” conversation with your prospects and clients. You use it in your marketing materials, a welcome video on your website, in social media, and even on the walls in your office as artwork.
“Working hard for something we don’t care about is called stress: Working hard for something we love is called passion.”
It doesn’t come as any surprise that in today’s world working seven days a week is more common than it used to be. The reason I say seven days a week is that with the way mobile technology has changed the workplace, it is much too easy to see that text from the boss—he had a great thought at 10:30 pm Saturday—or check your email to see if that deal went through. That means that your “time off” is rarely off. Getting ahead often requires a Sunday evening of review of the upcoming weeks’ work rather than attending that family bbq.
I have a horticultural background. In nature you find ecosystems (nothing lives alone by itself). In those ecosystems you find things that are not closely connected in time or space can affect each other. Change one thing, you affect something else. The same is true in business.
I was asked to coach a new executive at a troubled company. Six months earlier he implemented initiatives designed to cut costs as sales were starting to decline. In an attempt to get ahead of the curve, he looked at ‘excess’ inventory, deciding to cut there first. Two months passes. Production began to experience unexpected delays, salesmen had to make excuses. A couple months later, corners were cut to met quotas, service call ran higher and customers complained about delays. Sales dropped again. Each time they ‘fixed’ an issue with a ‘good decision’, another issue cropped up—each worse than the one before.