SalesProf.net

2006-05-09T06:09:00.000-07:00

SELLING ON THE TELEPHONE

Part 1

When using the telephone to set an appointment or introduce yourself or your product, some customers or prospects will encourage you to “drop in anytime”. They will say, “You don’t need an appointment. However, the professional sales person will accept this statement as an expression of friendship, but will never accept the suggestion. Making an appointment, even with a close friend, signifies that you respect his or her busy work schedule and that you, too, have many things to do and you cannot afford wasted time. The appointment also serves to emphasize the importance of your call. If you do not communicate that you are important, that your call is important and that what you want to say is important, why should your prospect or customer think it is?

The telephone represents a network of sales helpers available to save you time. Learn to use it well and it will help you increase your sales proficiency. The telephone is used efficiently by some sales people, but abused by others. The difference is that if you are selling appointments over the phone, you are using it. If you are trying to sell your product or service, you are very likely abusing it. You may want to sell your product or service by phone periodically, but to establish a sales relationship for an extended period of time requires ongoing personal contact.

Telephone Techniques….Your Professional Plus

Preparation for setting the appointment is just as important as preparing for the presentation itself. More commonly used methods of setting an appointment include the telephone, calling on the prospect in person, being introduced by a third party, mail or email.

Plan, Practice and Phone

Telephoning a prospect for an appointment is the most frequently used method. But, before you make the call, PREPARE! Your objective is to secure an appointment, not to make the sales presentation on the telephone. So, you must talk in terms of the decision-maker’s interests. Lead with a benefit; convince the prospect that it would be worthwhile for them to see you. The following is an example of this approach.

Example: Hello. Mr. Garret. This is Alice McKloskey. Our mutual friend, Steve Worthy, suggested that I call you. I am a graduating senior at State University. Mr. Worthy thought you might appreciate knowing about the national sales contest I won representing our Excellence in Professional Selling. This contest was designed for sales candidates who have shown some evidence in sales success. The championship sales presentation that I presented at the national competition took only eight minutes. Mr. Worthy thought it might be mutually rewarding (benefit) if we could meet and visit. When would be a good time for you? Additional points for your telephone call are shown below.

Be prepared with the prospect or customer’s name and how to pronounce it. Have it written down in front of you. Have your sales tools organized and available.
Out-listen your prospect and hang up last.
Stand while talking. (Note that professional singers or speakers perform while standing.)
Visualize your listener. For the extra personal contact, you should see him or her mentally as you talk.
Sell appointments by phone so you can sell your product or service in person.

The Gatekeepers:

Receptionists, executive assistants and secretaries deserve special consideration as you plan your telephone calls. These people can be your friends and allies if you win their good will.
Gatekeepers ¾ referring to receptionists, executive assistants and secretaries ¾ are in a position to help you or hurt you. It is always in your best interest to have them for you instead of against you. These gatekeepers are in a professional position to influence their boss ¾ your prospect or customer. Their boss may know them better than he or she knows you, and may take them into their confidence and ask their opinions on certain aspects of the business. Treat them as a part of the “buying team”. This well help you avoid the attitude of “they only work here and answer the phones; they aren’t really important”.
When you call a customer or prospect for an appointment or for information, always address the receptionist or secretary on the other end of the telephone by name. If you don’t have the name, be friendly, but not too friendly or pushy. Whether you know the person or not, be gracious. A word of warning: don’t run the risk of offending the person on the other end of the telephone by using a pet name. One of the chief complaints of female receptionists and secretaries about salespeople (either male or female) is that they are much too free with terms such as “Honey”, “Doll” or “Babe”.

Special panels of top-paid secretaries and receptionists have appeared before groups at conferences and seminars of sales people who call on their companies. High on their list of dislikes is the sales person who tries to be too familiar in language and behavior. Respect their position and their personality. Remember, they may have the power to make or break your sale!

Personal Identification:

At the beginning of the call, always identify yourself and your company, speaking slowly, clearly and confidently. When you give your name over the phone, it is a good practice to give your first name and then count silently “1,2,3” before stating your last name. This pause of approximately one second between your first and last name makes it easier for your listener to understand and remember your name. This is also a good practice when you introduce yourself in person. If you have an unusual name, offer the spelling of it after pronouncing it.
Show consideration for the secretary or associate’s time and for the decision maker’s time. He or she will appreciate your asking. “Is it convenient for Mr. Allen to talk with me now?” You may be advised that you should call back later or ask your prospect to call you. The receptionist is on the scene and knows the situation. He or she may advise you as to when it would be convenient for you to call again. If you leave your phone number, please say it slowly and distinctly so the person on the other end of the telephone will be able to write it down as you say it.

State your Reason for Requesting an Appointment:

When you call a prospect, have a good reason, plus a potential benefit for wanting an appointment. Be professional and have a specific purpose. For example: “If we could get together, you might appreciate seeing a cost-per-foot analysis we have just completed on your last installation. I think it may suggest some new ideas on product selection.” You have to tell your listener that there is a potential benefit for him or her to make an appointment to see you soon to discuss the benefit.
Inquire and Respect your Customer’s Policies and Procedures.
Consider and respect your customer’s company policies and procedures. If your prospect wants to discuss some point regarding a past presentation because this is their standard procedure, offer to be present at that meeting to answer questions. Or offer to be present, along with someone else from your company who is more qualified to answer questions. Try not to show irritation at any of their company procedures. Obviously, they think they are important or they wouldn’t use them.

Be Courteous and be Prepared.

Conduct yourself on the phone courteously and chances are that you will be accepted and treated courteously as a professional. Taking time ahead of your phone call to prepare properly can pay big dividends and make you more comfortable and relaxed. Again, try to sell interviews and appointments, not products and services over the telephone. The following formula may help make it as simple as ABC to get more interviews from your telephone calls.
Attention (A) ¾ Get your customer to respond favorably by asking a “yes-getting” question or by making a statement with which he or she can readily agree. For example: “Good morning, Mr. Allen. This is Bob Bradford. Did you receive the information on A-1 Widgets which I sent to you last week?”
Business (B) ¾ Tell your listener why you are calling. State your business briefly. “A new laboratory study has just been completed which I believe provides just what you are looking for. I thought you might appreciate knowing exactly how it can help you.”
Commitment ( C ) – Ask for a definite appointment at a specific time and day.

Part 2 to be posted on May 31, 2006

The Secrets of King Solomon's Mind

2005-11-15T11:09:00.000-08:00

Let the wisest man who ever lived help you get what you always wanted!

Table of Contents:
Introduction: A Search for the Treasures of King Solomon's Mind
Chapter One: The First Pillar - Trust
Chapter Two: The Second Pillar - Setting Your Course
Chapter Three: The Third Pillar - Hearing the Voice
Chapter Four: The Fourth Pillar - Materialism: The Reality and the Illusion
Chapter Five: The Fifth Pillar - He Who Would Lead
Chapter Six: The Sixth Pillar: - Choices
Chapter Seven: The Seventh Pillar - The Song of the Heart
Afterword
Persons of Inspiration Mentioned in This Book

Technical Details E-Book: Illustrated, 100 pages. Copyright 2005 by Carl G. Stevens, generated and distributed by ArcAetos.

Technical Details CD's: 2 CD set, narrated by Mr. Jim Parker. Copyright 2005 by Carl G. Stevens, generated and distributed by ArcAetos.

E-Book Cost: $9.95 CD's Cost: $14.95

To order, click here.

The Winning Combination (Part Two)

2005-11-10T11:36:00.000-08:00

America has developed a high standard of living by creating want. Advertising is the preselling, but selling is what makes the wheels of progress go around. How sad, then, that company owners and managers pay so little attention to the part of their business that is most responsible for bringing in profit?

It is so easy to become preoccupied with the day-to-day “processing” of business that we have little time or energy left for “creating” more business. As one company owner commented, “If we don’t get to selling, we’re going to be worrying more and more about less and less.”

The truth is we don’t sell “services” and “supplies”… WE SELL PEOPLE who buy “service” and “supplies”.

Clearly, our objective must be to teach salespeople the arts of conviction and motivation so thoroughly that thy know them well enough not only to write them. But also to be able to use them in their day-to-day selling. Self-confidence comes from knowing specifically what to do and exactly how to do it.

The soul of professional salesmanship is knowledge, skill and style!

The product knowledge and people knowledge to know what to do to convince the prospect that they are “justified” in acting now… and skill in how to help the prospect motivate themselves to “Want” the results of your recommendation. Finally, the soul to make it all so natural and mutually rewarding… that the experience engraves your name upon their memory as a caring and competent professional!

The serious sales practionioners need what all the recognized professions such as medicine, law, engineering and architecture have – an accumulated and documented body of knowledge, a generic language and a structured approach to achieve their objectives.

If you are not completely happy with your current sales and earnings, this may be a good time to invest in yourself by improving your knowledge and skill levels in the art of selling.

If you make your living selling reprographics, when your feet hit the floor this morning you were in a real sense unemployed. If you are paid by salary – you can deny this by pointing to your salary check, but how long would that salary be forthcoming if you were unable to produce sales?

Your time that earns you money is the time you spend selling in the presence of a qualified prospect. “It’s not telling ‘em, but selling ‘em that gets results… and there is a big difference!”

Salespeople need help in acquiring these and sales managers need help in helping them.

“Selection and training of field sales managers has become one of the most acute problems facing top management.” - Harvard Business Review

Over half of the sales managers surveyed had never read a job description of what they were supposed to do.
78% of these sales managers were dissatisfied with their training or had never received any specific training to equip them for their roles as sales managers.
Only 1 out of every 44 companies surveyed had any kind of company sponsored sales manager’s training program. – American Management Association.

The degree of your people’s sales excellence is optional. “Continuing Education is the Wave of the Future” according to Dean Miller of the Stanford Graduate School of Business Administration.

What does “continuing education” cost? If it “costs”, we shouldn’t do it. If it is a good investment that can affect our bottom line favorably, we should have already done it. Right?

Today’s sales professionals want the self-confidence that comes from knowing exactly what to do and how to do it. What they really want to learn is how to structure a complete professional sales presentation in the proper psychological sequence to achieve maximum motivation. Why aren’t we giving them what they want?

Have you ever wondered what the ideal state-of-the-art professionally structured sales presentation of your product to your prospect would sound like?

If, indeed you are serious about improving “the most important three feet in your business” this may be a good time to invest in your differential advantage your people!

What will happen to that “profit picture” if you don’t fully optimize the potential of the most important three feet in your business? If you do, what can happen to your bottom line… your dreams?

Isn’t it great… you DO have a choice! You now have a viable alternative thanks to your IRA Education Committee, the IRA Board of Directors, selected sales professionals and sales managers from across the US and Canada, and in cooperation with Carl Stevens and Associates… you have the professional tools to improve your sales and profits, along with proven principles with industry specific applications that add up to a custom-designed state-of-the-art professional Sales Guide and Coach’s Guide. These guidelines help you make more sales, earn more money and have more fun doing it! IF you choose to do nothing – that is a choice. If you choose to do something – the results could be rewarding. Which will you choose, now!

2005-06-24T07:15:00.000-07:00

*************** QUOTE OF THE WEEK ******************
"Aim for success, not perfection.
Never give up your right to be wrong,
because then you will lose the ability to learn new things
and move forward with your life."

- Dr. David M. Burns
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The Winning Combination (Part One)

2005-06-23T07:43:00.000-07:00

What do you think is the most important 3 feet in your company? Is it the distance between you and your computer… your desk… your banker? Let’s think about it.

Maybe these quotes will give you some clues:

Powerful men know the secrets of persuasion: that is, they know how to sell… Chrysler’s Lee Iacocca believes that sales technique is the key to advancement for anyone in business.

Harvard MBA teaches that marketing is important, but selling is where the rubber meets the road… Thomas Watson, Jr., former CEO of IBM said the key to the company’s growth was not being the first in a given technology, but in knowing how to sell it.

“The way American companies train the people who work for them is a national disgrace,” Tom Peters – Co-author of In Search of Excellence and Thriving on Chaos continues, “only 30% of them given their sales forces any training whatsoever. Sales are where the money comes from.”

W. Clement Stone, founder of SUCCESS magazine says, “Most sales are made because of the way the salesman, not the prospect, thinks and acts.”prospect and your salesperson.”

Marshall Field, the department store entrepreneur, said, “The only problem with advertising is that it misses the last three feet, the most important yard in the yard business, the distance between your This has been referred to as “The most neglected, most misunderstood, and most important three feet in your business.”

A football analogy: a back-breaking, time-consuming, super effort can be made to move the ball 99 yards down the field, but you still have three more feet to the goal line. And all the effort and all the time counts for absolutely nothing unless you can cover the last three feet!

HOW CAN WE IMPROVE PROFESSIONAL PROFICIENCY AS WE ATTEMPT TO BETTER COVER THIS… LAST 3 FEET?

“If nobody sells anything something bad happens… Nothing!” This sign is on the door of a professor of Economics at Purdue University.

Everything is “outgo”, expense until something is sold to get “income”, sales, and hopefully, profits.

The name of the game is to have more “income” than “outgo” and that spells profits. It is trite but still true - you can’t have a profit without a sale.

AS YOU REVIEW YOUR RECENT RESULTS AT “THE LAST 3 FEET”… If you are not completely happy with your current sales and profits… consider these facts:

STATE OF THE ART: “80% of the business is done by 20% of the salesmen.” - Sales & Marketing Executive International.

IMPROPER PREPARATION: A national survey discovered less than 5% of salespeople had decided upon a selling career while they were in high school. – Carl Stevens & Associates.

POOR SELECTION: Six out of ten salespeople should not be selling at all, regardless of their training, because they do not have the innate characteristics it takes. – Journal of Psychology.

ECONOMIC LOSS: “90% of all the work salesmen put in is worthless – only 10% of what they do earns money for them. Nine-tenths of all their efforts is lost motion – utterly wasted.” - Prentice Hall, Inc. Survey: 4,000 salespeople.

If, indeed, these things are true, maybe it would pay us to learn more about selling?

WHERE ELSE WILL WE TOLERATE 90% INEFFICIENCY? CAN WE AFFORD THIS WASTE IN TODAY’S COMPETITIVE ENVIRONMENT?

Let’s play the what if game, ok? What if… all the sales producers in your company brought in as many premium dollars as your best sales producer… what would happen to your total gross sales $_____________? Your net profit $______________? What would these extra dollars do to help improve your agency/company _____________________?

What are those top 20%… the super-producers doing that produces their superior results and how are they doing it?

Again, “what if”… we researched those top 20% to determine their “success secrets”… exactly why and how are they selling so well? Suppose we did interviews over say 8 to 10 years and asked several thousand of them to share their methodology. Next, suppose we take this information and consult with 4 or 5 professional learning theorists as to how our research information can be translated/converted into a teaching curriculum so our findings can be shared with agents who want to improve their sales productivity. Suppose we were to invest a healthy budget to develop a body of knowledge that could teach us how to use their proven sales procedures. Then we could determine the effectiveness of our research and development by testing it.

ALL OF THE ABOVE WAS DONE. Nine and half years of research, $100,000 invested in curriculum development with 5 learning theorists, the test involved property and casualty agents from 13 states with an average of 14 years sales experience. These sales professionals studied a 171 page illustrated sales manual that had been custom-designed for their industry. The executive secretary of the sponsoring trade association wrote – “The results are in and the average sales increase for those attending was a whopping 144% the first ninety days!”

A survey of several thousand salespeople found that their most frequent needs are:

Specific methods for improving sales – not what to do, but how to do it.
A complete understanding of the principles and techniques of salesmanship – and how to apply them in day-to-day selling.
Training in capsule and digest form – readable, educational material that is short, explanatory, illustrated and believable.

2005-06-17T07:15:00.000-07:00

********** QUOTE OF THE WEEK **********
"Personality can open doors,
but only character can keep them open."
- Elmer G. Letterman
*****************************************

Developing & Measuring - Salespeople & Management (Part 2)

2005-06-16T06:24:00.000-07:00

Five criteria, in broad terms, should dominate our thinking at this point. Certainly, one must be measured against the numeric standards. They must also hear from their boss how their personal development is coming along. Their product knowledge presentation skills must be continually assessed, and their time and territory management skills must be formally reviewed. Lastly, an often overlooked criteria is customer service. Clients served must not be unhappy with either the company or the company’s representative.

To be fair, opportunity assessments must be evaluated. Sometimes, the market moves and changes and even the best salesperson needs “ripe” territory. Market studies and their associated analysis provide a foundation for evaluation. Geographic analysis and client mix are also important to aid in understand not only the salesperson but also the opportunities, the clients, and any unusual territory characteristics that may need to be considered when formal evaluations are being conducted.

So many times, business owners and sales managers really do not fully evaluate the things that matte to their businesses. Experience has taught us that one must know not only what the individual seller sold but they must also know what was lost. It is essential to know whether the territory is growing or declining. Competitive losses must be documented and discussed. Distinctions must be made between what is being sold to new customers and what is being added to the existing service base. So, all effective measurement systems monitor growth, new account numbers and dollars, existing account volume and service enhancement effectiveness, new market penetrations as directed by strategy, and relationship nurturing.

In its simplest form, the evaluator must ask, “Is this salesperson growing as an individual? Do they have the drive and determination it takes to learn the process of effective selling? Is constructive correction willingly sought and freely acted upon? How effectively do they manage their time and territory and how much of your time do they require? Is the significant investment in salary, sales education, coaching and evaluation reaping reasonable rewards both for the individual and the company within a respectable period of time?” With these questions answered, the reviewer can move on to asking the questions that matter more to the company than they do to the individual.

When our customers found where they were thought to be, did they buy what they were intended to buy, and am I finding an ever-growing number of clients who want more of what I sell at the price I’ve agreed to sell it?

All businesses must monitor their effectiveness in the marketplace. Experience has taught that salespeople thrive in an environment that clearly states what is expected of the salesforce in total, specifically what each person’s role in the organization is, and lays out from the start the specific criteria to which they will be held accountable.

A company that is growing its territories, its customer base, expanding its services, developing new products, and winning new accounts regularly, invariably have a “behind the scenes” measurement system that is consistent with the points previously made in this article.

Lastly, what formal documents are created when professional men and women meet to formally evaluate performance? Elaborate appraisal forms and statistical spreadsheets seem to be the most prevalent. The tool is not so important as is the fact that periodic “meetings of the minds” occur. Fundamentally stated, a company can afford to keep its salesforce only so long as they achieve their pre-stated goals.

Being an effective salesperson in today’s competitive world is a combination of constantly refining personal skills and behaviors accompanied by a management that genuinely cares about the hiring, coaching, and retention of individuals who are capable of responding to direction and guidance both willingly and eagerly. Then, working together in service to their markets and customers, they achieve and document the fact that they achieved what it was they set out to do.

Those who fall short, are given ample opportunity to improve. Those who fail at selling go on to something more suitable to their talents. Those who succeed enjoy the fruits of their labors.

In closing, effective salespeople drive themselves! They make evaluation time a time for reflection, but they are constantly self-evaluating and self-improving.

Great sales managers create environments where talented people not only survive – they thrive.

Effective business planners create plans and programs that are so measurable and specific that sales managers can understand them and salespeople can achieve them. All the while, at all levels of the organization, each individual is constantly setting their sights on even loftier goals for next time.

The individual who sells should constantly be seeking insight into both themselves, their company, and their customers. Measuring has many forms. What is most important is that the people who do the work feel god about what they do in service to others. One of the greatest joys of management is seeing someone you trained and coached achieve individual success. Nothing is sweeter than knowing that you were fair, firm, specific, and successful in developing, measuring and evaluating sales performance. The management of the total sales function can be an exciting and rewarding experience!

2005-06-10T10:47:00.000-07:00

************** QUOTE OF THE WEEK *************
"Pleasure in the job puts perfection in the work."
- Aristotle (384 BC - 322 BC)
**********************************************************

Developing & Measuring - Salespeople & Management (Part 1)

2005-06-10T10:33:00.000-07:00

Salespeople need help and management needs help in helping them.

If management is to improve sales productivity and profitability for their company, they must be able to better develop and measure their professional revenue producers.

What can we do to maintain and increase sales?
How can we beat the competition?
How can we get new salespeople more productive faster?
Is the quality of our salespeople as good as the quality of our product/service?

In today’s competitive market, these questions face every manager. The answers lie in a highly effective process for developing and measuring our sales professionals.

Clearly, our objective must be to teach salespeople the arts of conviction and motivation so thoroughly that they know them well enough to be able to use them in their day-to-day selling. Self-confidence comes from knowing specifically what to do and exactly how to do it.

The soul of professional salesmanship is knowledge, skill and style! If you are not completely happy with your current sales and earnings, this may be a good time to invest in your professional revenue producers.

Today’s sales professionals want the self-confidence that comes form knowing exactly what to do and how to do it. What they really want to learn is how to structure a comple professional sales presentation in the proper psychological sequence to achieve maximum motivation appeal. Why aren’t we giving them what they want?

Have you ever wondered what the ideal state-of-the-art professionally structured sales presentation of your product to your prospect would sound like?

If, indeed you are serious about improving “the most important three feet in your business” this may be a good time to invest in your differential advantage – your people! If these people did not need a manager - then they would the manager.

There are two halves to this canoe: (1) developing, and (2) measuring the successful salesforce… they must complement each other.

Successful businesses manage the sales process, not just the salesperson.

Few executive managers understand that they drive the sales process to either success or failure.

Success comes from the establishing of a series of effective actions, and failure comes from failing to establish the chain of actions that would have worked reliably and consistently had they properly established the “sales effectiveness” framework.

The first means of measuring an individual who sells is to establish within the business, a strategy which the salesforce will be expected to follow. Without strategic direction, the salesforce may sell the wrong things to the right people for the wrong price and thereby o irreparable harm to the goals of the business. So, rule number one is “Set strategy and measure individual performance to specific goals.”

When you, as a reader, see the world “goals”, what comes to mind? Most likely you thought of something like, “I will make fifteen calls today, or I will get five appointments this week, or I will close two sales wroth a minimum of $2,000 before next Monday.” There is nothing wrong with this kind of thinking, but effective measurement systems go far beyond these numeric “scorecards”.

Sales executives who have achieved success know that they must clearly understand business unit strategies, and that they must hire, train, professionally educate, and coach men and women to success. They know that selling is a process and that people of all sizes and shapes who have the innate ability can be taught to be effective in front of a qualified prospect.

An effective measurement system certainly measures individual productivity. That’s where you and I agree on the quantifiable things you are going to do and then you are compared to the standard we both agreed was reasonable. Personally, in my experience, self-motivated salespeople drive themselves to success once they understand the mathematics of sales. Simply stated, there is a number of leads that results in a lesser number of calls and then visits. For every certain number of visits, proposals result. Not every proposal brings a sale, but any successful seller knows his “proposal win rate”. By measuring the selling cycle – cold leads, warm leads, hot leads, calls, visits, professionally planed presentation, proposals, and finally firm orders, not only does the salesperson know how they are doing, but the sales manager also knows. Some salespeople talk effectively on the telephone but cannot effectively perform in a face-to-face environment. The secret to effectiveness is managing the entire “selling chain”. Salespeople do many things very well. Many need to improve certain aspects. Some make lousy first impressions, others lack product knowledge or do not manage either their time or territory well. Still others are not good team players. When salespeople are measured, they must be compared to achievers. They must be coaxed, critiqued, praised, and kept in a constant state of self-improvement.

Once strategy has been decided and teams have been funded, given initial education and development, and deployed, the real fun begins. The salesforce hits the telephones and then the streets and meets their customers day after day in mainstreet America. After daily coaching and monitoring for the specified period, it is time to sit down together formally and review sales progress and effectiveness.

2005-06-03T06:39:00.000-07:00

************* QUOTE OF THE WEEK *************

"In the modern world of business, it is useless to be a creative original thinker unless you can also sell what you create. Management cannot be expected to recognize a good idea unless it is presented to them by a good salesman."

- David M. Ogilvy

*****************************************************************

HUMAN RELATION SKILLS AND EFFECTIVE COMMUNICATION

2005-06-02T11:38:00.000-07:00

“How an individual handles communication both as a receiver and as a sender, has a greater effect on his life than any other thing he does,” says Dr. DeWitt C. Reddick, Dean of the University of Texas school of Communication. According to Dr. Reddick, “Currently we suffer from acute communication indigestion.”

The difficulties of communicating with one another he described by telling of a father pointing out a cemetery to his four-year-old daughter. “A cemetery is a place where they buy people’s bodies when they die,” the father explained. After a few minutes of silence, the daughter asked: “But Daddy, what do they do with their heads?”

Communication Gap

Why do we experience difficulty in communicating with other individuals in our business, social, and family relationships? Why are many parents experiencing difficulty and even frustration in trying to communicate with their teenage children?

The Austin Statesmen newspaper quotes Dr. Reddick as referring to the present generation of college students as “over-exposed” and with a sense of “inescapable responsibility”. Statistics show that the heaviest viewing age among television viewers is four to six years. This generation of college students, he said, is the first to have grown up with exposure from birth to pictures – both true and false – of the troubles of the world.

In the past, education was shaped to introduce the child gradually to the horizon of the world, whereas today he is flung, unguided, and at an early age, into scenes of violence and turmoil facing the world.

This overexposure has left the student of today with a curious sense of inescapable responsibility for others and a distrust of the older generations who have failed to solve these problems that exist today, he said. The dean continued that the life of accelerating change, leaving few traditional symbols of security, surrounding the student and his sense of wanting to be relevant in the world around him have set today’s student apart from past generations. Thus, to communicate effectively with our college age children, our business associates, or our social acquaintances, we must be able to put ourselves in the world of the person with whom we are talking.

Empathy

“Older people who become alarmed at the antics of teenagers fail in empathy; instead of imagining themselves as teenagers again, they expect the younger generation to act like oldsters.” Says John Kord Lageman in a Reader’s Digest article, “How’s Your Empathy?”Mr. Lageman further states, “Psychologists have given us a new word to describe a trait that can increase our understand and enjoyment of others. Empathy is the ability to appreciate the other person’s feelings without yourself become so emotionally involved that your judgment is affected. It sharpens our perception in all sorts of situations in our daily lives. It’s a state of mind which anyone can develop and improve.

The biggest mistake in dealing (communicating) with others is to underestimate the importance of their feelings. You can acquire empathy through role-playing. To grasp the essential feeling pattern of another person, say to yourself, “Now I am going to imagine that I am Jones facing this situation.” The first step is to find out what Jones is “like”. Often we assume that others feel exactly as we do when faced with a difficult situation. Empathy asks you to forget your own reactions while attempting to see through Jones’ eyes.

There is nothing people will not tell us about themselves if only we tune in on the feelings behind their words and acts. The awareness of how others think and feel can be a key to effective communication. Using empathy to enter the mind and heart of another human being can become an interesting and rewarding adventure.

How much more effective and happy would you be in your family, social, and professional life if you could become more proficient in communicating? Would your increased skill as a communicator help you toward the attainment of some of your personal goals? If so, maybe it would be worth a reasonable amount of time and effort to develop the knowledge and skill to become a good communicator. A good communicator is a good salesperson.

Everyone’s a Salesperson?

Was Robert Louis Stevenson right when he said, “Everything in life is selling?” “What Makes a Good Salesman?” written for The Harvard Business Review by Dr. Herbert Greenberg states, “A large amount of empathy and ego drive is what makes a good salesman.” Dr. Greenberg has spent over 15 years working with over 350,000 salespeople to determine these basic characteristics. Since all of us want to “sell” others on our ideas or concepts, our products, our services, or ourselves, maybe we should attempt to learn “how to” best achieve our goals.

Our friends. No merry thought has any significance unless we share it. No flash of wisdom is worth anything unless we disclose it. Cicero summed it up like this: If a wise man were granted a life of abundance of everything material, so that he had leisure to contemplate everything worth knowing, still if he could not communicate with another human being he would abandon life.

Dr. Reddick has listed one of the barriers to communication between individuals: “The human tendencies is to jump to conclusions and to consider that the words of another person mean what they would mean if we were saying them.”

Sharing… Talking Together

Dialogue begins in an act of faith: the assumption that those who converse speak in honesty for the purpose of reaching understanding, and with generosity toward each other. Dialogue is an achievement of civilization. It has assertion, reply, and rejoinder, so that thoughts are interpreted, and ideas are combined or blended.

Truth is reached by dialogue. Dialogue demands that we earn the right to be heard by lending our ears to what others have to say. The only way we can get another person’s idea or reaction is by listening to him talk.

When we come to the point of presenting our ideas, we should not start with talking or writing. We should begin by analyzing the problem, and then follow with gathering facts, organizing the facts, forming an outline, determining what is needed to convey our meaning, throwing it into interesting form, and adding human interest so as to motivate action. Then we may speak or write with assurance.

Sincerity should show itself in every sentence. To win confidence the words we speak and the things we write must breathe sincerity. This requires imagination of three kinds: (1) Plan – Creative imagination, to see how our proposal contributes to the needs or wants of the other person; (2) Show – Constructive imagination, to put our ideas into attention-winning form; (3) Tell – Interpretive imagination, to see ways in which our message may be conveyed most effectively so as to get the desired response.

In communion with others, we start by capturing attention, determining the situation or problem, and then go on to arouse interest, convince, then motivate, and indicate some course of desirable action.

Dealing With Facts

To write or speak with authority demands that we have facts. Once we start putting our facts on paper we may obtain a new and objective measure of our position or proposition. Having gathered a mass of facts, we proceed to consider their relative significance. Creative thinking, or application of our critical faculty, is our only guarantee that we shall not be stampeded into unwise action by misjudgment of the importance of facts.

Truth in any subject is to be found only through the confrontation of facts, and the interpretation of facts. We need to know not only our own side of any case, but the opposition, too.

Plain Talk

Everyone who speaks or writes in support of what he believes has a moral obligation to be intelligible. As Queen Elizabeth said to the King in Richard III: “An honest tale speeds best being plainly told.”

The heavenly twins of speaking and writing are Simplicity and Clarity, as Beatrice S. Findlay said so well in the C.A.A.E. book, Let’s Tell People. What we are trying to say must be clear-cut in our own minds. We must be sure of what we want our audience to know, and how we want people to act in response to what we tell them. And then we must put all that into unambiguous and appealing words.

Plain talk is necessary because the public has a rather well-based suspicion of schemes that can only be understood and carried out by very clever people. Even if you have the whole secret of human happiness within you, it is useless to society unless you express it in a manner that attracts attention and in language people understand.

What Do You Mean?

A word is not a symbol on paper or a vibration in the air; it is a tool of communication. The measure of the good word is meaning. It should be as exact as is required to avoid ambiguity, and it should be appropriate to the understanding level of the person to whom it is addressed.

What does a word mean in fact? It doesn’t make much difference how long the yard is, or how heavy a pound is; what really is important is that we all mean the same thing when we specify a yard or a pound. When a word kindles the same meaning in the mind of the hearer as in the mind of the speaker, there is successful communion. Bring the arguments out of your depths of thought and make them over so that they mean the same to others as they do to you. A private meaning is in reality no meaning at all.

Presenting a Case

Expression of one’s convictions must not be left to look coldly intellectual. No appeal to reason that is not also an appeal to a want will succeed. We must become aware of the thinking that goes on inside other people – people who are living on islands of their own interests. We need to build a bridge with such things included as common sense, reason, fair play, love, dreams of a better self and a better world; and then add interest, feeling, and sentiment. It would take a thick government White Paper to say in official language what President Roosevelt said so effectively in a dozen words: “I see one-third of a nation ill-housed, ill-clad, ill-nourished.”

Instead of reading aloud the minutes of a meeting supporting an enterprise, we should try to hammer out some phrases that will convey the spirit of the cause to the people who listen or read so as to bring them into communion with us. Use familiar symbols, tell parables, bridge the gap between what the situation is now and what it can become following the proposed action. This is what Isaiah did in his prophecies; this is what Paul did in his Epistles; this is what Churchill did in his wartime speeches; this is what Roosevelt did in his Fireside Chats.

Use the Third Party

Are you the one to say it? It may be more effective to communicate indirectly or to have someone else present your message. Recall how the audience listened more actively to Charley McCarthy than to Edgar Bergen. Third party documented evidence may help convince the other person. You must present the evidence. Your prospect determines whether he will accept it as proof. He is the judge.

Conviction

You have immersed yourself in the facts, you have chosen those which are pertinent; you have thrown them into understandable form and clothed them in bright language; now is the time to display your zeal, your enthusiasm, and your earnest sincerity. As you help your volunteers use their imaginations so they can visualize their dreams come true.

Motivation

Show that what is proposed is in the hearer’s enlightened self-interest. In his own life story, every man and woman is potentially the hero or the heroine. It is not sufficient to paint a picture of what people are; it is not even enough to paint a picture of what they know they want to be; paint, rather a picture of what they would like to think of themselves as becoming. You have succeeded if your message strikes your audience as a wording of their own highest thoughts now brought to remembrance by your words.

You do not need to have an outstandingly high intelligence quotient or special talent. Harriet Beecher Stowe was not a literary sophisticate, but she painted word picture of slavery that were unforgettable, pictures which played a big part in freeing the slaves. That could not have been accomplished by the staid, solid, exactly truthful articles in the abolitionist journals.

Look at how cleverly the Communist Manifesto was put together by Karl Marx. It has all the allure of a fairy tale. Once upon a time, he says, there were patricians, knights, plebeians and slaves. Then there was a feudal society consisting of lords, vassals, build-masters, journeymen, apprentices and serfs. Then rose the bourgeoisie and the proletariat. Marx loads is story with dramatic struggle. He gives his reader something to fight for. And he puts a happy ending to his tale: the classless society with everyone sharing in property. That is an especially beautiful and desirable picture to the man who does not now own property! He buys the picture because it is to his self-interest.

Your key to success in effective human relations may indeed be achieved through your better communication.

A PERSONAL TREASURE MAP

2005-05-26T12:42:00.000-07:00

A treasure map is a picture of what you want. It is a road map to help you reach your personal goal. Here’s how it works. You place pictures of what you want on a piece of paper or cardboard.

Physically, your personal treasure map can take any form you want it to take. It can be in the form of a notebook with individual or fold out sheets, a large sheet of paper that can be folded or a wall map or poster board.

It is a visual reminder to reinforce our mental images and our sense of expectancy.

Our map reflects our thinking and helps us focus on our ultimate objective. The creation of our map is a positive act of faith, anticipation and possibility.

We don’t hit the target if we don’t aim for it in our personal and professional lives. Our map is a fun way, a tangible way, to help us better attract what we visualize. As we focus and visualize, we are actually beginning to accept our goals as we specifically plan toward them.

The more we concentrate on our ultimate target the sooner and more completely we will hit it. If we can aim for the bulls eye – what we really want, our feelings and thoughts can be intensified with anticipation.

Our map provides us a visual reminder so we can more steadily hold our vision on our desired end results.

This whole experience is more than a childish “cut-out, paper and paste” exercise, it is a tangible way to organize our thoughts and emotions into a meaningful synergistic thrust. Treasure-mapping forces us to make deliberate choices… to think. Our thoughts are translated into visuals that can be arranged into a goal directed exercise.

Our maps must be personal. Our design that has a unique meaning for us. One that we can review when we are along… to emotionalize… “perchance to dream”!

If you choose to do more than one map – it will help to prioritize your goals. Arrange your desired targets in a logical, timely and sequential order. Decide exactly what you want and when you want it. Let your map reflect your desires.

Make your map simple, meaningful and with vivid pictures. Should your photos/pictures be in color? Yes, color helps us focus our attention better and to remember the image more vividly. Our watching television has helped us become accustomed to color. Which do you prefer to watch, a black and white or color movie?

We think in pictures. Words trigger pictures, so, please place some positive affirmations with each picture. This will add strength to your expectancy of achieving your destination.

$385 QUOTES

2005-05-16T12:51:00.000-07:00

Following are quotes from “Why People Buy: Motivation Research & It’s Successful Application” by the late Louis Cheskin (1909-1981), originally published by W. W. Norton & Company in June of 1959. At the time of this posting, a Google on this out of print book revealed a single used copy, circa 1960 being sold at an auction price of $385. This just shows that Mr. Cheskin’s work is still valuable to contemporary readers. Mr. Cheskin revolutionized the way companies think about color, logos and slogans in advertising.

$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$$

“Purchase behavior is psychological. Persuasion must be used. Persuading means… influencing opinion or affecting attitudes by means of communication. It means not only informing, but educating, plus motivating. It means affecting the hearts as well as the minds of people.”

“To persuade a person, the message has to reach his emotions, not merely his sense of logic.”

“Many advertising men fail to realize that a sales message delivered is not the same as a sales message received.”

“Consumers make decisions in the marketplace, sometimes consciously and frequently unconsciously. Consumers are generally not aware of what motivates them to buy.”

“People are not always conscious of their wants.”

“Quality is not the same as customer acceptance.”

“People won’t tell how they feel about a product. They want to make a favorable impression.”

“Choices are made emotionally, must more frequently than rationally. The shopper is motivated by symbols, images, colors.”

HOW TO LISTEN

2005-05-10T12:44:00.000-07:00

CHARACTERISTICS OF GOOD LISTENERS

* Good strong and steady eye contact.

* Avoids or controls environmental distractions or interruptions.

* Asks questions and/or paraphrases to make certain they are understood.

* Gives intermittent feedback to verify attention is given. Listens for emotions.

* Physical attentiveness (leans forward, nods head, raise eyebrow, etc.).

* Does not interrupt speaker, lets them finish speaking before talking.

* Remains non-judgmental or at least as objective as possible.

* Avoids personal distractions (smoking, flicking pencil, tapping fingers, etc.)

* Empathizes with phrases or feeling.

* Takes notes for later review.

* Is people oriented. Puts needs of others first.

COMMON BARRIERS TO EFFECTIVE LISTENING

* Subject matter involved.

* Willingness to accept new ideas.

* Status of speaker.

* Cultural differences or accent of speaker.

* Established benefits.

* Different idiom (slang language).

* Anticipation of what is to be said.

* Unfamiliar vocabulary or technical language

* Preferred intake mode (message rephrased or stated formally).

* What the listener is experiencing internally.

* Daydreaming or fantasizing.

Does Your Handshake Reveal The Real You?

2005-05-03T14:47:00.000-07:00

Some writers believe your handshake reveals your personality. Who you are is in your handshake according to internationally known psychic Anthony Legget: "Before a word is said a handshake tells you a lot about a person."

He continues, "The powerful shaker takes your hand squeezes it then throws it back at you. This person is basically insecure and is putting on a front. The cold fish is weak in character and has a general dislike for people, and he'll put you on the defensive. The elbow pumper will hold your hand and pump away as if trying to draw water. They need to be loved and accepted."

Women express themselves more subtly when shaking hands. Some may even choose to nod meaningfully. If the person is genuine you will feel heat, softness and strength in their grip. You will feel they are offering friendship as if they were opening a door for you.

Is your handshake an asset or liability? Your handshake is your first physical contact with your prospect. You want to make the most favorable impression possible so, let's learn the DIPLOMAT'S secret. Presidents of the United States and State Department Diplomats are instructed in the most correct technique for shaking hands. Here's one of these:

Always go for the thumb. Interlock your hand with your prospect's so that the handshake is firm. Don't crush your prospect's hand. No one likes to be made uncomfortable. Finally, when shaking a woman's hand, turn it so that her palm is down. Do not shake a woman's hand unless it is offered to you.

Be overtly conscious of your handshake, practice using the Diplomat's Secret and be alert for the opportunity to use it correctly on your prospects.

Smile, it's contagious! If you are glad to meet your prospect, let him or her know it with a genuine smile. Smile, it's a bargain. It takes 72 facial muscles to frown . . . but only 14 to smile!

Do you like to be around pleasant people? Try to be a "pleasant person" with your prospect because FIRST IMPRESSIONS ARE IMPORTANT.

A possible reward awaits you if you are willing to do something "Different" or "Better" when you meet your next prospect!

How did you introduce yourself to your last prospect? Reflect a moment, exactly what did you say and do? By hindsight, was this necessarily the best way to introduce yourself?

Did you fall into the same pattern used by many salespeople who lack the time, energy and creative thinking to come up with a stimulating introduction but rather, "give up to the trite." "I am Carl Stevens with the Stevens Sales Company." Again, is this necessarily the best way? The great "I am" approach has been overworked.

Since most salespeople when they approach a prospect, immediately introduce themselves and their company, you should do some creative thinking so you can do something "different" because you want "better" results. Smart professional revenue producers have discovered that the "key" to a prospect's mind must be a statement or idea that opens his mind so that the next thought may enter. How about using some showmanship to get your prospect's attention away from his "thought-track" onto your "thought-track"? For example, give or show something with your left hand as you shake with your right hand.

Challenge yourself so you can be a better mover and shaker!

2005-05-01T21:10:00.000-07:00

******* QUOTE OF THE WEEK *******
"Success isn't permanent,
and failure isn't fatal."

- Mike Ditka (US football player & coach; 1939-)
******************************************

HOW CAN I OUTPERFORM OTHERS?

2005-04-26T15:18:00.000-07:00

What are the success secrets of the high-performers? Dr. Charles A. Garfield with doctorates in mathematics and psychology, is a clinical professor at the University of California at San Francisco Medical School.

He has invested 15 years interviewing 1,200 of the top performers in business, education, sports, healthcare and the arts. He says their success techniques can be taught “in the same way you can teach people to play golf.”

Six characteristics mark optimal performers.

I can exceed my previous levels of accomplishment.
I avoid the status quo – comfort zone.
I do what I do for the art of it, guided by compelling internal goals.
I solve problems rather than place blame. I am trying to do a job rather than defend or perpetuate a job.
I confidently take risks after objectively laying out the worst scenario beforehand.
I rehearse coming actions and events mentally.
I am a master of delegation.

I mentally rehearse upcoming opportunities. I prepare both my facts and my psyche with a kind of purposeful daydreaming, visualizing and feeling the upcoming results.

I set out the worst that could possibly happen and decide whether I could live with that outcome… then I go for it.

HERE’S HOW TO ELIMINATE THE NEGATIVE

2005-04-21T12:58:00.000-07:00

Would you like to know how to eliminate the word impossible from your vocabulary and do it in just one week? Here’s how: starting in the morning keep a written record of the times you say or think something “can’t be done” or “can’t happen”. At bedtime review the numbers you write down. The next day start concentrating on reducing that number. Repeat this process every succeeding day for seven days. Presto, you will discover the negative word impossible just does not come to your mind. Now, you can start thinking in terms of the possible. The book title “The Magic of Believing” reminds us it is exciting to discover that belief truly is magic.

Do you think impossible is a profane word? Let’s agree it is an undesirable word and learn how to eliminate it.

Our Creator gave us a marvelous mechanism called imagination. Like a video camera can flash an image onto a TV screen, we can create an image and project it onto our minds. We can project onto the screen of our mind anything we choose to put there. So, get a clear and focused picture of what you really want to happen. Be careful what you want, you may get it!

The super-achievers of history have all been possessed by a vision. They are driven by an idea that seems to be tattooed on the TV of their mind’s eye. A focused target seems to be essential to their success. Being possessed by a persistent idea seems to always help produce more positive results.

“A man is what he thinks about all day long.”
- Ralph Waldo Emerson

“Our life is what our thoughts make it.”
- Marcus Aurelius

“For as he thinketh in his heart so is he.”
- Proverbs 23:7

When you firmly set your mind on an idea, obstacles begin to fade, as your idea begins to become a reality.

Many of history’s great achievers have been strong believers in prayer.

“Whatever you desire, when you pray, believe that you will receive them and you shall have them.”
- Mark 11:24

Periodically clarify your thinking and thoroughly examine your motives and purposes. Test your dominant idea. Is your goal good for everyone concerned? If your idea becomes a reality, will it be a win-win result for everybody involved?

Remember, there are two types of people in the world – GIVERS and GRABBERS. Be a GIVER because I’ve never seen a GRABBER grab enough to be happy!

Be sure your idea is worth your best effort because you want the results to be rewarding for all concerned when all the chickens have come home to roost.

Decide what you really want. Next, write your dominant desire down on a plain piece of paper. Reduce your goal to twenty-five words… and memorize them. Morning, noon and night stand before a mirror and repeat them out loud. Don’t be afraid to be animated; deliberately use gestures. Act enthusiastic and you’ll become enthusiastic about reaching your professional goal and fulfilling your personal dreams.

Q. What will it cost me?

A. If you do or don’t do it?

2005-04-14T15:32:00.000-07:00

When the University of Houston was expanding the College of Business Program for Excellence in Selling due to the rapid growth and demand for training in Houston, an advisory board was convened. This was the first time such a board had been convened in the history of the industry, and included Carl G. Stevens. Following is an excerpt from an interview Alice Adams, Employment Correspondent with the Houston Chronicle, conducted with Mr. Stevens during this exciting event.

Excerpts

Carl Stevens, president of Carl Stevens and Associates Inc., remembered teaching a class at Ohio State.

“We asked how many had given serious consideration to a career in sales,” he said, “One hand went up in a room of 40 students.”

Tracking that same class five years later, Stevens found 75% of the students were in sales or were migrating into the sales arena.

“But, while people often went into sales because they had failed at something else, today’s mandates take the sales professional to a higher level,” he said.

Reminded of a meeting with a professor from The Julliard School of Music several years ago, Stevens believes today’s sales arena demands training for professionals at Julliard’s same high level.

“Imagine how great it would be for those playing by ear to have a degree from Julliard,” he said. “So why isn’t it just as valid to say, ‘How great it would be for those playing by ear in sales to have an equivalent degree in selling from Julliard?;”

Stevens said he spends much of his time consulting companies and speaking at seminars around the world. But his ideas about selling never have stagnated.

“I think we’re seeing the need to be more selective in picking sales teams,” he said. “But back in the day, it was never unusual to see the best salesman or saleswoman moved into management. Sometimes that’s a mistake.”

But Stevens said there are more chinks in the traditional sales organization’s armor.

“We’re not only selecting poorly but we’re preparing teams poorly as well,” he said. “If we don’t’ prepare them well, we can’t retain even the top producer for very long.”

He once asked an audience of chief executives, “If everyone in your company brought in the amount of business as your top sales person, what percentage would your business increase?”

The consensus was 1,000% - without ever raising overhead, as the majority of the increased business floats to the bottom line.

“So we say, find out the areas of basic weaknesses and address them so you can start getting more production, but we need to realize that 60% of all candidates don’t have the chemistry to succeed in sales,” Stevens said.

According to Stevens’ data, about 20% of the sales candidates today have all the right stuff to make it in professional sales. Another 20% of sales people hired will never make it.

“So, we have to screen more thoroughly to get the right people into the sales jobs we have,” he said. “The next thing we need to examine is attitude. Are they willing to work hard?"

Tiger Woods, for example, has created a true-to-life legend of practicing eight hours a day, just like almost anyone who succeeds in anything.

“I’ll never forget that after Tiger Woods won an early tournament, he turned to his practice coach and said, “Don’t go away, we’ve got work to do,” Stevens said. “That work included spending another four hours on the greens, practicing weak shots.”

Stevens advocates looking for the candidate with “fire in the belly.”

“We want people who have good habits, who work hard and who want to succeed enough to keep working,” Stevens said.

Can You Follow Directions?

2005-04-14T11:09:00.000-07:00

1. Read this entire list carefully before doing anything else.

2. Get out a blank sheet of paper.

3. Put your name in the upper right-hand corner.

4. Write the word "name" and circle it.

5. Draw five small squares in the upper left-hand corner.

6. Put an "X" in each square.

7. Sign your name under the title of this paper.

8. Write sentence number seven above and put a circle completely around it.

9. Put an "X" in the lower left-hand corner of the page.

10. Draw a triangle around the word "corner".

11. On the back of the paper, add 75 and 13.

12. Loudly call out your first name (for motivation) when you get this far.

13. If you think you have carefully followed directions to this point call out, "I have" (for self-affirmation).

14. On the reverse side of the paper, subtract 12 from 69.

15. Count backwords to yourself from 10 to 1.

16. Say "I am a leader in following directions".

17. Write all of the even numbers in this list on the page.

18. Say "I am nearly finished and I have followed directions."

19. Now that you have finished reading the entire page do only sentence number two. If you have already completed any of the other tasks in the list, you failed to follow directions and failed the test. Remember following directions involves reading each item carefully starting with the first sentence (it stated "read the entire list before doing anyting else.")

Self Key Sales Motivation (excerpts)

2005-04-08T15:31:00.000-07:00

Following are excerpts from “Self Key Sales Motivation”, an article by Greg Miller, Employment Correspondent for the Houston Chronicle, printed May 21, 2000. The article spotlights Carl G. Stevens while he was teaching his famous “Blueprint” sales seminar.

There is no motivation except self-motivation.

That’s how Carl Stevens, proprietor of Carl G. Stevens and Associates, sums it up.

… “You can attempt to convince, persuade or even put them under duress, but you can never motivate them,” Stevens said. “It’s like breathing – it’s a self-influenced activity.”

… Steven’s firm serves as consultants to corporations, trade associations and professional agencies. Stevens, an international authority in the field of professional sales education and effective interpersonal communication, is author of “The Blueprint for Professional Selling.”

… Early in Steven’s studies, he found that, in most companies, 20% of the sales force were making 80% of the sales. He decided to conduct in-depth in interviews, with the 20% that were producing the most.

“I found that they think 10% of the sale comes on a rational basis and 90% of the decision is emotional,” Stevens said. “Motivation is a big part of the 90%.”

Stevens has devoted his life to finding out why one salesperson is more successful than another and to find common denominators. He is intrigued in how people motivate themselves.

In working with the U.S. Army, Steven’s outfit taught the military recruiters how to screen their people because despite a $36 million budget, the results were not as spectacular as hoped.

“(The Army) advertised in the Columbus, Ohio, area and pulled in 27 prospects,” he said. “The sergeants talked to the qualified recruits one-on-one and guess how many they closed? Well, it’s a round number… zero. The pre-selling worked, they got the prospects in but they missed in what Marshall Field calls the ‘last 3 feet’. They did not know how to persuade them enough to motivate themselves to action. You can get the ball 99 yards down the field, but if you miss that last 3 feet, you don’t score..”

Stevens, who has been involved with sales for more than 60 years, said teaching a person motivation is a fallacy in business.

“Motivation is a great complement to the proper aptitude, attitude, knowledge or skill but it is a poor substitute for them,” he said. “Most of the sales managers have seen their role as cheerleader instead of coach. We really haven’t gotten around to teaching management and supervisors how to do what they need to do and that’s how to help salespeople motivate themselves.”

Stevens said there are two key traits a successful, interpersonal communicative salesperson needs – empathy and ego drive.

“You need a high degree of empathy,” he said. “It is the ability to put yourself in the other person’s position without becoming emotionally involved so you can read the feedback. You also need ego drive. It’s what the old-timers call the “fire in the belly”. They have to have the want-to’s. The good salesperson needs the psychological reward from the sale as much as they need the money. You never hear of a salesperson retiring. They may go work for the hospital or do charity work or whatever, but they never retire because they never lose that need for the psychological reinforcement.”

… “You’ve got to have these two things in balance,” Stevens said. “If you get too much empathy, and not enough ego drive, you don’t come cross as an authority figure so nobody really values your opinion. If you get too much ego drive, not balanced with the proper empathy, you’re a bulldozer, you’re high-pressure, you scare people to death, you start coming on and (the buyer) starts pack peddling. It’s a happy balance and only about 20% of the people in the general population have that.”

Stevens said many professions require teaching, training and certifications before a person can begin his or her first day on the job. Selling is different.

… Stevens said one of his favorite examples of a person who knew how to help people motivate themselves was (the late Alabama head football coach) Bear Bryant.

“He did two things,” he said. “He’d get this freshman and he’d sit him down, one-on-one in private conversation. Coach Bryant would lean toward the kid, lower his voice and look him dead in the eye and say, “Now son, what is it you want to accomplish while you are here at the University of Alabama?” Then he’d listen and make notes. The second question he’d ask after the kind wound down was, “OK, now what can we do to help you do what you want to do?” Then he’d listen. I have never seen anybody in the real world do that except Bear Bryant. I think it is absolute genius and psychologically sound. We have never understood that the anatomy of a good sale is 30% determining the problem or the challenge and find the answer,” Stevens said. “60% is helping the decision-maker to motivate themselves to want what we are talking about. The other 10% is completing the sale. You’ve got to get the person you are selling to see themselves enjoying, benefiting and getting all the advantages of what you’re offering so it will satisfy the basic motives that they see,” he said.

“There is a methodology in doing that just like there is taking out a gall bladder or sending a person to the moon. You do it by the numbers. If everyone acts in their own enlightened self-interest, our challenge is to find out what is that enlightened self0interest and how can we help them get themselves into a position to get what they want.”

… “I like to ask myself, did I make a buddy on that phone call?” Stevens said. “I may not have made a transaction, but the potential buyer and I had a positive, quality call. In sales, you’ve got to enjoy the people interaction. People like to buy from people they enjoy.”

Two books on Carl G. Steven’s reading list:
· “Why People Buy: Motivation Research & It’s Successful Application” by Louis Cheskin
· “Rethinking the Sales Force: Redefining Selling to Create & Capture Customer Value” by Neil Rackham & John R. DeVincentis

THE SALES MANAGER

2005-04-03T15:26:00.000-07:00

The credulity that a sales manager’s chief function is to “stimulate” his men is exposed in this article as archaic and ineffectual. The discussion examines the proper role of a sales manager and the growing complexities he must face in managing and training a sales force.

A well-known politician once noted in the margin of his speech: “Yell loud here – the argument is weak.”

Apparently he found it easier to increase the volume of his voice than the validity of his argument. And unfortunately, the same principle too often has held true for managers charged with increasing the effectiveness of sales forces.

Deeply ingrained in the “lore” of the sales manager is what I call the “enthusiasm prejudice”, the naïve assumption that all that is needed for effective salesmanship is a considerable store of enthusiasm. This drastically underrates the needs of today’s salespeople, whose job grows more difficult and demanding as the scope of business and technology broadens.

Historically, sales managers and marketing executives have sought ways to promote this magical brand of enthusiasm as the great panacea for sales ills. In so doing they have ignored other more important responsibilities to their people and their companies. The result… they have too often fallen short of good sales production by failing to offer salespeople qualified, effective supervision.

A study reported in the Harvard Business Review (“Sales Management in the Field”) clearly illustrated the importance of sound sales supervision. In the study, a national association maintained careful records on the careers of 100 salespeople who were assigned at random to competent and less-than-competent local managers.

These salespeople were given a battery of tests when hired and graded “A” or “B”. After several years, an examination of the personnel records revealed that salespeople who worked for competent managers had a much greater chance for success than their unfortunate brethren with incompetent superiors. Specifically, 48% of the “A” salespeople succeeded under good supervision; only 27% under poor supervision. Correspondingly, “B” salespeople with good supervision had nearly five times as much chance for success as their counterparts with poor supervision. Moreover, a “B” salesperson with a strong manger had the same chance as an “A” salesperson with a poor manager.

The same research association, analyzing salespeople turnover statistics for a large national company, sent questionnaires to over 650 salespeople – both “survivors” and “terminators”. It was found that dissatisfaction with local supervision was the single most important reason for salesperson termination.

The author of the Harvard Business Review article pointed out cogent problems in the area of tradition sales management:

My study of the activities of 150 field managers shows that field managers are most skillful at personal selling, trouble shooting, running an office, maintaining satisfactory customer relations. On the other hand they are weak when it comes to developing and supervising and devising local sales strategy… The local managers are in fact super salespeople instead of administrators.

Thus, the author says, selection and training of field sales managers has become one of the most acute problems facing top management.

Despite stated misgivings, many sales executives promote men to management primarily on the basis of selling ability. There are a number of reasons for this practice. In the first place, many executives have not spelled out the requirements for management and thus rely on one obvious attribute, salesmanship. Such a measure is simple and easy to defend. Moreover, the fiction ahs grown up in this environment that any attempt to change the system would damage morale.

The author further points out that the jobs of selling and management are not the same and do not call for the same skills. Competence as a salesperson is no guarantee of management potential. Therefore, the atmosphere and attitudes surrounding selling have never been conducive to the development of effective sales managers. It would almost appear that by some grand design, business has set out to thwart the manager’s efforts.

In research reported by the American Management Association, it was shown that:

Over half of the sales managers surveyed had never read a job description of what they were supposed to do;
78% of these sales managers were dissatisfied with their training or had never received any specific training to equip them for their roles as sales managers;
Only 1 out of every 33 companies surveyed had any kind of company sponsored sales managers training program.

Nonetheless, sales managers are expected to take firm hold of their new duties and responsibilities as managers and perform at a top level… with little or no training and frequently without really knowing what their responsibilities are.

On examining these responsibilities carefully, one finds that they require a great deal more than pumping up the enthusiasm of their salespeople with sales contests, trips to Bermuda and pats on the back.

The sales manager must be able to select, train, motivate and manage his salespeople, a group of men who historically have peaks of emotional ups and downs. He must help his salespeople develop better work habits and attitudes, practice new presentation procedures, learn new product adaptations and develop additional skills.

Frequently the local sales manager is responsible for creating favorable buying attitudes among customers through good-will activities, the image he creates of his company through his personal contacts, by his use of advertising and other promotional materials, and by his assistance in handling of the final terms of sales.

The local manager helps contribute to the salesperson’s development of good work habits, more effective use of time, call preparation and record-keeping procedures.

Another important responsibility for the sales manager is his role as liaison between his salespeople and top management. He must be an effective link between them, both administratively and for communications.

The sales manager must also make sure that detail work, like record keeping, which the typical salesperson tends to neglect, is well planed and executed so that it becomes an asset to better selling and better overall business management. (A management consulting firm reviewed the record keeping and reports required from one national company’s salesperson and found that it would take each man approximately 100 hours a week to provide properly all information requested.)

The manager’s first and most important job, however, is to understand his people… to develop them, to train them, and to assure himself, his people and his company that each is performing at the top of his capabilities. To do this effectively, he must be willing and able to face his people’s problems squarely.

The National Sales Executive Digest surveyed several thousand salespeople in an attempt to discover their “most secret thoughts, feelings and frustrations” about their careers in selling. The results of the survey are good guidelines for the sales manager to follow in pursuing his responsibilities. Among the three most frequent needs stated were the following:
Specific methods for improving sales - not what to do but how to do it;
A complete understanding of the principles and techniques of salesmanship – and how to apply them in day-to-day selling;
Training in capsule and digest form. Readable, educational material – short, explanatory, illustrated, believable.

The first answer suggests the salesperson wants a coach in his sales manager… a person who can show him “how to do it” rather than a cheerleader urging him on from the sidelines.

In interviewing hundreds of salespeople throughout my career as a sales trainer and consultant, I have found this to be absolutely true. The salesperson wants answers that help him understand specifically step-by-step how he can improve his sales… answers with which he can identify and to which he can relate his own personal experience. All too often, his sales management has provided only a modicum of encouragement and some general indication of what it wants done.

In stating that they need a “complete understanding of the principles and techniques of salesmanship,” the salespeople indicated they want to use in their day-to-day efforts all the components of effective selling. They seek a meaningful understanding of the why and wherefore of selling.

The salesperson needs a procedure that incorporates the elements of good salesmanship much as the pilot has a check list and the architect a plan. The frequent compliant of the salesperson is that his management, failing to provide this, leaves him searching for guidance but with nowhere else to turn.

The salespeople surveyed also indicated a desire for “training in capsule and digest form… explanatory, illustrated, believable”. This brings us to the question, “CAN SALESPEOPLE BE TRAINED?” and the corollary, “HOW EFFECTIVE IS SALES TRAINING?” Basic as it may seem, the answer to the first question is an emphatic “Yes,” if the subject is trainable, and “Certainly” to the second, if the training is professional in the real sense.

In our training programs over the past eight years, we have checked our results carefully, using control groups as a basic reference, and we have established beyond doubt that people with the proper aptitudes will show sales increases when taught what to do and more specifically, how to do it.

The results obtained by our students make ours a most gratifying profession. Letters in our files indicate salespeople doubled and tripled their sales after working with us… selling the same products in the same territories at the same prices. The only variables they perceived were their new-found skill and knowledge.

There is little doubt left in our minds that the right sales training program can increase sales volume greatly. It only stands to reason that the salesperson with the proper aptitudes, knowledge and skill will sell more than his counterpart not equally gifted and trained.

Because of the prevailing reliance on the importance of enthusiasm as the motivating force, a great deal of sales training has really been little more than pep talks cloaked in respectability. The really important - and difficult - segments of training, such as motivation of the customer to buy, have been partially or wholly eliminated.

A spokesman for the nation’s largest industry said that a good sale breaks down in a 30-60-10 ratio… 30% of a salesperson’s time should be spent discovering the problem and presenting an answer, 60% in motivating the prospect to want what you are selling, and 10% to close or complete the transaction.

If this is true, why do we not spend proportionate amounts of training time in these areas? The question must be asked, “Why do we fail to devote 60% of our training time to learning specifically how to “motivate the prospect to want what we are selling?”

Could it be that management is not sure how to do this and, so, with an irresolute bow to the salesperson, continues to talk in the familiar terms of product knowledge, of nuts and bolts, of charts and graphs, of anything but what is truly meaningful to the salesperson 0 how to sell?

2005-03-28T15:24:00.000-08:00

SO YOU WANT TO BE A WINNER?

by Carl G. Stevens, CPAE

“We’re all created equal. After that, baby, you’re on your own.”
- Fortune Magazine Advertisement

We didn’t have much choice on how we were created, that’s in the past. We do have every choice over what we will create, that’s in the future.

Nobody’s going to hand you success on a platinum platter. If you want to make it you will have to choose to make it on your own. Someone has said – if it to be… it’s up to me.

Nobody is going to arrest you and make you successful. You have to choose to create your own success. Choice is a divine gift, given to us by our Creator. Your prerogative to choose is your most awesome privilege and responsibility. You must choose to use your own drive, your own guts, your own energy and your own ambition.

Yes, ambition. You don’t have to apologize for it anymore. Society has decided that now it’s OK to be up-front about your drive for success.

If you want to be on the fast track, if you want to be a mover and shaker, you must decide how to move and what to shake.

What is it that can give you that vital step on your competition? How do the superachievers do it? Why do the winners win? What will it cost you to win? What will it cost if you lose?

Maybe we can learn from one of the most famous winners of all time. A world-class legend has left a classic example of how winners win! Let’s see what we can learn from the super horse with the super heart – SECRETARIAT… who chose to be a champion!

SECRETARIAT, Horse of the Year in 1972 and 1973, captured the hearts and imaginations of all Americans, bringing new life and pride into the sport of racing. Turf experts have called him the greatest horse of the 20th century.

In 1973, just when the elusive and enshrined Triple Crown was thought to be obsolete, in strode the magnificent chestnut affectionately known as “Big Red”. With unbelievable speed, SECRETARIAT broke century-old records, winning the Kentucky Derby, the Preakness, and the Belmont Stakes, becoming the first Triple Crown winner in 25 years. SECRETARIAT defied all the odds, rewrote racing history and his records still stand.

There are a couple of interesting footnotes to add to this story:

1. It turns out that SECRETARIAT was not created equal: his final physical exam revealed that SECRETARIAT’s heart was actually twice the size of the average horse’s heart! Reminds me of the old song – “You gotta have heart”. SECRETARIAT did indeed have the heart of a committed champion.
2. The Belmont Stakes was the site for one of SECRETARIAT’s most exciting races. Exciting because he beat the other horses 32 lengths! He was not running against the other horses he was running against his own potential. SECRETARIAT must have believed – you either make dust or eat dust… and he made his choice. There’s a moral here – if you aren’t the lead horse the scenery is not going to improve.

It was exhilarating having had lunch with a man who had just given away $10,000,000.00. I got there late! He gave $1,000,000 to ten different colleges. As we ate lunch, he looked me straight in the eye and said, “Mr. Stevens, we are keeping score wrong.” I said, “What do you mean, Mr. Russell?” He replied, “We should judge an individual by how well he runs against his own potential instead of how well he runs against the pack.” And, I thought about SECRETARIAT and the Belmont race!

Do you care enough to prepare to do your very best? How much time, money and energy have you invested in yourself in the past year? If you continue to what you have been doing what kind of results will you continue to get?

Reminder, the race is never won on the day of the race! The key is to choose today to commit to prepare and do the things other people will not do. Today’s preparation and training may well determine how big you will win tomorrow.

Now may be a good time to review and reprogram your career. Reexamine your past… ponder… and commit to professionally preparing yourself to go get what you have always wanted!

A frustrated individual was broke at 25. He said he became a multi-millionaire after a new employer asked him these three questions:

Questions:

1. How much money have you saved in the past six months?
2. How many books have you read in the past six months?
3. How many self-improvement programs have you completed in the past six months?

Please, read these three questions again. Write your answers. Now quietly ponder your answers. Have you ever won? Have you ever lost? Which felt better?

SECRETARIAT had a choice and chose to enjoy that winning feeling – so can you!

2005-03-21T15:21:00.000-08:00

MOTIVATION

By Carl G. Stevens

Motivational Selling
From cultural and personal preferences in satisfying both the biological and acquired motives come the drive and energy behind human activity. Motivational selling takes account of these powerful motives and directs the selling appeal to the satisfaction of these motives

In motivational selling the salesperson’s appeal is directed toward such acquired motives as the desire for more money, for more security, for enhanced prestige, or the desire to better provide for one’s family. Such motives are called “hidden” buying urges. The one most important to the prospect is called the “hidden dominant buying urge.” The salesperson using motivational selling will, by asking a pre-selected set of questions, determine the dominant buying urge which directs and determines much of the prospect’s thinking and actions. Then the salesperson will show the prospect how buying the salesperson’s product will help the prospect satisfy his dominant buying urge.

Thus, motivational selling is directed toward the satisfaction of the basic human needs. Motivational selling also recognizes the basic sources of human motivation. The selling approach is directed toward showing the prospective customer that buying the seller’s product will lead to the gratification of the customer’s basic motives. Superficially it might seem that such aspects of selling as product knowledge are downgraded in this approach, but such is not the case. The salesperson needs much knowledge of his product – but, in addition, he needs the skills to enable him to relate his product knowledge to the satisfaction of his customer’s basic motives – be they money, prestige, security, or whatever.

Let’s take a look at how this approach can work for you. Let’s see how you can arouse a desire in the mind of your prospect to want what you are selling.

Building Wants
Many ambitious salespeople have said: “If I could only make my prospect want what I am selling as well as I know how to tell him what I’m selling, then I’d have it made!” Attempts to discover a successful method for arousing this want have usually been most confusing. For example, one author wrote: “Arouse your prospect’s desire with a few well-chosen words.”

What “well-chosen” words?

Nobody can tell you in advance what those words should be. By definition, they have to be “well-chosen” – in relation to what it is that you perceive your prospect will respond to. You have to look. You have to find what motivates your prospect. You have to detect the hidden motives. Remember: Up until now, you’ve been dealing almost exclusively with the “rational” human. You’ve been giving him facts; you’ve dealt with measurable, definable, and debatable issues. Now, the emotional human is your paramount concern. Your prospect’s real interests are involved.

To “motivate” your prospect, you must detect his or her “hidden” dominant buying urge an dthen find a way to answer or serve or satisfy that urge.

These buying urges are the real reasons that the prospect wants what you are offering. The real reason is the reason that has psychological significance. For example, the prospect doesn’t just want to save money; he or she wants to save money for a reason – or for one or more specific reasons. He or she may want to save to buy a larger home to please his or her family, to buy that car for his wife (or her husband), or perhaps to win the approval of friends and neighbors.

We can borrow a page from the psychiatrist to help determine “the cause” – the real reason that our prospect needs or wants the product or service. The psychiatrist asks related questions and listens. (Have you attended a class in listening?)

We must listen if we are to find our prospect’s dominant buying urge – which is the primary inner drive, impulse, or motive that causes him to buy. Our prospect is like us. Everything we have done since we were babies is because we wanted or needed something. We must listen and try to determine what it is that our prospect really wants, and then show how we can help get it.

Mental Imagery
Down through the ages men have pondered and wondered why people act as they do. What governs or controls our behavior? Sometimes it seems that our behavior is beyond the control of our logical minds. And this is true, because our behavior often is controlled by emotion, not logic. We do what we want to do or we do things to satisfy or fulfill a need, want, or desire. It may not be sensible, logical, or right. In fact, many times it is silly, harmful, or even morally wrong, but we do it just the same. Why? Because we want to.

We have reviewed the basic motivating instincts that make us want to desire things. Some of these instincts were self-preservation, greed, love (of something), fear, (of something), sexual gratification, and desire for recognition. These instincts are stronger than we are. We don’t control them; they control us. It’s been said that every act that we have committed since we came into this world was because we wanted something.

In selling, we as salespeople must understand and recognize which instinct (or buying urge) is activating our prospect, then show or tell him how our product or service can fulfill his want or need. If we know his specific buying urge, we have the power or force of the prospect’s basic instincts helping us influence him to take action or buy.

We in selling often make the grave error of assuming that people should do or want the same things we do, or buy a product because it’s good. Then we get irritated and upset because they refuse to buy or take the action that we suggest. To be successful in motivating or influencing people, we must appeal to their buying motives or instincts.

Motivation is that within the individual which incites, impels, stimulates, or prompts to an action.

The key to this definition is the word “within”. Motivation always comes from within – and it is controlled by emotion. Our minds control our reasoning power and opinions, but our emotions control our actions. So if we are to use the prospect’s behavior or actions to our benefit, we must know how to arouse the emotions that motivate him to act.

How do you arouse emotion? First, consider personal experience. For example, imagine that you are driving down the highway. The car ahead stops suddenly, you skid off the highway, and you fishtail down the shoulder of the road. As you finally stop, no one has to tell you how scared you are. The incident itself has aroused the emotion of fear. The reaction sets in – cold seat, trembling, nausea, racing pulse, even fainting. Now the point to remember is this; every time you mentally recall this incident, it arouses the same emotions. You can still see the mental image of that scene in complete detail.

A bad dream or nightmare does the same thing. It is a completely mental experience or mental image, yet it arouses the same emotions and physical reactions that you would have if you were actually experiencing the incident. This leads us to the conclusion that a mental image that appeals to the basic instincts of the prospect will just as effectively arouse emotion as an actual experience.

What does this have to do with selling? In selling, the benefits or end results of our product or service (especially an “intangible”) always happen in the future. They have to – because how can the prospect physically enjoy the benefits of your product or service unless he or she buys it. You, the salesperson, cannot control the future actual experience that will arouse the emotions of joy or satisfaction, fear or anxiety, as a result of your product or service, but you can control, produce, or create the mental image in the prospect’s mind that will arouse similar emotions. You mentally transport him into the future, and let him enjoy the end results of your product or service before he buys it. In fact, you learn to direct the powerful influence of the prospect’s own emotions and basic instincts that will motivate him to take action and buy from you.

Salespeople who know little or nothing about motivational selling have never tried the technique of creating mental images. In order to use this technique effectively, there are many factors involved. These include our old friend, empathy, as well as creative imagination, picture language, and enthusiasm. The following definitions and explanations will help clarify these terms.

Some Definitions
Empathy is the ability to appreciate the other person’s situation without becoming so emotionally involved that your judgment is affected. It is the most important characteristic that a salesperson has. In fact, your success as a salesperson is in direct proportion to the amount of empathy that you possess. Actually, empathy is the ability to mentally put yourself in the other person’s place – to look at his situation through his eyes. This helps you develop a “feel” for the situation, an understanding that the prospect will sense and trust. It will put you, the salesperson, in the right attitude. This is an ideal selling climate.

Creative Imagination is the ability to create mental images, or pictures of things not yet in existence. The benefits or end results of a sale always happen in the future. This is especially true of an intangible product. In order for you to mentally transport the prospect into the future, you must first be able to picture his mental and physical reaction in your own mind. Only then are you ready to transfer this mental image from your mind to his mind.

Picture Language is language containing words that impart the sense of sound, motion, action, and sensations of smell, taste and touch. This language describes a mental image so vividly and dramatically that the prospect actually “lives” it with you – and that is exactly what you want. Remember – this is the medium that you use to transmit the mental image from your mind to his mind, in such a manner as to arouse his emotions to action… now!

Enthusiasm comes from the Greek words “en theos” and means “God within us”. The modern connotation is “fervor, zeal, intensity of expression”. Many people confuse “enthusiasm” with noise or animation. Animation is bodily movement, and can be done without enthusiasm. You can have animation without enthusiasm, but you can’t have enthusiasm without animation. When you get enthusiastic, you become excited and this excitement usually results in bodily action or animation. If you are sincerely interested in your prospect and excited about the value and benefits of your product, you will show enthusiasm. However, the key to this is sincerity. If you are insincere and your excitement is false, you will appear ridiculous.

Remember how we borrowed a page from the psychiatrist? We listened to determine the “cause” or real reason that our prospect needs or wants the product or service we offer. The salesperson like the psychiatrist must ask related questions and listen.

We must listen to determine our prospect’s dominant buying urge, which is the primary inner drive, impulses, or motive that causes him to buy. We must listen and try to determine what it is that our prospect really wants; then show him how we can help him get it.

Remember: Emotions arouse, sustain and direct human behavior.

At this point in the sales process you cease your appeal to the prospect’s reasoning power or intelligence. You now move from the rational to the emotional. But you must clear his mind and check his attitude toward two things:

1. That he does have a definite specific need or want;
2. That he understands, agrees, and believes that your product or service will fulfill that want or need. After you get his agreement on these two points you are then ready to verbally create the mental image in his mind.

The Motivation Step in Action

“PAPPY”
One way that has been found useful to program or formulate the motivation step in the sales presentation is the “PAPPY” formula. Here’s the way it goes:

Problem review
Answer to my prospect’s problem
Project my prospect as a satisfied customer
Paint a mental image of the prospect using my product/service
Y… Why don’t we go ahead and get started?

SELLING FOR RESULTS

2005-03-14T11:41:00.000-08:00

You may have heard that selling is a "talent" that you are "born with". This is persistent myth. Dispel the idea that you don't have such a "gift" or you just can learn the know-how to sell yourself and your ideas.

Professional selling is a matter of learning a "process"—the knowledge of what to do and a set of skills that will help you know how to do it. This professional process and your many acquired persuasive skills will add a new dimension to your self-confidence level and improve your inter-personal communication effectiveness. Learning this start of the art knowledge and skill will be useful to you every day for the rest of your professional and personal life!

THE PROFESSIONAL EDGE

Have you ever bought something from a professional salesperson? You may never have, since truly professional salespeople are in short supply and because of this earn large incomes. If you did buy from a true professional, you may not have realized it. The truly professional salesperson was so smooth, relaxed and skillful that you merely felt you were working with someone who was well informed and friendly. It probably didn't occur to you that you were being sold.

Think back, have you ever been surprised at how freely you've talked to certain salespeople before buying from them? Recalling those conversations, was the salesperson alert? Interested? Did you feel comfortable with that person? Did you think you were leading the conversation and the salesperson was following? On the surface, that was true initially, but under the surface, that professional salesperson was leading all the way and you were following.

You may ask how that happened. The professional salesperson encourages you to start off. Once you set the direction, the professional salesperson takes over and begins to lead you toward any of several paths to purchase. When using artful questioning reveals which path is best, the professional salesperson guides you smoothly, warmly and genuinely to that path.

To become a professional salesperson, your first lesson is not to overwhelm your prospect with words. You encourage them to talk. By not talking all the time, by listening most of the time, by asking artful questions, you will be able to lead your prospects from initial contact to happy involvement in owning your product or service. Through alert and pointed questioning, you must maintain a friendly attitude, empathy, interest and understanding that encourages the prospect to open up and give the desired information freely.

"PEOPLE ENGINEERING"

2005-02-24T19:20:00.000-08:00

Rockefeller once said, "The ability to deal with people is just as purchasable as sugar and salt and I will pay more for that ability than any other ability under the sun". The great men of history have not achieved their success through technical know-how alone, but the secret of their success is due to their ability to lead, motivate and inspire people.

The question is, have only a few lucky people been born with this ability, or can it be taught, learned and developed? Can we learn to control the behavior of the people around us without the use of force?

The various fields of engineering - mechanical, electrical and civil are based on rules and principles of Physics that is the study and application of the Natural Laws of our physical universe.

When an engineering problem arises, the engineer uses the "Scientific Approach" which is the proper application of the basic laws and principles pertaining to the particular problem or situation to achieve the right solution every time.

However, these laws and principles are applied to inanimate objects or "things" and they have no reciprocal effect on the engineer himself.

"People Engineering" is based on the rules and principles relating to and controlling human behavior or the action, reaction and inter-action of human beings. One great difference is that these rules and principles are not applied to inanimate "things" but to real, live human beings with a mind, will and emotions of their own who will react violently when they feel that they have been abused or treated unfairly.

In addition, the learning and development of skill in applying these principles will always have a tremendous effect on the "People Engineer" himself - and it will always be to the good. Before these principles work on other people, they must have worked on the engineer himself.

In order to become an effective "People Engineer" there are things you "Don't Do", things you "Show" and things you "Become".

Negative Principles

1. Don't criticize
2. Don't argue
3. Don't lie
4. Don't do all the talking
5. Don't use flattery

Positive Principles

1. Show appreciation
2. Show friendliness
8. Show empathy for his opinions and convictions
4. Show respect for his dignity

Personality Traits

1. Be sincere
2. Be humble
3. Be kind
4. Be patient
5. Be tolerant
6. Be fair
7. Be steadfast
8. Be honest
9. Be open-minded

As you become a more effective "People Engineer" you will find your life changing in a remarkable way. Your relationship with your family will be happier and more satisfying. Your friendships will become richer, deeper and more valuable to you. You will gravitate to a place of leadership in your civic, social and business organizations that will satisfy the hidden longing deep within each of us to win the acclaim and recognition of the people around us.
The financial rewards are sure to follow because you will develop the highest priced commodity of our world today - The ability to control human behavior without the use of force.

WATCH YOUR MOUTH

2005-02-14T15:48:00.000-08:00

Words trigger mental pictures. It is estimated that three-quarters of our business day is spent in verbal communications. The importance of the spoken word is frequently underestimated. We often take the ability to say what we mean for granted. Speaking effectively may not be as easy as it seems.

Verbal misunderstanding can lead to confusion and resentment among family, friends and business associates. Poor verbal communication between co-workers, superiors and subordinates can damage company morale.

Every organization is at the mercy of language. We hear and read a lot about the fabulous technical advances in our "communication systems" ... but these breakthroughs do not diminish the importance of the spoken and written word.

Much of the information that is transmitted through our HiTech systems is numerical. These figures may need to be explained verbally if they are to be totally understood. Why is it that we do not seem to be concerned about being as exact with our words as we are with our numbers. We painstakingly check and recheck our numerical calculations, but may be much less concerned about what we say and how we say it. Why?

Research reveals that 30% of today's managers' time is spent speaking and 45% listening. So that adds up to three quarters of a manager's time is spent talking or listening to others talk.

Why is the spoken word so neglected? Maybe because we think "talking" just comes naturally. And if we can get our idea straight, the words will automatically come out right.

Have you ever noticed words can mean different things to different people at different times. For example, there are 164 different definitions of the word 'culture'. What is the difference between "biannual" and "biennial"? Ask a New Jersey legislator because they are meeting every six months not every two years as intended. The founding fathers of the New Jersey Constitution used the term "biannual" instead of "biennial". "Biannual" means twice a year. " Biennial" means every two years. When in doubt check the dictionary.

The difference between the almost right and the right word is really a very bit matter - "'tis the difference between the lightning bug and the lightening" - is the way Mark Twain explained it.

Our constant challenge is to adjust our speech to our listener's ability to comprehend. If a message is confused - is it the speaker or listener who is at fault? There is no total communication until the person with whom you are speaking has the same picture in their mind that you have in yours. Communication literally means "to have in common". The phrase "we see eye to eye" translates we share the same mental picture in our mind's eye.

Over 300 years ago, John Locke wrote: "Vague and insignificant forms of speech and abuse of language,... are but covers of ignorance and the hindrance of knowledge." Do you agree - sloppy language may lead to sloppy thinking? Our language is the resource of our mental processes. If the words that form our thoughts are imprecise, then those thoughts are likely to be imprecise also.

It is logical to conclude that someone who talks and writes brilliantly really is brilliant. Who is most likely to advance and get the promotions in your world? Usually the person most likely to succeed is the one who communicates clearly.

We may well note, as Shakespeare urged in Othello, "Mend your speed a little, lest it mar your fortunes." Our recent schooling has not provided the best grounding in English usage. Contrary to current misapprehension, language is not a matter of "anything goes, just do your own thing". The communicator is responsible if the message is confused.

Effective interpersonal communication entails avoiding vague and insignificant words that are open to misinterpretation. One of these words that is in common use in business and the bureaucracy today is "implement" (possible meanings are do, start, carry out or execute). When a word is susceptible of being misunderstood it can produce confusion in the mind of the listener.

Sloppy language may lead to sloppy thinking. Cliches, jargon, profanity and slang can litter your speech. Precise language helps create precise understanding. Avoid cliches because you risk boring people. If people know what you are going to say before you say it - that's trite. For example, "it is so quiet you could hear a p_ _ d _ _ _.

If your audience can anticipate what's about to be said - you are boring. Communication problems often arise because we don't care enough to prepare. A lack of adequate words reflects a lack of proper preparation.

There is beauty in brevity. The shortest verse in the Bible is a dramatic demonstration of the validity of this statement. . . The verse consists of only two words -"Jesus wept"! These two words capture the essence of the moment in a concise and cyrptic declaration. So, a question comes to mind - why say 22 words when 2 will do?

The speakers who are easiest to understand are those who express themselves in simple sentences and focus on their point. Clarity in communication helps expedite things. History verifies - a communicator will have better career prospects than a poor one. The key is proper preparation. Continuous learning is the basis of continuous improvement.

One of the most successful business executives I've ever know was asked, "How have you become super successful so quickly"? My friend answered "Always have one or more self improvement programs going"! Reflecting on this person's career - that is exactly what he had done... when his company started selling accounting machines. My friend studied accounting and earned his CPA designation. No, he never practiced accounting, but he sure had a differential advantage when he made a sales call on an accounting machine prospect! He cared enough to professionally prepare himself to do his very best.

A moment for self-assessment: How many self-improvement programs do you currently "have going"? How many have you completed in the past year?

Now may be a good time to invest yourself by starting a concerted effort to improve your interpersonal communication knowledge and skill base.

Remember, the degree of your professional excellence is optional. Here's hoping you will exercise your option. So it is in your own best interest - as well as your organization's - to "watch your mouth"!

WORD$

2005-01-05T10:51:00.000-08:00

Words can help you increase your financial and social success, and strengthen your personality.

Research reveals that your social and business success goes hand in hand with the size of your vocabulary. It pays to increase your word power.

How can an improved vocabulary help you? You can add a new dimension to your ability to communicate effectively - if you learn how to use those adjectives, nouns and verbs that are the mainspring words of our language. They are correctly called "power words" because they are the words which successful people know and use daily. If you learn these words, they will almost perform miracles in your speech, your understanding and your writing.

Dr. Wilfred Funk, one of the world's greatest authorities on words and past President of Funk and Wagnall’s Company who publishes dictionaries and encyclopedias, said "Success and vocabulary go hand in hand. This has been proved so often that it no longer admits to argument . . . We think with words. We can't think without them!"

The great American educator, Dr. John Dewey said, "Thought is impossible without words."

The British actor of 20 years ago, Thomas Sheridan, said: "There is such an intimate connection between ideas and words that whatever deficiency or fault there may be in the one necessarily affects the other."

The more words you know the more clearly and powerfully you will think. Thus, the better you think the more ideas you will produce in your mind.

If your words are trite and fuzzy, your ideas may be trite and fuzzy. What is the #1 reason sales are lost? The answer is: Fuzzy sales presentation. Fuzzy presentations are the product of fuzzy thinking. The right words can help provide proper focus. The right word can electrify your personal communication opportunities!

"The difference between the almost right and the right word is really a very big matter - 'tis the difference between the lightning bug and the lightning," -Mark Twain

Without words our pattern of living could be like the ants’. They have remained unchanged for millions of years. Words help make us human. Words are exclusive to human beings and afford us the vehicle to communicate in a more meaningful way.

Are you aware that…

...one fourth of our conversation and letter writing is done with nine native words. (be, have, it, you, of, the, to, and, will)

...half of all our communication is done with 34 words.

...over 60% of our English language is derived from Latin, directly or through the Romance languages.

...English is the language with the largest vocabulary on the planet. Over 1,000,000 words! The average adult has a vocabulary of only 30,000 to 60,000 words. Imagine what we're missing!

Now may be a good time to invest in you. Learn new words . . . because they can help you increase your financial and social success, improve your self-confidence and strengthen your personality. And if someone asks if you read the latest article on:

Pneumonoultramicroscopicsilicovolcanoconiosis - you'll understand the question!

A good vocabulary-building program can help you project a better image and improve your chances of getting what you really want. Try it. You may enjoy the results of learning new WORD$.

How To Sell Your Ideas

2004-12-06T14:37:00.000-08:00

When the great American thinker Ralph Waldo Emerson wrote: "Build a better mousetrap and the world will beat a path to your door," he left something out. Ideas, no matter how strong or compelling, are often snubbed or spurned. And crowds usually don't march out of the blue to see a man about a mousetrap Instead, to make things happen in your career and life, you've got to do what brilliant advertising campaigns do: Get the right message to the right people at the right time.

Simply put, you've got to sell your ideas. Look around you. The people traveling to the top are the ones toting sales and negotiation skills. The ones who can rally their listeners not only to accept a concept, but to feel enthusiastic about it. Since ideas can be traded for power and value, somebody with a good one up his sleeve can earn the winning hand. Simply having a bright idea, however, is not good enough. You've got to sell it. And if you don't chances are, somebody else will, stealing credit for the concept's birth in the process.

Take Joe Humble, for example. Last week he orchestrated a better way to conduct a distribution process but didn't have the chutzpah to toot his own horn. So Rick Cool latched onto the idea, sang its praises to the boss and collected the royalties. Experts say that unless you can get your ideas to swim, your career is, at best, treading water.

Life of a Salesman

Everyone's sales training starts at an early age - the first time we convince a parent to see things our way. As we move into adulthood, we sell children on the value of vegetables, a new acquaintance on the benefits of liking us, a friend on the consequences of changing his mind. We're all better salespeople than we realize.

Why, then, do so many of us file away our natural selling skills when we get to the office? "Because our self-esteem is not high enough to risk rejection, or because we're unwilling to go beyond the familiar borders of our daily routine," explains Victor Risling, vice president of the Institute for Executive Development. But sell we must if we want to come out ahead. Actually, it's not all that complicated.

Simply put, selling is a process of uncovering and satisfying customer needs. "Satisfiers" don't dwell on how extraordinary their idea is. Instead, they compare what they have to offer with what the customer truly desires. Then, they focus on the best reason why that individual should buy from them. Take a tip from a man who teaches shortcuts to success: Jeff Salzman, boy wonder and co-owner of Career/Track a hot $25 million-a-year business seminar and tape company based in Boulder, Colorado. "If you want people to get behind you," says Salzman, "you've got to show them how great the world is going to be (for them) if they follow your lead. That involves using the oldest selling rule in the book: Always phrase your idea in terms of the buyer's interest." And direct it toward their feelings.

Carl Stevens claims that it's emotion, not rational argument that sells. "People should study the heart," he says, "because 90% of our decisions are made on an emotional basis." The art of selling becomes painting pictures with your words to show how good a person will feel if he or she embraces your idea.

What's in it for me? Salzman recommends doing your homework before important selling situations. Put pencil to paper and answer the question, "What's in it for them" with a list of specific benefits. To excel with the sell, do what a good conversationalist always does: Practice empathy and effective listening - or what the popular Learning International sales course calls "The four rapport acknowledgements," namely:

1. Give the person 100 percent attention. Hang onto his every word. Be interested rather than interesting.

2. Prove you hear what the other says by giving a genuine response, even if it's an "umm" or "got it."

3. Restate key points of the other person's message, not to prove you are listening, but to prove you understand.

4. Show respect for the other person's views, even if you disagree. Never contradict, find common ground.

Remember, too, that objections are a vital part of decision-making. They let you dig out "submerged feelings and misunderstandings, and clear the path to a sale. Satisfiers bend, sway, but always bounce back, answering objections with benefits. For instance, let's suppose you want your department to buy a new machine and your boss says, "Every machine in here is going haywire, and you want me to buy another one?" Counter with something like, "Things are tough. What I suggest won't add a problem - indeed, it should make things easier to handle. Here's how...”

One clever way to sell an idea, Salzman says, is to use a trial balloon. Phrase your idea in the form of questions, as if the idea were just occurring to you. Questions such as "I wonder what would happen if..." invite others to add their expertise - and backing - to an idea.

Wear a positive halo. Selling comes easier if you develop what insurance sales expert Russell Granger calls "a positive halo" - looking, acting and thinking like a winner. "If you walk around with the look of carelessness, with hole-ridden shoes and stained neckties, then your work and ideas are perceived in the same manner," says Granger. "Dress and act to fit in or impress the people you deal with, because people like you if they think you're like them."

Besides pitching your ideas to higher ups, Granger also suggests selling them equally hard to peers and subordinates. "Otherwise associates often give a lip-service 'yes,' but fail to follow through."

It's realy not that hard to do. If you just follow these guidelines, you too can "Sell Your Ideas"

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