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Selasa, Juli 29, 2008

Salesmanship Corner by Jeff Gitomer - How good at sales are you? Look at your report card!

Every salesperson, you included, gets a report card – every day.

Most salespeople, you included, ignore it.

Every time a customer gives you an order, they’re grading you for your quality, your value, and how you compare against what else is out there in the market. You get an “A” – or should I say, you get an “O” for outstanding job, and order.

The rest of the report card you get from customers and prospects requires listening and understanding, thinking and observing -- discerning is the word. It means to perceive or recognize something barely visible to others.

You don’t jump for joy because you got an order. Well, maybe you do. But you should celebrate that you were chosen above all others, because of perceived value, and perceived quality.

Grading yourself on a sale is an easy grade.

What about your other grades?

No one actually gives you a card with grades on it – prospects and customers will tell you how you’re doing by their words and actions.

For example, when a prospective customer says, “Great question! No one ever asked me that before,” that is an EXCELLENT grade. Try to get at least one of those per day.

Or, an existing customer says, “WOW!” when proactively responding to a service call they placed an hour ago to comment on what happened. That is an EXCELLENT grade. Try to get at least one of those per week.

Then there are the subtle grades. Grades that prove you’re making progress, and you have the customer’s attention. When the customer or the prospect says, “I didn’t know that,” or they say, “I’m glad you told me that,” or better, they say, “I wish we had more suppliers like you.” That is high praise. A great grade.

Music to your ears should be when a customer says, “I wish all salespeople I talk to were as good as you.” That’s not praise. That’s a blessing.

Here are some other positive grades based on your customer’s actions:

• They think of more ways to use your business or your products BEFORE you suggest them.

• They call YOU to say thanks.

• They smile when they talk to you.

• They call you to praise an individual in your company.

• You get a testimonial letter – unsolicited.

• You are invited to join an inside supplier group (asked to participate or speak).

• They ask you out for lunch.

• They offer you tickets, or ask you to an event.

All good marks – some great marks. Some of these marks may indicate that loyalty is emerging. And more important, that bidding on the next order may not be necessary. The above marks (and remarks) are reserved for value providers.

But there are also REALITY MARKS on your report card. I gave you all the pretty ones, all the nice ones. Now it’s time for the bad ones:

• No return phone call.

• They told you your price was too high.

• They stood you up for an appointment.

• You got hung up on.

• The prospect refused a meeting or an appointment.

• You got underbid.

• You got outsold.

There are lots of others, but I think you get the idea.

NOTE WELL: You don’t get a “B” for a bad mark – you get a ZERO. Unless you BLAME. Not only is there no mark for blaming, there is no reason for blaming. If you blame, you get a SUB-zero rating for not taking responsibility.

Back to the good marks. You never get the bad ones anyway, right?

There are three TOP marks. Here are the biggest three marks and most profitable marks you can get on your sales AND profit report card:

MARK ONE: You get an unsolicited re-order. What a profitable and rewarding surprise. You got it because you earned it. TOP MARK.

MARK TWO: You get an unsolicited referral. One of your customers has urged a potential customer to call you with a desire to do business. This is a REAL high mark. It means your customer is willing to risk a business relationship with someone else, in favor of the trust they have for you. TOP MARK.

MARK THREE: You become a trusted advisor to your customer. I have a few ways to determine this status. Go to www.gitomer.com, register if you’re a first-time visitor, and enter the words MARK THREE in the GitBit box.

Jeffrey Gitomer is the author of The Little Red Book of Selling and eight other business books on sales, customer loyalty, and personal development. President of Charlotte-based Buy Gitomer, he gives seminars, runs annual sales meetings, and conducts Internet training programs on sales, customer loyalty, and personal development at www.trainone.com. Jeffrey conducts more than 100 personalized, customized seminars and keynotes a year. To find out more, visit www.gitomer.com. Jeffrey can be reached at 704.333.1112 or by e-mail at salesman@gitomer.com

Leadership Corner by Dr. John C. Maxwell - Lessons from Basketball's Greatest Coach

At 97 years of age, John Wooden is a legend in the coaching profession. In 1999, ESPN named him The Greatest Coach of the 20th Century.

The list of honors garnered by Coach Wooden during his coaching career is unrivaled.

  • Over the course of twelve years, his UCLA Bruins basketball teams won ten NCAA Championships, including an astonishing seven in a row from 1967 to 1973. For comparison's sake, no other men's coach has won more than 4 NCAA titles.
  • He led his teams to four undefeated seasons; no other coach has had more than one undefeated season.
  • His teams set a record by winning 88 games in a row, including 38 in a row in the NCAA Tournament.

Winning: More than the score

After glancing at Coach Wooden's record, a person may be misled into thinking Coach Wooden was a man preoccupied with winning. However, nothing could be further from the truth. For Coach Wooden, competition was never about comparing his team to the opposing squad. Despite all of the victories, trophies, and championships, Coach Wooden never spoke to his team about winning.

John Wooden was college basketball's greatest coach because he kept score differently than any other coach. Rather than measuring success in terms of wins and losses, he focused relentlessly on potential and improvement. Coach Wooden would grow livid if his players loafed when the team was ahead by 20 points, and he could be thrilled with his team's performance - even when they lost by 20 points.

Leadership Application: When businesses focus exclusively on market share or the bottom line, they run the risk of overlooking or undervaluing the people, processes, and systems that drive results.

Practice: Not perfection, but preparation

When questioned by reporters about missing team practices, current NBA star Allen Iverson gave a disdainful tirade on the pettiness of practice. "We're sitting here, and I'm supposed to be the franchise player, and we're talking about practice. I mean, listen, we're sitting here talking about practice, not a game... how silly is that?"

For many sports fans, Iverson's comments were emblematic of the arrogance and me-first attitude of an athlete in the National Basketball Association. If nothing else, his words revealed his underlying attitude: I'm an NBA superstar; I've arrived; I'm good enough to skip practice; practice doesn't matter, it's my performance on game day that counts.

To John Wooden, such an attitude would have been reprehensible. Coach Wooden's style was best noted for his keen attention to detail and the rigors of his practice regimen. In his words, "If you prepare properly, you may be outscored but you will never lose. You always win when you make the full effort to do the best of which you're capable."

For Coach Wooden, winning happened when the stands were empty and the spectators absent. He loved the day-by-day discipline of practice. By convincing his team to give their best effort at practice, he coached them to perform at a higher level than opponents. As a result, he enjoyed unprecedented success when games were played and championships were on the line.

Leadership Application: Challenge your people to give top effort every day, and prepare to the point of excess. If you don't tolerate sloppiness when the team prepares, then they will perform better in pressure situations.

Peak Performers: More than Talent

John Wooden gained an advantage over other coaches because he had a superior method of selecting players. While most recruiters scoured high school gyms solely in search of talent and athleticism, Coach Wooden began his search from a different vantage point.

When selecting players, Coach Wooden's primary consideration was the student's transcript. For him, a student's discipline in the classroom spoke volumes about the young man's priorities. Coach Wooden wanted players who recognized their primary responsibility was to earn a college degree rather than excel on the court.

When evaluating potential recruits, John Wooden's second criterion was the student's family life. Did the student respect his parents or guardians? Did the student treat his siblings kindly? By looking into a potential player's family life, Coach Wooden measured the player's ability to build healthy relationships. He knew relational skills were essential for establishing teamwork and camaraderie.

John Wooden's third consideration when selecting talent was the composite evaluation of six coaches. He was leery of basing his analysis on a single performance. By diligently consulting the opinion of six coaches, Coach Wooden measured consistency. He wanted to avoid selecting players who gave top effort one night only to withhold it on another evening.

Coach Wooden's final criteria for selecting players were quickness and talent. He wasn't na�ve. He knew speed and natural ability were uncoachable and irreplaceable. Even so, he refused to select a player until he felt comfortable with the young man's priorities, relationships, and track record of consistent performance.

Leadership Application: By looking blindly at talent, leaders end up with malcontents who place personal gain above team spirit or talent-rich sluggards who rarely give their best effort. When hiring, consider an interviewee's life priorities, relational history, and career accomplishments. Don't discount talent, but never elevate it as the sole quality in a prospective teammate.

Minggu, Juli 27, 2008

Relationship Corner with DR. Gary Chapman - When Your Adult Child Moves Home

You thought your adult children were gone, but suddenly they are back in your house. Many couples have discovered that the main problem was their reactions to each other. The adult child was fine, but the two of them found themselves fighting each other. If you find yourself fighting, please seek a negotiator and let him or her help you draw up some reasonable guidelines that will make life easier for everyone. This may be a counselor, pastor, or trusted friend.

Planners and Strugglers
Two types of young adults return home: planners and strugglers. Planners come home to prepare for independent living. Their goals usually include saving money, paying school debts, and building a nest egg for the future. They add vitality to their parents’ lives.

Strugglers tend to return home out of necessity. They find the outside world threatening and don’t want to struggle on their own. Parents who can respond with understanding will help them reach the level of maturity necessary to go out on their own and lead productive lives.

Terms and Conditions
When your adult child returns home, it is important that you work out an agreement on a few critical issues. First, establish a time limit for the nesting experience. Second, formulate a financial agreement that will take into account the financial goals of all parties. And third, respect the need for privacy. Your marriage will not only survive but thrive if you work together in forging such an agreement.

A Thriving Marriage
Parents who have adult children at home can consider themselves fortunate in several ways. First, they are able to help their children. Parents of strugglers also have the opportunity to rectify past mistakes. They have additional time with their children while the children are developing life values.

Nurturing your own marriage is extremely important for your adult children. They need to see a model of two adults loving and encouraging each other through the years. In order to encourage our adult children, we need to encourage each other in our marriage. Giving each other words of encouragement not only sets a model for your adult children, but it gives your spouse the emotional fuel to keep going.

There are five love languages. What's yours? Take the 30-second quiz.

Excerpt taken from Parenting Your Adult Child: How You Can Help Them Achieve Their Full Potential by Dr. Gary Chapman and Ross Campbell. To find out more about Gary Chapman's resources, visit www.fivelovelanguages.com.

Rabu, Juli 23, 2008

Salesmanship Corner By Zig Ziglar - He Got Better, Not Bitter

One of my favorite people, and certainly one of America's finest communicators, is Neal Jeffrey. Neal, as quarterback, led the Baylor Bears football team to the Southwest Conference Championship in 1974. Today, he addresses many youth groups as well as adult business people. He is truly one of the most humorous, sincere and capable speakers I've ever heard. The interesting thing is that Neal is a stutterer. He has, however, chosen to make stuttering an asset, not a problem. That's the "Over The Top" way.

Now think about what you just read. A very successful quarterback and public speaker who stutters doesn't compute in the minds of most people. Neal Jeffrey has taken a negative and turned it into a positive. After speaking a few minutes, he tells audiences that in case they hadn't noticed, he stutters. Then with a big smile, he says, "Sometimes I do get hung up a little bit. But don't worry, I guarantee you something's coming!" The audience invariably responds enthusiastically.

Neal is the classic example of an outstanding individual who chose to make an "obstacle" an asset. The "obstacle" has forced Neal to be more creative and to do more reading, research and studying so he can most effectively turn that "liability" into an asset. Result: He got better - not bitter. He's better not in spite of his stutter, but because of his stutter. Like all "Over The Top" people, Neal has reached and is reaching goal after goal in all areas of his life. I believe that you can do the same thing.

The reality is that all of us have liabilities which can hold us back or propel us forward. In most cases, the choice is ours. So, take your "obstacles" or "liabilities," recognize and evaluate them, and then find a way to turn them into assets. If you do, I'll SEE YOU AT THE TOP!


Zig Ziglar is a motivator and teacher. He is the author of 26 books and loved by millions of people world wide for his practical wisdom and his gift of hope.

Salesmanship Corner by Jeff Gitomer - Are you a salesperson, a consultant, or a trusted advisor?

When I say “trusted advisor,” what words come to mind?
Relationship?
Helpful advice?
Strategic alliance?
Consultant?

DEEP THOUGHTS: Do you believe you are a trusted advisor? Do your customers perceive you as a trusted advisor?

Before you begin this lesson, take a moment to list your current accounts in which you feel you’re a trusted advisor. List the people who rely on you, and your trusted advisor status. How many are there?

When you complete this list, the first thing to do is compare it with your entire customer base. Are you a trusted advisor to more than 20% of your customer base? Take heart, most salespeople and managers are less than 10%.

And let me clarify before we get too deep into this concept – trusted, and trusted advisor are not the same – not even close. The status of being trusted is one small part of being or becoming a trusted advisor.

CONSIDER THIS: If you work for a great company, they are trusted. If your products are GREAT, they are trusted. The only variable is YOU.

Do you believe that you are a trusted advisor by your customers? I hope you do. But a bigger question is: What do your customers believe?

It’s not what YOU think you are. Rather, it’s where does the customer place you in his or her mind? How do they see you? How do they regard you? How do they refer to you? How do they talk about you? How much do they respect you? And how much do they trust you?

Here are the levels of competence you can rise to as a salesperson:
Salesperson
Consultant
Advisor
Strategic advisor
Trusted advisor
Trusted advisor and resource

NOTE WELL: These are NOT titles. They’re roles you play, and positions you are regarded as by the customer. If your card says “consultant,” that doesn’t mean you are one. The proof of title is that the customer PERCEIVES you as one.

The customer’s perception of you is your reality.

The biggest questions to ask yourself are what am I doing to ensure my status of trusted advisor in the mind of the customer? and what can I do to improve my relationship to earn and keep the status?

These elements also beg the question: Am I doing my BEST for ALL my customers, ALL the time?

Understand that becoming a trusted advisor is much more than just having a great relationship. Trusting is just the beginning.

What are the elements of a trusted advisor? CAUTION: These elements are as tough to achieve, as they are strategic to your success.
• Trusted advisors are value providers, not suppliers or vendors.
• Trusted advisors concentrate on business building – not just business seeking -- on behalf of the customer.
• Trusted advisors considered friends by their customers.
• Trusted advisors are liked, believed, respected, and trusted.
• Trusted advisors are valuable information providers.
• Trusted advisors are able to combine trust and valuable information.
• Trusted advisors understanding the situation their customers are in, and they’re willing to risk being right.
• Trusted advisors are empowered by their customers to act, and they’re willing to take action.
• Trusted advisors help customers profit, not just save money.
• Trusted advisors figure out a way to get more face time.
• Trusted advisors make decisions based on the relationship, not the quarter, or the quota.
• Trusted advisors are always invited in.

A trusted advisor displays professionalism, friendliness, competence, product knowledge, and expertise. Not just an expert, but also an expert communicator.

REALITY: Those elements are GIVEN – they are the basics that qualify you for the status of trusted advisor.

To earn the status, these basics must be COMBINED with your knowledge of the customer, the customer’s business, and how they use, produce, benefit from, and profit from your products and services.

Trusted advisors keep competitors at bay. And they bridge the gap between a satisfied customer to a loyal customer.

MAJOR CLUE: The customer must PERCEIVE that you have these qualifications, or you will allow your competition to get in the door and establish some sort of position.

Remember the list I asked you to make at the beginning of this lesson, but you probably didn’t? For those few of you that did, I wonder if you still have the same people on the list? And for those of you who did not make a list – I venture to say that after this information, I dare say there are fewer people in the “they consider me a trusted advisor list” than you were thinking.

Well, if you’re a bit shaky right about now, let me assure you, if you invest the next few months doing things for your customer, you’ll get a clearer idea of what you must do to establish your position, your relationship, and your reputation.

I have prepared a trusted advisor test. To see where you score, go to www.gitomer.com, register if you’re a first-time user, and enter the words DROP IN in the GitBit box.

Jeffrey Gitomer is the author of The Little Red Book of Selling and eight other business books on sales, customer loyalty, and personal development. President of Charlotte-based Buy Gitomer, he gives seminars, runs annual sales meetings, and conducts Internet training programs on sales, customer loyalty, and personal development at www.trainone.com. Jeffrey conducts more than 100 personalized, customized seminars and keynotes a year. To find out more, visit www.gitomer.com. Jeffrey can be reached at 704.333.1112 or by e-mail at salesman@gitomer.com

Senin, Juli 21, 2008

Gelas Anggur Itu tak Pernah Kosong...

Hidup tak lebih dari kumpulan ujian, karena apa yang kita dapatkan setelah kehidupan jauh lebih berharga dari kehidupan itu sendiri. Nikmatilah kehidupan ini ketika masalah datang. Itu tandanya hidup masih mencintai. Ibarat gelas anggur yang tak pernah kosong, hidup akan lebih nikmat kalau terus terisi anggur terbaik. Tidak berlebih karena memusingkan, juga tidak kurang karena akan tidak berkhasiat. Hidup tahu kapasitas masing-masing dalam menikmatinya.

JALANI HIDUP DENGAN PENUH RASA SYUKUR SETIAP HARINYA...

Salam Warrior,

Anton Karya
Sent from my BlackBerry® wireless device from XL GPRS network

Jumat, Juli 18, 2008

Relationship Corner by Dr. Gary Chapman - Love is a Choice

The Five Love Languages has helped hundreds of thousands of couples rediscover warm emotional feelings for each other. Now, this did not happen because someone decided, “I’m going to have warm feelings toward my spouse again.” It began when one person decided, “I’m going to express love to my spouse in spite of the fact that I don’t have warm feelings toward her or him.” Emotional love can be rediscovered. The key is learning the love language of your spouse and choosing to speak it regularly. Warm feelings are the results of loving actions. Love is a choice.

A Powerful Weapon
How can we express love to our spouses when we are full of hurt, anger, and resentment over past failures? Remember
the words of Jesus: “Love your enemies. Bless those who curse you.” Why would Jesus say this? Because love is the most powerful weapon to change the heart of the other person. Love doesn’t erase the past, but it makes the future different.

The Full Tank
If I know my wife's primary love language and choose to speak it, her deepest emotional need will be met and she
will feel secure in my love. If she does the same for me, my emotional needs are met and both of us live with a full “love tank”.

How do you create this kind of growing marriage? It all begins with the choice to love. I recognize that as a husband, God has given me the responsibility of meeting my wife’s need for love. I choose to accept that responsibility and learn how to speak her primary love language. What happens? My wife’s attitude and feelings toward me become positive. Now she reciprocates and my need for love is also met. Love is a choice.

It May Be Unnatural
What if speaking your spouse’s love language doesn’t come natural for you? The answer is simple: “You learn to
speak it!” My wife’s love language is "acts of service". One of the things I do for her regularly as an act of love is to vacuum the floors. Do you think this comes naturally for me? You couldn’t pay me enough to vacuum the house. There is only one reason I do it: LOVE. You see, when it doesn’t come naturally to you, it is a greater expression of love.

The Key to Emotional Warmth
Your spouse has a primary love language, and if you learn to speak it, you will see a radical change in your
spouse. The five love languages are words of affirmation, acts of service, quality time, physical touch and gifts.

Learn your spouse’s primary love language and you will have the key to unlocking warm feelings. You don’t have to have warm emotions toward your spouse to speak their language. Love is a choice.

There are five love languages. What's yours? Take the 30-second quiz.

Excerpt taken from The Five Love Languages: How to Express Heartfelt Commitment to Your Mate by Dr. Gary Chapman. To find out more about Gary Chapman's resources, visit www.fivelovelanguages.com.

Leadership Corner by Dr. John C. Maxwell - Improvising Your Approach to Improvement

Our well-being and happiness are tied to the notion that our lives can improve. We hope for a better future for our company, our kids, and ourselves. We dream of a tomorrow that's better and brighter than today.

Here are a few improvements many of us desire to see:

  • We hope to lose weight and improve our fitness
  • We hope to earn more money and improve our financial standing
  • We hope to argue less with our spouse and improve our marriage

Over the next year, if we knew our health would deteriorate, our economic situation would worsen, and our closest relationships would unravel, then we'd be depressed. In fact, even if we knew our lives would stay the same, most of us would feel unsatisfied. We're always looking to improve the quality of our lives - it's human nature.

Unfortunately, many of us never go beyond hoping for improvements to actually making them. In this lesson, I'd like to share some insights to help you improvise your approach to improvement.

Develop Habits

The secret of your success is determined by your daily agenda. Leaders who make successful improvements share a common denominator: they form habits of daily action that those who fail to improve never develop. As my friend Andy Stanley says, "Your direction determines your destination." The steps you make each day, for good or ill, eventually chart the path of your life.

Consider the analogy of saving for retirement. Financial advisers counsel us to invest for retirement early in our careers and consistently throughout life. If we do, we can quit working at 65 with a sizeable nest egg. However, if we neglect funding our 401(k) each month, then we end up with nothing. We may still "hope" to win the lottery and secure our financial future, but we've lost the ability to control our fate.

Befriend Discipline

We live in the ultimate quick-fix culture. Everyone wants to be thin, but few people eat healthy and exercise. Everyone wants financial stability, but many refuse to be bothered by a budget. Rather than trouble ourselves with discipline, we opt for diet fads or speculate in the stock market. When we don't see long-term improvements, we discard one fad in favor of another.

In life, there are two kinds of pain: the pain of self-discipline and the pain of regret. The pain of self-discipline involves sacrifice, sweat, and delayed gratification. Thankfully, the reward of improvement softens the pain of self-discipline and makes it worthwhile. The pain of regret begins as a missed opportunity and ends up as squandered talent and an unfulfilled life. Once the pain of regret sets in, there's nothing you can do other than wonder, "What if?"

Admit Mistakes

When trying to improve, we not only risk failure, we guarantee it. The good news is that mistakes generally teach us far more than success. There's no sense pretending we're perfect. Even the best of the best have moments of weakness. That's why it's important to be honest when we fall short, learn from the mistake, and move forward with the knowledge gained.

Measure Progress

You cannot manage what you cannot measure. Identify the areas in which improvement is essential to your success and find a way to track your progress. Keeping score holds you accountable and gives you a clear indicator of whether or not you're actually improving.

Change Continually

Continual change is essential for improvement. One of the great paradoxes of success is that the skills and qualities that get you to the top are seldom the ones that keep you there. The quest to improve forces us to abandon assumptions, embrace innovation, and seek new relationships. If we're complacent for too long, we'll fall behind the learning curve. Once this happens, it's a steep, uphill climb to get back to the top.

The desire for improvement has a degree of discontent in it. Personal growth requires apparently contradictory mindsets: humility to realize you have room to grow but also confidence that improvement is possible.

SUMMARY

Tips for Attaining Improvement

  1. Develop Habits
  2. Befriend Discipline
  3. Admit Mistakes
  4. Measure Progress
  5. Change Continually

Kamis, Juli 17, 2008

Salesmanship Corner By Zig Ziglar - How to "Finish Well"

A few years ago my wife and I attended the musical, "Crazy For You." During the delightful performance I observed a great many important principles which should be applied by anyone seeking a happy and successful life. First, all 28 members of the cast gave their total effort from "hello" to "goodbye." Second, the enthusiasm of every performer was conspicuous. Third, regardless of the size of their part, each one gave a total effort. Fourth, their commitment to do their best was obvious and inspiring. Fifth, through their body language and smiles they encouraged each other. Sixth, their team spirit, including the stage hands' efforts during scenery changes, was absolutely phenomenal. Seventh, the confidence and trust they had for and in each other was wonderful. Example: Some performers fell backwards off the platform without looking into the waiting arms of their fellow performers. Eighth, their timing was absolutely magnificent. Ninth, they had fun performing. Tenth, their preparation was obvious. Eleventh, their enthusiasm and fun in performing increased our enjoyment in watching them.

To paraphrase Will Rogers, each of the performers knew what they were doing, believed in what they were doing, and loved what they were doing. To take it one step further, I would even say they had a passion for what they were doing - and it showed.

The elements that made the show successful are the same elements that can make your life successful. In concert, they amount to competence and professionalism. If we add these elements to our daily lives, our productivity will increase dramatically, our future will be infinitely brighter, employment security will be substantially improved, and we will "finish well." Think about it, take those steps and I'll SEE YOU AT THE TOP!

Zig Ziglar is a motivator and teacher. He is the author of 26 books and loved by millions of people world wide for his practical wisdom and his gift of hope.

Salesmanship Corner by Bill Lampton Ph.D. - Overcoming Stereotypes: A Key Step In Successful Communication

A few months after the infamous 9/ 11 disaster in New York City, I was directing a seminar in New York for the Orvis Company. I asked the group for examples of how stereotypes–our preconceived opinions about people, based more on assumptions than facts–had impacted their communication. One participant said:

"Shortly after the World Trade Center disaster, our hunting lodge got a request to host a two–day shoot for people whose names reflected mid–Eastern origins. We were quite suspicious, even fearful. Did they want to improve their marksmanship so they could destroy Americans? Were we in danger ourselves? Yet when the group arrived, we saw right away that they were well mannered, exceptionally cooperative. In fact, they became some of the most pleasant guests we ever hosted. Nothing about them frightened us. We discovered that our stereotypes were unfair and misleading."

Have you ever felt that you were a victim of stereotyping? As women have moved into managerial posts, they have referred to a "glass ceiling"–the barrier to greater advancement because of the stereotype which questions their ability to handle leadership responsibilities at the highest levels.

Regional stereotypes remain prominent. For example, people who live in the southern region of the United States face special challenges concerning stereotypes. During their travels, they experience preconceived notions, not always flattering or fair. When they meet people in Chicago, Los Angeles, Denver, and Boston, southerners must break through the mistaken images of the South created by Hee Haw, Dukes of Hazard, the Andy Griffith Show, Gomer Pyle, and other television programs. They shock those who expected them to show up barefooted, use terrible grammar, and be totally uninformed about manners, business and national affairs.

Throughout my childhood, I had to fight the stereotype that came with being an identical twin. Because my brother Ben and I looked alike, people–including family members–concluded that we shared identical opinions on every topic, and that we wanted to do the same things. Those notions were way off base. Even today, although we share some interests and ideas, our differences out weigh our similarities.

To subdue stereotypes, and clear the way for accurate and productive communication, I recommend these steps:

  • Identify the stereotypes that have marred your judgment, such as "All athletes are poor students" and "All wealthy people are selfish and greedy."


  • Look for exceptions to your stereotypes. You will find brilliant athletes and you'll meet rich people who support philanthropic causes.


  • Eliminate harmful words and phrases from your vocabulary, such as "Every" and "That's just like a …"


  • Challenge stereotypes people express about others. Example: Someone says, "All bosses are just out for themselves." You reply, "That may be true in some cases. But my supervisor makes sure that everybody on his team enjoys an equal opportunity to get promoted."


  • Challenge categories people assign you to automatically. Suggest politely, "You're mistaken in your opinion about me. Let me tell you why." With tact and goodwill, you and I can resist accepting the labels we don't fit. We'll win respect, and we will pave the way for unblemished communication.


  • When I shared these thoughts with a prominent South Carolina television broadcaster, now retired, he sent me this wonderful reply: "We are so often and so quick to lump, generalize and paint all with the same brush. Sometimes, in a fit of stupidity, I am guilty of the same–and thank God I stop and realize how devastating that stupidity is, especially when I joyously see an African–American, a Jew, a Muslim, or even a Baptist (being Methodist) friend of mine or someone I admire, and do not see race or creed, but feel absolute friendship, admiration or even love. People who are mired in hatred and prejudice are dangerous and to be pitied."


    Writer's Resource Box:

    Bill Lampton, Ph.D., Helps You Finish in First Place. He has shared his expertise in communication, motivation, sales and customer service with a diverse client list. He wrote a popular book: The Complete Communicator: Change Your Communication, Change Your Life!
    Visit his Web site Call Dr. Bill Lampton at 770-534-3425 or 800-393-0114. E-mail him: drbill@ChampionshipCommunication.com

    Senin, Juli 14, 2008

    Relationship Corner by Dr. Gary Chapman - Distorted Anger

    Satan has used many strategies to mischannel God’s intention for human anger. One of the most powerful is to make us think that all of our anger is of equal value; that is, that all of our anger is valid. Two kinds of anger exist: definitive and distorted. Definitive anger is born of wrongdoing. Someone treats us unfairly, lies about us or in some other way does us wrong. This is valid anger.

    The second kind of anger, however, is not valid. It is triggered by a mere disappointment, an unfulfilled desire, a frustrated effort. No wrong was committed. This is distorted anger, and learning the difference between definitive and distorted anger is the first step in handling anger in a godly way.

    Dirty Dishes
    In distorted anger, a perceived wrong leads to the anger. Picture this. I eat dinner and leave for a meeting. I
    return three hours later to find the dirty dishes still on the table and my spouse on the couch watching TV. I am angry. Why? I perceive that they have been lazy, thoughtless, irresponsible. But If I pause and ask what happened that the dishes are still on the table, I may learn that my spouse has been sick and unable to wash the dishes. My anger is distorted.

    Are You a Perfectionist?
    Two questions are important
    in determining the validity of anger. The first is, “What wrong was committed?” The second is, “Am I sure I have all the facts?”

    The perfectionist has high expectations not only for himself, but for others. When people do not live up to these expectations, he will often get angry. Such anger is distorted. Don’t allow your perfectionistic personality keep you angry with your spouse. Let your spouse be who he or she is - a little less than perfect.

    Get the Facts
    Often in marriage we get angry because something our spouse says or does embarrasses us. Something they fail to do
    irritates us. We start thinking, “I can’t depend on her for anything. She doesn’t love me. If she loved me, she would not let this happen.” When you are angry, think before you act. Make sure you have all of the facts, and pray for wisdom. You may discover that your anger is distorted.

    There are five love languages. What's yours? Take the 30-second quiz.

    Excerpt taken from Anger: Handling a Powerful Emotion in a Healthy Way by Dr. Gary Chapman. To find out more about Gary Chapman's resources, visit www.fivelovelanguages.com.

    Kamis, Juli 10, 2008

    Salesmanship By Zig Ziglar - Anything Worth Doing Is Worth Doing Poorly

    Chances are superb that when you saw the heading of this article you did a double-take and thought to yourself, "That is ridiculous!" But, let us think together and I believe you will agree that the observation is correct. Look at it this way: If you were to quit any endeavor because you did miserably on the first try, your life would be infinitely poorer. Think of it this way: When you watch sports professionals, whether golf, tennis or any other sport, play near-perfect games, you probably stand in amazement. What you're watching is an individual who has literally hit thousands of golf balls, or tennis balls, many of them poorly, and has taken hundreds of lessons from teaching pros to improve his or her game. They understood from the beginning that if they were going to play good golf or tennis, they would play a lot of poor games along the way.

    The same applies in every area of life. Most sales professionals probably blew many sales before they became consummate professionals. They understood that every call, whether they made or missed the sale, was a marvelous learning experience. They understood that if it was worth doing, it was worth doing poorly - until they learned to do it well.

    The same can be said of the exceptional teacher or the master chef. Each undoubtedly made many mistakes along the way, but they considered those "mistakes" learning experiences. So, whatever your endeavor, just remember that if it's worth doing, it's worth doing poorly until you can learn to do it well. Buy that idea and I'll SEE YOU AT THE TOP!

    Zig Ziglar is a motivator and teacher. He is the author of 26 books and loved by millions of people world wide for his practical wisdom and his gift of hope.

    Salesmanship Corner by Jeff Gitomer - What would Ben Franklin think of the Ben Franklin close?

    The Benjamin Franklin Close (also known as "The Balance Sheet Close") is one of the classic old time sales tactics used to close a sale. Never heard of it? Shame on you. Not enough sales training.

    The scenario is this: You've made your presentation, but the prospect is on the fence and won't make up his or her mind. You've tried everything, but can't get them to budge.

    Then you say, "Benjamin Franklin was one of our wisest citizens. Wouldn't you agree, Mr. Johnson?" (Get prospect's agreement.) "Whenever he was faced with a decision, and he had some pretty big ones back then, he would take a plain piece of paper, draw a line down the middle, and put a plus (+) on one half, and a minus (-) on the other."

    "In his genius he discovered that by listing all the positive elements on the plus side of the paper, and the negative things on the minus side, the decision would become obvious. Pretty sound concept, agreed?" (Get prospect's agreement.)

    "Let me show you how it works. Since you're having a tough time deciding, lets list the benefits -- some of the reasons you may want to purchase. Then we'll list the negatives. Fair enough?" (Get prospect's agreement.)

    Now you list every good thing about your product or service. Get the prospect to say most of them. What the prospect says will be the main points of interest to him. Take your time to develop a complete list. THEN YOU SAY: “Okay, let's list the negatives.” Hand the pen to the prospect and push the list towards him. Don't say a word. The prospect will typically think of responses having to do with price or affordability.

    In theory, this sounds like a good way to close a sale.

    There’s one big problem with the Benjamin Franklin Close. Its old world selling that doesn't work AND annoys the buyer. Try that close on someone who has ever taken a sales course, and it's an insult.

    The reality of the sale is -- the prospect has already made up his mind -- he's just not telling you.

    Should you forget it and never use the Ben Franklin Close? Heck no! Just use the Ben Franklin principle in a different way. Do what Ben would have done. Figure out a new way, a better way, and use it.

    Here's a powerful new way to re-use this classic close. Use it on yourself -- before you make the sales call. Use it as a preparation tool. Use it as a strategizing device. Use it to get ready to make a big sale.

    Get a plain piece of paper (or your laptop), and draw a line down the middle of the page.

    On the plus side…

    • List the prospect's main needs.

    • List the questions you want to ask.

    • List the benefits and main points you want to cover.

    • List one or two personal things in common to discuss.

    • List the decision maker(s).

    • List why you believe they will buy.

    On the minus side…

    • List the reasons why the prospect may not buy -- and your responses.

    • List the obstacles you may have to overcome.

    Now you're ready to make the sale, and Ben helped you.

    If you use the Ben Franklin Close on yourself before you go in to make the sale, then you can ask the buyer intelligent closing questions. Questions that might lead with the phrases: What are the major obstacles… or What would prevent you from… or Is there any reason not to proceed with…?

    Try this new version of an old classic. Close yourself before you make the sale. Ben would be proud. So will your boss.

    I think it was Franklin who said, "A close in time saves nine - objections," but history has distorted it for the people who knit. Pity.

    If you would like a few famous Ben Franklin quotes that will inspire you, motivate you and help you see the obvious in a new way go to www.gitomer.com, register if you’re a first-time visitor and enter the words BEN FRANKLIN SELLS in the GitBit box.


    Jeffrey Gitomer is the author of The Little Red Book of Selling and eight other business books on sales, customer loyalty, and personal development. President of Charlotte-based Buy Gitomer, he gives seminars, runs annual sales meetings, and conducts Internet training programs on sales, customer loyalty, and personal development at www.trainone.com. Jeffrey conducts more than 100 personalized, customized seminars and keynotes a year. To find out more, visit www.gitomer.com. Jeffrey can be reached at 704.333.1112 or by e-mail at salesman@gitomer.com

    Jumat, Juli 04, 2008

    Salesmanship Corner by Dave Kahle - Beliefs that limit a salesperson's performance: I must believe in a product in order to sell it

    The role of beliefs in limiting behavior

    As a sales trainer, I often confront a difficult obstacle that stands in the way of developing more effective salespeople. Too often salespeople are hindered by limiting beliefs that prevent them from implementing the best practices, principles and processes that can multiply their results. They remain bound by internal barriers of their own conception.

    Here's an example. A Customer Service Representative wants to move to outside sales. He was good at his job of reacting to whoever was on the other end of the phone line and responding effectively to the request of all the customers. As a result, he forms the belief that success is a matter of responding effectively to everyone. He's moved into outside sales, where he naturally brings along that belief. In that new position, he continues to operate on the basis of that belief, responding effectively to everyone who has a request for him. As a result, he finds himself spending inordinate amounts of time with small and needy customers, and very little time with larger, more sophisticated and higher potential customers. And as a result of that, his sales are mediocre, although he feels fulfilled.

    It's not that he doesn't have the ability to do better; it is just that his belief limits his effectiveness.

    This example illustrates just one of many beliefs that limit the productivity of salespeople. Many of these self–limiting beliefs are so subtle that they operate beneath the level of consciousness, supporting some behaviors and preventing others without the salesperson's conscious awareness. In order to unleash the salesperson to higher levels of productivity, these beliefs must be recognized, challenged and changed.

    "I must believe in a product in order to sell it."

    I can't tell you how many times I've heard this. I hear it frequently from new salespeople, and occasionally from more experienced reps. It is often pronounced with a bit of a smug, self–righteous attitude and projects the air that this is the last word on the subject – "That's my position. Period. End of conversation."

    That's too bad. Because, as long as the salesperson holds this belief, he will never achieve his potential.

    It's detrimental because it holds that the product, or more specifically, the salesperson's opinion of the product, is the ultimate influencer of sales behavior. The salesperson's opinion becomes more important than the needs and situation of the customer.

    Here's an example. At one point in my life, I sold men's suits and sport coats in a relatively expensive men's clothing store. At a time when the average price of a man's suit was around $100, we had one line of suits that sold for an average of $350 – three and a half times the price of the average.

    I personally thought that it was a waste of money. Why pay that much, when you could get a perfectly good suit for a third of the price? I would never buy one of those. I just didn't believe in it.

    Now, if I had been ruled by the belief, "I must believe in the product in order to sell it," I would never have shown those suits, never had suggested them, and never had sold them. However, my personal opinion didn't matter to those people who wanted the extra details and more expensive look of that line of suits, and who could afford them.

    I would have allowed my personal opinion to stand in the way of the sale made to someone who did not share my opinion. In so doing, I would have limited my sales and hindered my ability to fulfill the customer's needs.

    Now, you can say that the example isn't a good one. We all have limits on what we can spend. You've missed the point. It could have just as well been a line (and, in fact, it was) that was extremely cheap. I didn't believe in that line, either. I didn't think that line was worth the money. But, I didn't let that opinion stand in the way of the customer who could afford nothing more.

    You see, the point is that my (or any salesperson's) opinion should not take precedence over the customer's needs. It puts the wrong issue at the heart of the sales process. When you hold this belief, the sale is not about the customers' situations, opinions and needs; it's about your opinion of the product.

    Who gave you such omnipotent insight? Where did you acquire such absolute judgment? Where did you gain such arrogance as to think your opinion was so important?

    In my career, I have sold countless things in which I did not believe. Given the choice, I personally would not have purchased them. I don't see that as a flaw in my character; I see it as a strength. It says that I was never so arrogant as to think that my opinions over–ruled the customers'. It says that I tried to always hold the customer's situation and the customer's opinion as a higher value than my own.

    Thus, it did not matter what I thought of the product, it only mattered what the customer thought.

    I reduce the essence of the sales process down to these fundamental steps that apply to every selling situation:

    1. Engage with the right people.
    2. Make them comfortable with you.
    3. Find out what they want.
    4. Show them how what you have gives them what they want.
    5. Gain agreement on the next step.
    6. Follow up and leverage satisfaction to other opportunities.

    The heart of the process is contained in the process represented by steps three and four. Finding out what they want, and showing them how what you have gives them what they want, is the essence of sales.

    When you are ruled by the belief that you must believe in the product before you can sell it, you limit your ability to implement the essence of the sales process. You'll find out what they want; only you hold this product back. They are not allowed to want the benefits that it provides. And you limit your ability to show them how what you have gives them what they want. You don't show them that product which is not high in your list.

    That's why this belief is so limiting. It removes possibilities from your ability to understand your customer, and it removes options from your menu of solutions.

    No wonder that salespeople who hold this belief only achieve a fraction of their potential.

    If this belief is one of the fundamental tenants of your opinion as to what constitutes a professional salesperson, it's time to rid yourself of it. Instead of focusing on your opinion of the product, focus on the customer's situation, and the customer’s needs. Your job is not to impose your opinions on the customer's behavior; it is to meet the customer's needs with solutions that fit the customer's situation. In so doing, you'll break through the barriers that limit your effectiveness, and move to a higher realization of your own potential.

    Salesmanship Corner By Zig Ziglar - Solving the "Blues" Problem

    First, let me define the "blues." I am not referring to clinical depression, which is a medical condition and requires the help of a skilled physician. I use the term "blues" to describe the type of depression most of us experience at one time or another. It simply starts with a mild case of "stinking thinking" and accelerates into a severe case of "stinking thinking."

    First, accept the fact that you (except in cases of chemical imbalances) can control your moods and that your actions will dictate your feelings. One sound psychological axiom is this: logic will not change an emotion, but action will. The old saying, "Act as if and it soon will be," has more than a kernel of truth in it. Example: In the last 22 years there have been dozens of times when I did not feel like working out, but I have always gone ahead. Experience has taught me that once I start to exercise, I will feel better and enjoy the process.

    It happens to you. The "opportunity clock" sounds off (negative people call it an "alarm clock") and you slowly get out of bed, not really feeling like going to work but knowing you have responsibilities. You do a little halo-adjusting and head for work. Once there you get involved in what you need to do and quickly forget about "not feeling like doing it."

    Depression is almost always preceded by anger. You need to deal with the person or circumstances that triggered the anger. That's a major step toward putting it behind you. Next, put some order in your life. Frequently, depression is caused or sustained by "loose ends" in our lives - a desk or office that is "a wreck"; a house or room that looks like a cyclone hit it. Get things around you in order and soon your thinking will be in order.

    Next, do something for someone else. There's nothing more exhilarating than the feeling you get from helping someone else. Try these ideas to overcome your "blues" and I'll SEE YOU AT THE TOP!

    Zig Ziglar is a motivator and teacher. He is the author of 26 books and loved by millions of people world wide for his practical wisdom and his gift of hope.

    Halo Anton...

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