| We limit ourselves when it comes to selling and | | | | commission, i.e. you lose money if you lose a sale |
| business development. Here is another story from my | | | | that’s forecasted. |
| networking association meeting the other night. This | | | | These people have no reason (in their mind) to |
| article can help you or your people overcome self | | | | change. This is where management has to step in |
| limiting sales beliefs and develop more business faster. | | | | (a) to tell their people what they have to do - coaching, |
| | | | | and (b) then hold them accountable for producing |
| Back to the two ladies I talked about in my previous | | | | results - task master. |
| story, after I asked my favorite question. “So | | | | 2. People hold themselves back. From childhood we |
| ladies, what are your major issues as it relates to | | | | are conditioned to attain a level (get a job.) People |
| business development during this economic down | | | | get so far i.e. employed with a steady paycheck, and |
| time,” here is what happened. | | | | they have subconsciously reached their level. Yes, |
| I started giving my suggestions about what they could | | | | everybody says they want more, but they are held |
| do about the low price issue (see previous story.) As | | | | back by their own negative self talk, and this, believe it |
| I’m talking, one lady is sort of listening as the other | | | | or not, keeps them in their comfort zone. |
| is checking out all the other people to see if there is | | | | Subconsciously they are saying, “The devil I know is |
| someone better that she can network to. As people | | | | better than the one I don’t.” or “Why invest in |
| walk by she actually starts talking to them as I’m | | | | self improvement, I’m good at what I do.” or |
| talking and then comes back to my golden nuggets of | | | | “This is as good as it get’s. Why risk, why |
| selling wisdoms. Obviously she wasn’t interested | | | | make the effort?” or “It’s everyone |
| in hearing what she could to do about her issue. The | | | | else’s fault,” or some other limiting negative self |
| other paid a little closer attention, but then wanted to | | | | talk. |
| tell me why the customer was wrong. Basically, | | | | This again is where managers have to step in. They |
| without words, she told me she was going to continue | | | | have to realize these self limits about their people and |
| doing it her way. | | | | (c) train them on how to sell,- trainer (d) show them on |
| Now here is the irony. These people need to win | | | | how to do it, - mentor and (e) again, hold them |
| more deals. Their business floats with the economy, | | | | accountable for the implementation - task master. |
| meaning good economy, more business and bad | | | | The lack of accountability for implementation is why |
| economy, less business - always the same share or | | | | training and self-help fails. Without reinforcing the |
| the pie. Yet, their employers want business - no | | | | changes, the negative self talk that is solidly |
| matter good or bad economy. This means in a bad | | | | programmed in the minds of everyone, takes over and |
| economy their share has to get bigger or they have to | | | | sabotages any progress towards change. See John |
| beat the competition more often. So why don’t | | | | Assaraf’s book The Answer for more on this |
| these people want to get some tips and try to use | | | | topic. |
| them? Here are 2 reasons why. | | | | So the moral of this story is that employed people do |
| | | | not have the incentive to change. They are content |
| 1. People that are employed are content and feel they | | | | in their status and unless someone - like a manager - is |
| don’t need to do anything different. If anything | | | | not content with their outcome, nothing will happen to |
| they want to change their employer - i.e. complaints, | | | | raise the level. It’s as good as it gets with more |
| suggestions, and excuses. Even if they are on an | | | | of the same happening, but everyone hoping for better |
| incentive or commission they blame the company for | | | | results - the classic definition of insanity. |
| their failures. That’s why I advocate a negative | | | | And now I invite you to learn more. |