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Casual Articles - Definite Goals And The Burning Ambition To Achieve Them: How To Be A Winner
Problem Situations:*Eliminate an unwanted situation *Obtain an improved situationTypes of Problems:**People – the most difficult to solve **Equipment/Procedure – Ex: The office computer network is frequently off-line. **Financial – Worker productivity is too low in relation to the wages paid.Steps to Making Decisions:1. Verify that a problem actually exists2. Clearly and Accurately State the Problem Focus on the Main Issue(s) Decide If and Which Person or Persons Are Involved3. Gather the FactsNote: There are sources to help you gather information. Some of them are:a. Brainstorming – using creative thinking to find ideas. b. Group discussions with people affected by the problem. c. Distribute an information survey to gather specific responses. d. Conduct personal interviews with people affected by the problem.What happened? When did something happen? Where did something happen? Why did something happen?4. Organize and Make Sense of the FactsWhat do I need to do to solve the problem? Did this problem occur because of a personality conflict? Has this problem been solved before? How? By Whom? How much time is available to solve this problem? Do I need money to solve this problem? Do I need someone’s advice to solve this problem? Will the solution result in a lawsuit? Does the solution mean eliminating equipment, personnel, or a procedure?5. Select the “best fit” solution as a result of asking the above questions.6. Implement the solution7. Follow-
I, personally, have been involved in supporting people to develop plans for most of the last twenty-years. Very early on, I realised that plans will fail unless they are truly owned by everyone who has responsibility for achieving the goals set. The best way of ensuring ownership is to involve people in developing the plans in the first place.
Can you imagine getting 20 voicemails at work? How about 15 voicemails? Do you think that you would have the time to listen to each and every voicemail? Do you think that you would have the time to return each call? How about 10 voicemails? Is the number 10 maybe a bit more manageable? Is that number still too many? Ok, for a minute, let’s imagine if your sales prospect returned to their office, sat down at their desk, listened to their voicemail and the automated voice said, "You have 10 unread voicemail messages." Does this scenario sound realistic? Well, I think that the number 10 is quite possible especially if you are contacting successful business professionals, don’t you?If your prospect were busy prior to finding out that they had 10 voicemails, can you imagine how they must feel now? The last person they want to hear from is someone making cold calls! Of all these voicemails which ones will actually get a return phone call from your sales prospect? I was unable to find research to answer this question. However, I would say that a very small percentage would warrant a callback. My guess is that 10%-20% of voicemail messages left by cold callers get returned. Which of these voicemails that your prospect decides to callback do you think are part of this so-called "10%-20% Club?" I would say any of the following voicemail messages that I’ve listed below would take precedence over the voicemail message that you had left for your sales prospect (especially if this is your first contact with them!). These top priority voicemail messages include:Returned calls (Calls that your prospect made and now they are getting a callback!) t
If you are serious about developing your business or organization, please spend five minutes reading the rest of this article, it might be the most worthwhile thing you do today.
I am sure the majority of you these days have at some time developed business plans or have set objectives at annual appraisals and such like. I wonder though how often these goal plans are revisited once they are written down and how many planning documents are left to get dusty on bookshelves or at the bottom of a drawer. So often, I am sure that in all kinds of organizations, planning exercises are the end in themselves and not the means to achieving success they should be.
The reasons for this are usually quite simple and fall in either one of two categories or frequently both:
• The goals set have been inappropriately stated and have not taken on board the starting point for the organization concerned
• There hasn’t been a sufficient buy in of the plan by everyone in the organization and consequently there is no culture of accountability being nurtured
Does this ring any bells with you? If it does, I’d like to give you some ideas how you can create successful plans that will transform your business or organization. At The Enfys Acumen, we believe that plans should be tools that are regularly used to help you achieve what you want to achieve.
Plans are the most significant management tools we have
I, personally, have been involved in supporting people to develop plans for most of the last twenty-years. Very early on, I realised that plans will fail unless they are truly owned by everyone who has responsibility for achieving the goals set. The best way of ensuring ownership is to involve people in developing the plans in the first place.
Eighty percent of the success of top salespeople is due to their winning attitude. Only 20 percent is aptitude. Successful people are sure of themselves. They know how to handle rejection. They know how to push a prospect towards a commitment in a firm but friendly way. They have a consistently positive and enthusiastic outlook on life.Salespeople who have 100 percent more sales than other salespeople are not 100 percent better than those who have a lower percentage of sales . What they have is a winning edge that puts them over the top, allowing them to make a sale when others would have failed. Since sales performance is 80 percent mental attitude, this winning edge is psychological. And developing a psychological edge is the key to turning around poor sales performance.To gain the psychological edge of top salespeople, you must change the way you think of yourself and the world around you. This is called your self-concept. It’s based on a series of idea, fears, doubts, opinions, and values acquired throughout your life. It affects everything you do, think, or feel.Your self-concept is made up of three parts: self-image (how you see yourself), self-ideal (how you would like to be), and self-esteem (how much you like yourself). You improve your self-concept by first improving your self-image. If you want to be one of the top salespeople in your company or industry then, you have to see yourself as they see themselves. You have to act like them, talk like them, and even dress like them.Everything that happens to you happens for a reason. This is the law of cause and effect, and it is the principle mental law of selling. This law
The reasons for this are usually quite simple and fall in either one of two categories or frequently both:
• The goals set have been inappropriately stated and have not taken on board the starting point for the organization concerned
• There hasn’t been a sufficient buy in of the plan by everyone in the organization and consequently there is no culture of accountability being nurtured
Does this ring any bells with you? If it does, I’d like to give you some ideas how you can create successful plans that will transform your business or organization. At The Enfys Acumen, we believe that plans should be tools that are regularly used to help you achieve what you want to achieve.
Plans are the most significant management tools we have
I, personally, have been involved in supporting people to develop plans for most of the last twenty-years. Very early on, I realised that plans will fail unless they are truly owned by everyone who has responsibility for achieving the goals set. The best way of ensuring ownership is to involve people in developing the plans in the first place.
Business large and small should consider hiring a professional branding company. A branding company brings a lot to the table. First and foremost they bring a third party objective point of view that a business is unable to obtain. The old saying holds true, you can’t see the forest through the trees. But how do you choose the right branding company? Ask yourself these questions.How do they promote themselves? Are they calling themselves an advertising agency that also does branding? If so, they are not a true branding agency. An advertising agency has a hidden agenda, to sell advertising. A branding company does not favor one tactic over another so they should not and would not promote advertising unless it is the right direction to go in. Be careful of these ad agencies that say they do branding. It is much easier to use a buzz word like branding then to actual know how to brand properly.Are they a web design company that says they do branding? These are the absolute worst offenders of not being a branding company. Ask them simple branding questions like what is positioning or explain the difference between brand identity and brand image. Most will not even know the answer. Then you can ask them a trick question like define brand equity (currently there is no definitive answer). Web design companies are well, web designers. They are not strategic branding experts by any stretch of the imagination.Are they a marketing company that says the do branding? Be very careful of marketing companies as they are the sneakiest offenders of all. They will talk strategy and integration but they know little about internal branding. They typically prohemselves and not the means to achieving success they should be.
The reasons for this are usually quite simple and fall in either one of two categories or frequently both:
• The goals set have been inappropriately stated and have not taken on board the starting point for the organization concerned
• There hasn’t been a sufficient buy in of the plan by everyone in the organization and consequently there is no culture of accountability being nurtured
Does this ring any bells with you? If it does, I’d like to give you some ideas how you can create successful plans that will transform your business or organization. At The Enfys Acumen, we believe that plans should be tools that are regularly used to help you achieve what you want to achieve.
Plans are the most significant management tools we have
I, personally, have been involved in supporting people to develop plans for most of the last twenty-years. Very early on, I realised that plans will fail unless they are truly owned by everyone who has responsibility for achieving the goals set. The best way of ensuring ownership is to involve people in developing the plans in the first place.
In a minute, I'm going to give you a way to write great headlines for your newsletter that is as easy as painting by numbers. But first...Several years ago, I worked as an editor on a daily newspaper. I didn't write the stories, but it was my job to make sure they all appeared on the page -- and that as many people were attracted to read them as possible.No page was more important than the front page. And no story on that page was more important than the 'splash' -- the biggest story in the whole paper.So guess which story got the most attention? And guess which part of that story got the most care lavished on it?Of the entire newspaper, the big headline on the front page was given top priority.Why was this?Because the editors knew it was this element of the entire newspaper that was most responsible for daily sales. So the headline had to be the best it could be.But there's no point in having a headline if all people do is read the headline and move on. The main purpose of any headline in your newsletter is to get the story underneath it read.So here's a quick checklist for eye-popping headlines:Your headline should indicate the article contains information that is useful to readersYour headline should indicate the article contains information that is interesting to readersYour headline should inform readers about the content of the article but be leave enough unsaid to intrigue readers to read the entire articleYour headline should be an accurate representation oion and consequently there is no culture of accountability being nurtured
Does this ring any bells with you? If it does, I’d like to give you some ideas how you can create successful plans that will transform your business or organization. At The Enfys Acumen, we believe that plans should be tools that are regularly used to help you achieve what you want to achieve.
Plans are the most significant management tools we have
I, personally, have been involved in supporting people to develop plans for most of the last twenty-years. Very early on, I realised that plans will fail unless they are truly owned by everyone who has responsibility for achieving the goals set. The best way of ensuring ownership is to involve people in developing the plans in the first place.
So you have started a new business. You have done an in-depth study of the market place. You have a killer product - your office is ready - now the fun begins. How do you cope with telephone terror?I had a long chat with a telesales professional. She was in charge of a company that marketed advertising for a large blue chip company.Her team had to make 150 dial ups per day - that's right, you heard me correctly - 150 dial ups per day. Let me clarify what a dial up is. If you call and the person you need to speak to is not in - it still is a dial up. If you call and the person is in but asks you to call back later - it still is a dial up. And lastly if you do manage to speak to the buyer - that is also a dial up.Their working day was 8 hours. When you subtract 1 hour for lunch and 30 minutes for 2 tea breaks per day - this leaves 6.5 hours on the phone = 390 minutes of cold calling. This equates to 2.5 minutes per call on average.Now in reality, 70% of calls took less than a minute - due to the person not being in or asking to be called back later. So 105 of these calls are completed in 100 minutes. This leaves 290 minutes to deal with 45 decision makers. This equates to 4.5 minutes per call. In reality it doesn’t actually work this way. Some decision makers will reject the caller within a couple of minutes - this is great - now you can add those minutes saved by spending them on real potential customers.What do I mean by telephone terror? This is a well known phenomenon that strikes at the heart of most people who have ever had to do telesales. The main cause is rejection. When a sales person makes 10 calls and gets 10 rejst significant management tools we have
I, personally, have been involved in supporting people to develop plans for most of the last twenty-years. Very early on, I realised that plans will fail unless they are truly owned by everyone who has responsibility for achieving the goals set. The best way of ensuring ownership is to involve people in developing the plans in the first place.
People need an opportunity to:
• See it!
• Own it!
• Solve it!
• Do it!
The Enfys Acumen supports organizations to develop a culture of accountability and would gladly discuss ways you can do more to motivate your personnel to achieve your business’ or organization goals. Why not get in touch for an informal chat.
Dreaming, values and grounding in where you are now
The first level of planning, we at The Enfys Acumen call Development Planning. I challenge anyone to say that they are in business or go to work just to make money, so this level clarifies why you really are in the business you are in and the dream or vision you are working towards achieving. We have used this process to support groups of people with a wide range of skills and experience and at a pace that was comfortable to everyone concerned.
During a development planning session we start by covering a blank wall with paper and colourfully proceed to fill it with a definite path to achieve the dream or vision for the organisation concerned and the people it serves. Remember, if you don’t have a dream, how can you make the dream come true and as Einstein said, “Imagination is more important than knowledge.”
We then look at where the organisation is today, the external climate in which it operates and what is currently taking place in the organisation itself. So many plans fail because people haven’t truly considered their true starting point and haven’t taken on board the little things that need to be addressed before the big things can be achieve
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