On one hand:

Positive Beliefs » Positive Feelings » Actions » Positive Results

And on other hand:

Limiting Beliefs » Negative Feelings » Inaction » Negative Results

So based on preceding, it's obvious which hand offers most value - correct?

Step Four - CHOOSE a path together!

Obviously, if an employee is unwilling to work to overcome conceptual barriers, then you should agree that a sales position is not right fit.

You should either find a more suitable role for person, or part ways so he/she may pursue a more rewarding opportunity somewhere else.

Let's assume however that employee seeks to overcome their conceptual barriers and is willing to take ownership of their plan for improvement.

As leader, you have an important role to play in your employee overcoming their limiting beliefs. You are responsible for supporting employee in three key areas. Once again, they are:

- TEACH - lead by example, reinforce positive actions and behaviors

- COACH - help to improve technique, debrief progress, track results, ensure employee stays on task

- EXPECT - inspect what you expect, hold yourself and your employee accountable for continued improvement and increased results.

In conclusion, ask yourself following question.

Can you name one person who is a top performer that:

- believed he wouldn't be successful? - feels she shouldn't be successful? - does not take actions necessary for her to become successful?

The answer to each question? "Of course not!" Right?

So by default we must agree that in order for anyone to be successful, he/she must understand what is holding him or her back.

Then, she must be willing to work to overcome obstacles, and choose to proactively follow a corrective action plan.

Finally, he must "execute" plan.

Through this process he will build new beliefs that will enable him to discard that old and tired, limiting belief.

When you speak to person use "I" messages. Say things like "I liked way you did that" or "I think there is another way to do that." Avoid "You" messages such as "You're doing great." That can come across as patronising or insincere. "You're doing that all wrong" may cause conflict, lower morale and may not sort problem.

When your giving feedback, focus on one or two things. You'll only confuse person if you run off a whole list of attributes or misdemeanours. Be specific about job behaviour, focus on what person did or didn't do, don't make a personal attack. Allow time for message to sink in and allow person to respond. You can then seek agreement as to what will happen in future. If person does not agree to take corrective action then you need to move to another level. When they do agree to take corrective action then make sure that you monitor it and give encouraging feedback.

Being direct with your people is better for you, better for them and better for you business, so save your "sandwiches" for lunchtime.

=========================================================== Discover how you can generate more business by motivating your team! Alan Fairweather is author of "How to get More Sales by Motivating Your Team" This book is packed with practical things you can do to get bset out of your people . Click here now =>http://www.howtogetmoresales.com/Without%20Selling.htm

==========================================================

**Attn Ezine editors/Site owners** Feel free to reprint this article in its entirety in your ezine or on your site so long as you leave all links in place, do not modify content and include our resource box as listed above. If you need additional articles, check out my article archive for fresh, new content you can use on your website or in your ezine - FREE http://www.howtogetmoresales.com/Free%20stuff.htm ============================================================