Creating Unlimited Belief for Success!

Written by Richard Gorham

What's holding your team back from experiencing "breakout performance"?

It may be those Old beliefs and Personal Insecurities (aka: conceptual barriers)?

Conceptual barriers arerepparttar barriers that are right behindrepparttar 119474 eyes, DEEP withinrepparttar 119475 brain. "Beliefs" which were planted at a very young age and re-enforced over a long period of time - which is why they are so hard to "dislodge".

Userepparttar 119476 following exercise to help your team members identify their limiting beliefs and feelings. Then explain how those beliefs and feelings directly impact (positively and negatively) their bottom-line results. Before we proceed, keeprepparttar 119477 following quote in mind - it's a powerful reminder of why it is so important to complete sales management activities.

"Successful people DO, what unsuccessful people are not willing to do." - Unknown

Here arerepparttar 119478 Four Steps to Overcome Conceptual Barriers:

Step One - Uncover Negative Self-Talk

Askrepparttar 119479 employee to tell you what he or she "least" enjoys about each step ofrepparttar 119480 sales management process. Follow up by asking how that particular aspect ofrepparttar 119481 process makesrepparttar 119482 employee feel. For example: - Prospecting/Cold Calling - (feels like I am intruding) - Asking forrepparttar 119483 Business - (feels like I am being pushy) - Cross-Selling/Up-Selling - (feels like I am taking advantage) - Assumptive Closing - (feels like I am being presumptuous)

Step Two - Identify Beliefs that arerepparttar 119484 root source of negative feelings toward sales management practices. Go back to our prior examples of Old Beliefs that get inrepparttar 119485 way of our progress inrepparttar 119486 sales management process: - Don't talk to strangers - It is impolite to talk about money - Never interrupt important people - Wait to be asked

Helprepparttar 119487 employee understand and be aware of why it is that they may feelrepparttar 119488 way they do.

Employees should understand that they feelrepparttar 119489 way they do for a reason. Once they understand this it can be much easier for them to make a decision to overcome their old belief(s).

Step Three - Turn Limiting Beliefs into Unlimited Possibility!

Illustraterepparttar 119490 following to your employee so they can clearly see how their beliefs and feelings ultimately "pre-determine" their outcome.

Forget The "Sandwich" Technique

Written by Alan Fairweather

word count:681 character width: 60 resource box:6 lines + web link to "How to get More Sales by Motivating Your Team" =====================================================

Forget The "Sandwich" Technique by Alan Fairweather

(c) Alan Fairweather - All Rights reserved ==========================================================

Forget The "Sandwich" Technique

Do you remember being told to userepparttar "sandwich" technique when you needed to reprimand someone? Let me give you an example: "Fred, I'm really pleased with how you've been progressing since you joined us and you're doing a great job. However you're not getting your reports in on time and we're missing deadlines. I'd like you to tighten up a bit on this. Anyway,thanks for all you've done so far and keep uprepparttar 119473 good work."

Have you ever said something along these lines? You probably needed Fred to sort out his reporting but you didn't want to upset or demoralise him. The only problem is that Fred may not getrepparttar 119474 message. The importance of it may be seriously diluted. He may hear it as, "Fred, you're doing a brilliant job, you just need to sort outrepparttar 119475 reporting bit but it's not really that important." What happens then is, Fred continues to fail with his reports.

The "sandwich" technique doesn't work, it lets you offrepparttar 119476 hook and it's mealy mouthed. Be direct with your people and they'll respect you more for it. You are also much more likely to get a change in behaviour. If you are unhappy with some aspect of an employee's performance then you need to tell them so. The skill is in doing it in a way that's effective and doesn't lowerrepparttar 119477 morale ofrepparttar 119478 individual.

Firstly, it's not acceptable to speak to your people just when you're unhappy about something. Tell themrepparttar 119479 good news as well. As Kenneth Blanchard and Spencer Johnson say in their book The One Minute Manager - "Catch people doing something right" and tell them about it.

Some managers and employers still have this daft notion that if people are doing things right then that's what they're paid for and they don't need complimented. Ask almost any employee in Industries throughoutrepparttar 119480 world and they'll tell you that they don't feel appreciated by their manager.

When you notice someone doing something you do like, tell them about it. When you notice them doing something you don't like, tell them about it. Whether it's good news or bad,repparttar 119481 same rules apply. Do it as soon as possible. Acknowledgement of a job well done is not much good six months later. Also, if you don't immediately call someone's attention to something you are not happy about, then they'll assume it's okay. Either that or they'll think you didn't notice or you don't care. Do it in private. Why is it that some managers still feel it's okay to reprimand someone in front of their colleagues? Evenrepparttar 119482 mildest rebuke can have a negative effect on morale.

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