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