“If we improved any single process in our business by just 1%, or even 0.1%, but we did that every single day – what do you think the effects would be in a month? In a year? In five years?”
Are you looking to assure more successes with sales, profit, satisfied customers and employees, promotions, bonus or more? Do you know the formula for success and have you mastered the art of achieving success? We all know what we want to do and maybe what we should do, however, do we have the behaviors and the know-how and support needed to achieve real success?
There are four key components to being highly successful. Those are:
If you have ever played organized sports you know what it’s like to have a coach encourage you and help you understand the rules, strategy, plays and the behaviors necessary to be successful in that sport.
Business is the same. Be it building teams, managing people, successful sales, career advancement, project management, profitable operations and projects and more we all need a valid success formula and the support to achieve our goals and objectives. It’s a team sport! If it was all so easy, then why aren’t you already getting the results and rewards you deserve?
The solution is simple; we can give you a proven process today that you and your teams can use to achieve phenomenal long term results, FAST. The ROI starts on day one!
As some of our clients put it: “It helped me get organized and focused not only on my work but also on what I want to achieve!”,”It helped our team to discuss shared issues and find solutions to common problems.”, “Our sales could double using this formula!”, “The gains we are realizing are priceless!”
There is no charge for the first consultation. You have nothing to lose and perhaps a great deal to gain – more profits, advancements, improved retention of mission critical resources, more sales, satisfied customers, reduced risk, behavioral based change, goal driven management teams with results and more! You could say that we are in the Results Assurance Business!
If you’re interested in learning how this success formula can help you get more from what you already have, then give me a call today at 713-249-9569. I guarantee it will be life changing for you and your business results!
Dedicated to your success!
Your Results Assurance – Executive Coach
Do you feel like the underdog at times? Are you looking to kick start the next phase of your career? Would sharpening your sales skills improve your income? Are you looking to negotiate your next raise or new job promotion? Then its time to take action.
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Make it a successful habit to end every working day by doing these things:
Clear you desk. Never leave your desk messy. Put everything in a file or to-do folder and in a designated spot. You will start each day off on a positive note. An uncluttered desk will also help to keep you organized and possibly prioritized. (You’ll get tired of seeing the things you haven’t finished in your to-do folder and finally do it to get it off your mind)
Reflect upon the day. Ask yourself some questions and evaluate yourself.
Plan for the next day. Transfer your tasks in your daily planner, make a prioritized list of to-do’s, list the goal(s) that must be accomplished, etc. By planning for the next day today you will relieve stress and be prepared to be off to a fast start tomorrow. You will also create a routine of successful daily habits.
– Sorrell Associates
“I just don’t know where the time went.” We hear people say that all the time. Time is just
another word for life. At the end of your life, can you imagine saying to yourself, “I wish I had more cars, boats, jewelry, clothes?” More likely you’d be thinking “I wish I’d had more TIME — time to spend with those I love, time to enjoy my life more.” Getting hold of your time can assure that you not waste a precious moment of your life. Here are 7 tips to help you manage your time-and your life better.
1.Where Does the Time Go Now?
The first step in getting hold of more time is to track what you are doing now. You will need at least a week’s worth of data to have an accurate picture. Get an 8×11 piece of lined paper and divide it into 7 columns for each day of the week and block out your waking hours on the left hand side. For that week, you will be writing down what you do with your time. Write when you begin an activity and when you finish. Most important is to be really honest. If you are sitting at your computer, working on a project and take 15 minutes out to play solitaire, write it down. If you lie in bed a ½ hour worrying before you finally get up, write it down. This is a tedious process but well worth the effort. Key word: Awareness
2. Analyze and summarize your time logs.
The next step is the moment of truth. After you have recorded for a week, sit down and look at your log. It is likely that you will be surprised. Develop a key for categorizing your activities, and mark the log with the key and examples would be M=Marketing T=Telephone E=exercise TV=Television P=Personal and so on. Make this individualized for you. You may need as many as a dozen or more categories. Next get out the calculator and see how much time you spend in each category. Write a summary of what you find. Ask yourself, “Is this how I really want to spend my time?” Key word: Analyze
3. Create a New Daily Routine
Now is the time to get over the shock of what the log has revealed and decide what you really want to do with your time. When you look at how you are actually spending your time, does it reflect your highest values and support your life long goals? If the answer is no, this can be a turning point. You can now create a daily routine that fully supports what is most important to you.
First look at what you want to accomplish in your life. Write down your top 2 work and personal goals and under them, list the activities that support their accomplishment. It is best to start off simple here. If you could only work toward three or four goals each day, what would they be?
What two or three actions would you take toward attaining those outcomes?
Follow the natural rhythm of how your work best. If you are a morning person, try to put your most challenging tasks in the morning. Cluster like activities together. If you must be out for a meeting across town, schedule another appointment in that area on that day. Need to spend some time initiating or answering phone calls each day? Schedule a block of time when you are not likely to be interrupted by people dropping by your work place.
Key word: Create
4. Utilize Technology
There are so many devices to help us stay organized and reminded of what we need to do. The most obvious is a calendar. Whether you use a paper or electronic version, schedule a time each day to put in tasks and reminders. If you initiate a contact with someone that must be followed up on, put it on the calendar as soon as you complete the contact. Buy a timer. Use it to break tasks down into manageable portions. Set it and forget it as you concentrate on your task at hand without keeping an eye on the clock. Set up reminders on your computer, palm pilot or telephone. Automatic reminder websites will email you with reminders about birthdays, anniversaries and holidays. A word about clocks: Don’t try to fool yourself by setting clocks incorrectly to force yourself to do certain things on time. It NEVER works. In your mind, you know you have changed the time, and it only serves to muddle the issue. Key word: Automate
5. Don’t Procrastinate
This is one of the biggest problems that people with time issues must face. Procrastination is not a character flaw; it is a logical response to certain activities that cause some level of discomfort.
There can be a number of reasons we procrastinate. Most often it is because we don’t know how to do something or we don’t think we do it well. None of us want our flaws and weaknesses revealed to ourselves and others. The best way to prevent this painful experience is to procrastinate. In this case, education is the key.
Other times, it is because we find the task boring. This is the time to use the timer. Break the job down into manageable time blocks and then just go for it. When the timer goes off, do something more fun or rewarding, then go back to it later. Some people find that finishing the entire job with a reward at the end is the best way. At other times we don’t do a particular job because we don’t think it should be our job in the first place. We think someone else should be doing it.
Here we have to get honest. Is it our job, or is it something that someone else can or should be doing? Facing procrastination takes courage, but is liberating. Find the reason and usually it can be eliminated. Key word: Proactive
6. Say “No”
One of the best ways to never do what you need to do, is to always say yes to everyone else’s needs and requests. If you are afraid to say no to others and agree to everything asked of you, you are going to be overscheduled, and things will fall through the cracks. It is also likely that you will let things go and people will be upset with you. It is best to under promise and over deliver. You have heard this before, and it is a good philosophy for efficient time management.
Be up front with yourself and others about what you can easily and efficiently accomplish in a day. If you know you can’t deliver at the time they ask, let them know it isn’t possible and give a best estimate of when you think you can meet their request, or simply say no. People are much happier about a refusal today than a broken promise tomorrow.
Key word: Self
7. Nobody is Perfect
Let’s say you get a fabulous schedule. It reflects who you are and your goals. It separates
personal and work time and honors your deepest values….and you aren’t able to follow it 100%.
Honor yourself and the learning process and realize that we are all human and will not always be perfect. Forgive yourself lapses of any kind and resolve to do better tomorrow. If necessary, go back to your original analysis and plan and see if you were realistic in creating your schedule. Everything you do is a learning process. Key word: Perspective
Louise Abbott is a business coach and owner of Creative Resources Coaching. She teaches self employed professionals and entrepreneurs how to grow their business using proven marketing practices and business development strategies. Louise has programs for business people at all stages of business development. She is the past president of the Tucson Coaches Alliance and past president of a Tucson chapter of Business Network International.
Author: Louise Abbott
Proper Time Management is critical to any business but it is life or death for a small business and yet many entrepreneurs just don’t know how to manage their time – so I am going to be very direct here.
Most of the people I work with want help sorting out their time – it is the single biggest problem for many entrepreneurs. Unless you get your time sorted out you will not be able to focus on marketing, product development, client development or your cashflow and your business will stagnate or shrink and you will not have that free time we all enjoy. It really is that clear cut for most small businesses.
Some of the core areas to address:
It is a fact that if you have a problem with your Time Management you will be very unlikely to fix the problem alone – or you wouldn’t have a problem in the first place. Good questions to ask:
If you work for yourself or run a small business you need a system in place so you know what you are doing and when you are doing it. You are an expert at delivering your product but you cannot be an expert at everything – so get help before it gets worse.
My name is Angus MacLennan and I am a Business and Personal Coach. I get great results with motivated Entrepreneurs and Professionals. I believe we should be creating businesses that work for us and I believe we can have the profit and lifestyle we want working 25 hrs a week.
Ph: 0798 224 1479
NASA’s Astronauts could not use their pens in space so they spent ten million to invent a special ink-flow device. The Russian space cadets had no dinero, and solved the same problem by writing with pencils, which worked like a charm.
Earplugs are not exactly high-tech, but work instantly to eliminate unwanted noise. The first earplugs written about were wax and used by the crew of Odysseus to ward off the Siren’s Song and a shipwreck. How old? 8th Century, B.C.
Have you even been studying in your school library and lost your attention and concentration because some dumbos at the next table were whispering, giggling, and dropping books? Ten Cent earplugs tune them out, and your mind inward.
Students and career executives suffer from noise, movement of people, and constant interruptions. Fact: we are interrupted at work – an average of once every three-minutes. Fifty-percent of the time we interrupt ourselves by responding to emails the telephone, and answering questions.
Our mind get used to being diverted from focused attention and deep concentration.
Distractions break our train of thought, and actually reduce our personal efficiency. Some research concludes habitual distractions cause a drop in our IQ up to 10%. Get this: Every time your mind is diverted from your present task, it takes up to 10 minutes to get back into your original Zone (flow).
It is called Regressions, is habit-forming and dumbs us down.
Soon you become a subconscious procrastinator, and lose up to 25% of your Attention-Span. Paying attention to everything is the same as concentrating on nothing. What is a practical, easy and cheap solution? Maybe earplugs?
Are you aware of how often your mind wanders off your target of concentration? Neither was I. The researchers at the University of North Carolina, Greensboro, headed by Dr. Michael Kane, concluded college students are distracted and lose their attention span, one-third (33%) of the time they spend in school.
They are thinking off-the-subject at class lectures, while reading, and when studying for exams. Students suffering mind-wandering up to 90 minutes in the morning, and another 90 minutes in the afternoon of a six-hour day. What are they wandering about? Sex is number one, fear of the future, and personal relationships top the bill.
Distractions lead to chronic stress, which affect our long-term memory, inability to comprehend complex text, and loss of self-esteem. Many complain of a negative state-of-mind, bad mood, and loss of productivity. What about our competence?
Stress and distractions cause your executive competence to drop up to 15%, enough to lose out on your next promotion. Students at college complain of fade-out on exams, anxiety and the agony of Information-Overload.
Stopples a/k/a Earplugs
Earplugs immediately improve your attention span and concentration up to 33%. That is a noticeable change from distracted thinking to being in your Zone focused on learning, remembering, and being creative.
Earplugs have the power to turn your mind inward instead of permitting you to listen and react to random sounds in your environment. Ideas appear to reward those wearing stopples (plugs) and avoid folks who are easily distracted
You have heard that one picture is worth a thousand words; we suggest that one well thought out Idea, is worth a thousand pictures. Implement good ideas.
White Noise. When you slip on your plugs you do not get sleepy and disoriented, but move into deep Beta consciousness, between 7-14 cycles per second. Your brain rhythms vibrate to screen out noise, and to trigger (cue) your PFC (Prefrontal Cortex) for analysis, synthesis (combining ideas), and connectedness.
Technically White Noise is a frequency produced by electronics. It is a combination of all the tones into one. Wait! White Light takes all the color frequencies (rainbow) and combines them into one. Same idea.
Earplugs close the auditory canal and leave us with our personal Zone of silence. Best of all, there are no side effects from using plugs up to 16 hours daily. Just wash them, remove the wax from your ears, and concentrate.
Buy Them Now
We recommend silicone or foam plugs that you mold to fit your ears. Polyurethane stopples cost a dollar for a pair, and have an unlimited life. The biggest problem is losing them after a good night’s sleep, or a study session.
There are electronic earplugs that produce a calming sound (anti-stress) costing $187.95 called SleepEze. No comment. We recommend disposable plugs that will not make us cry when we lose one. PVC Foam come in a six-pack and cost just $2.95.
Factories buy them in volume from the Earplug Super Store for about 10-25 cents each. They reduce chronic stress from ambient factory noise.
We have tested over one thousand students and executives – half speed reading text wearing plugs, and half unaided. After 21 days of practice, the students using earplugs improved their reading speed an average of 100 words per minute, and added up to 12% in comprehension.
Non-users showed 40 words per minute increase in reading, and no improvement in comprehension. They were distracted by their surroundings.
Close Your Door
Seeing other folks moving around is a visual distraction, one that breaks up your attention and comprehension. Music – Classical to Elevator tunes – cause us to lose our mental focus. Group study works only when everyone agrees to be silent and productive until the end of the session.
Our Mirror Neurons cause us to want to imitate the activities of those we watch. It is a bio-distraction. Learning requires silence and the lack of activity around you. Google: University of Calgary, Dr. Tim Welsh, and Journal of Human Movement Science, 12.2007. Earplugs are a great investment in your personal growth.
“If a cluttered desk signs a cluttered mind, of what then, is an empty desk a sign?” Albert Einstein
Would you have a major competitive advantage if you could read-and-remember three (3) books, articles and reports in the time your peers can hardly finish one? Ask us how because knowledge is king. Call us now.
copyright © 2009 H. Bernard Wechsler
Author of Speed Learning for Professionals, published by Barron’s; partner of Evelyn Wood, creator of speed reading, graduating two million, including the White House staffs of four U.S. Presidents.
Interviewed by the Wall Street Journal and fortune Magazine for major articles.
There were two sisters and one orange. Each wanted the orange for herself. After much bickering and unpleasantness, they decided the only fair resolution was a 50-50 compromise. They cut the orange in half. One sister made orange juice and threw away the rind. The other sister made orange bread from the rind and threw away the pulp. Each sister half-won and half-lost. The orange was half-wasted. What could have happened if they’d tried to negotiate?
What is negotiating? It is an interactive decision making process where both negotiating partners meet their interests. It is a type of presentation that requires particularly careful preparation because we anticipate differences of perspective or opinion, perhaps even conflict. An effective negotiating process, in fact, helps prevent conflict. The desired outcome is a meeting of the minds with a mutually agreed-upon plan of action.
The benefits of good negotiating are:
Increased trust and respect. Both negotiation partners openly exchange thoughts without judgment, accusation or hidden agendas. Best mutual outcome. Both negotiation partners win. Solutions are well thought out and meet the interests of both.
Excellent long term customer relations. We are most comfortable with people, personally and professionally, when we are confident that we can work out our differences. Customers stay with businesses that have their best interests at heart.
The Interrogative Negotiating Strategy is a system for planning and conducting all types of negotiations. Family members have different ideas about where to travel together this year. People we work with have different ideas about what is best.
Why interrogative? James Thurber said “It is better to know some of the questions than all of the answers.” We negotiate because there is no mutually obvious answer. We have to examine a scope of considerations to arrive at the best solution. We have to ask the right questions and generate creative possibilities. This four step strategy asks questions to get to the heart of negotiating quickly, positively, creatively and decisively.
Step 1: What is your interest? What is your negotiation partner’s interest?
The most successful negotiations consider the interests versus the positions of the negotiating partners. “Position” means what you want. “Interest” means why this is important to you. Negotiating from “position” is a good way to start conflict immediately. Witness the Orange Sisters − “I want that orange!” “No! I want it more than you do!” Had they asked “Why?” there would have been an instantly obvious solution and two completely happy sisters.
Step 2: What are the matches? What are the gaps?
It seems intuitive to begin a negotiation with points of disagreement, or “gaps”. After all, the gaps are what we are negotiating about. We tend to assume the similarities need no discussion. Therefore our stance with our negotiating partner is off to a contentious start. When we examine “matches” first, we are likely to discover that we have many shared interests. We are largely on the same side of the fence. Now we are partners who can examine the gaps from a base of commonality.
Step 3: What are the possibilities? What are the limitations?
When we move from gaps to solutions, we limit our thinking to the obvious. In this step, brainstorm without solution. Again, start with the positive − possibilities. Build on the matches. Be clear about limitations. Do not set the stage for unrealistic expectations.
Step 4: What are the action options? What are the criteria for choosing? What actions to take?
Still brainstorming, what are all possible actions? Evaluate those actions in light of your and your negotiating partner’s interests, i.e. your criteria for choosing a solution. A selection grid with your interest criteria across the top and actions down the side gives you a clear visual to narrow and select your actions. Prioritize the criteria. Now you can select the action items that satisfy the most important criteria.
At the end of this process, you and your negotiation partner have mutually decided on a solution satisfying both of your interests. All you have to do is take the actions you have selected. You may want to set a time to follow up with each other, to make sure all is going according to plan and to tweak your solution as needed.
Susan deGrandpre is the owner and principal consultant of Collaboration Consulting. Her website is http://www.CollaborationConsulting.biz She can be reached at Susan@CollaborationConsulting.biz. She is the author of the forthcoming book “Common-Sense Workplace Mentoring.” The world and the workplace are way too complex for business people to go it alone. For over 25 years, Susan has shown leaders and employees how to boost their organizations and their careers by systematically merging their knowledge and expertise with each other’s.
Susan teaches business people to collaborate for success. Her clients learn to:
*Anticipate and exceed customer expectations.
*Spend fewer training dollars by using the talent already within the organization.
*Solve problems seamlessly.
*Maintain intellectual capital.
*Install great collaboration as a primary strategy to thrive in a challenging economy.
She consults, designs programs, facilitates, trains and coaches in the areas of:
*Building Workplace Mentoring Systems
*Developing Strong Teams
*Teaching Productive Communication Skills
Author: Susan DeGrandpre
Check out our Negotiating – The Quest for Success workshops.
One of the most frustrating situations you can run into is trying to negotiate with the person who claims that he or she doesn’t have the authority to make a final decision. Unless you realize that this is simply a negotiating tactic that’s being used on you, you have the feeling that you’ll never get to talk to the real decision-maker.
When I was president of the real estate company in California, I used to have salespeople coming in to sell me things all the time: advertising, photocopy machines, computer equipment, and so on. I would always negotiate the very lowest price that I could, and then I would say to them, “This looks fine. I do just have to run it by my board of directors, but I’ll get back to you tomorrow with the final okay.”
The next day I could get back to them and say, “Boy, are they tough to deal with right now. I felt sure I could sell it to them, but they just won’t go along with it unless you can shave another couple of hundred dollars off the price.” And I would get it. There was no approval needed by the board of directors, and it never occurred to me that this deception was underhanded. I and the people with whom you deal see it as well within the rules by which one plays the game of negotiating.
So when the other person says to you that they have to take it to the committee, or the legal department, it’s probably not true, but it is a very effective negotiating tactic that they’re using on you. Fortunately, Power Negotiators know how to handle this challenge smoothly and effectively.
Your first approach should be trying to remove the other person’s resort to higher authority before the negotiations even start, by getting him to admit that he could make a decision if the proposal was irresistible. This is exactly the same thing that I taught my real estate agents to say to the buyers before putting them in the car, “Let me be sure I understand, if we find exactly the right property for you today, is there any reason why you wouldn’t make a decision today?” It’s exactly the same thing that the car dealer will do to you when, before he lets you take it for a test drive, he says, “Let me be sure I understand, if you like this car as much as I know you’re going to like it, is there any reason why you wouldn’t make a decision today?” Because they know that if they don’t remove the resort to higher authority up front, then there’s a danger that under the pressure of asking for a decision, the other person will invent a higher authority as a delaying tactic. Such as, “Look, I’d love to give you a decision today, but I can’t because my father-in-law has to look at the property (or the car), or Uncle Joe is helping us with the down payment and we need to talk to him first.”
One of the most frustrating things that you encounter is taking your proposal to the other person and having her say to you, “Well, that’s fine. Thanks for bringing me the proposal. I’ll talk to our committee (or our attorney or the owners) about it and if it interests us we’ll get back to you.” Where do you go from there? If you’re smart enough to counter the Higher Authority Gambit before you start, you can remove yourself from that dangerous situation.
So before you present your proposal to the other person, before you even get it out of your briefcase, you should casually say, “Let me be sure I understand. If this proposal meets all of your needs (That’s as broad as any statement can be, isn’t it?), is there any reason why you wouldn’t give me a decision today?”
It’s a harmless thing for the other person to agree to because the other person is thinking, “If it meets all of my needs? No problem, there’s loads of wriggle room there.” However, look at what you’ve accomplished if you can get them to respond with, “Well, sure if it meets all of my needs, I’ll give you an okay right now.” Look at what you’ve accomplished:
1. You’ve eliminated their right to tell you that they want to want to think it over. If they say that, you say, “Well, let me go over it one more time. There must be something I didn’t cover clearly enough because you did indicate to me earlier that you were willing to make a decision today.”
2. You’ve eliminated their right to refer it to a higher authority. You’ve eliminated their right to say, “I want our legal department to see it, or the purchasing committee to take a look at it.”
What if you’re not able to remove their resort to higher authority? I’m sure that many times you’ll say, “If this proposal meets all of your needs is there any reason why you wouldn’t give me a decision today?” and the other person will reply, “I’m sorry, but on a project of this size, everything has to get approved by the specifications committee. I’ll have to refer it to them for a final decision.”
Here are the three steps that Power Negotiators take when they’re not able to remove the other side’s resort to higher authority:
Step number one-appeal to their ego. With a smile on your face you say, “But they always follow your recommendations, don’t they?” With some personality styles that’s enough of an appeal to his ego, that he’ll say, “Well, I guess you’re right. If I like it, then you can count on it.” But often they’ll still say, “Yes, they usually follow my recommendations but I can’t give you a decision until I’ve taken it to the committee.”
If you realize that you’re dealing with egotistical people, try preempting their resort to higher authority early in your presentation, by saying, “Do you think that if you took this to your supervisor, she’d approve it?” Often an ego-driven person will make the mistake of proudly telling you that he doesn’t have to get any body’s approval.
The second step is to get their commitment that they’ll take it to the committee with a positive recommendation. So you say, “But you will recommend it to them-won’t you?” There are only two things that can happen at this point. Either she’ll say, yes, she will recommend it to them, or she’ll say, no she won’t-because . . . Either way you’ve won. Hopefully, you’ll get a response similar to, “Yes, it looks good to me, I’ll go to bat for you with them.” But if that doesn’t happen, and instead they tell you that they won’t recommend it because, you’re still ahead, because any time you can draw out an objection you should say, “Hallelujah” because objections are buying signals. For example, nobody will object to your price unless buying from you interests them. If buying from you doesn’t interest them, they don’t care how high you price your product or service.
For a while I dated a woman who was really into interior decorating. One day she excitedly dragged me down to the Orange County Design Center to show me a couch covered in kidskin. The leather was as soft and as supple as anything I’d ever felt. As I sat there, she said, “Isn’t that a wonderful couch?”
I said, “No question about it, this is a wonderful couch.”
She said, “And it’s only $12,000.”
I said, “Isn’t that amazing? How can they do it for only $12,000?”
She said, “You don’t have a problem with the price?”
“I don’t have a problem with the price at all.”
Why didn’t I have a problem with the price? Right. Because I had absolutely no intention of paying $12,000 for a couch, regardless of what they covered it with. Let me ask you this: If buying the couch interested me, would I have a problem with the price? Oh, you had better believe I’d have a problem with the price!
Objections are buying signals. We knew in real estate that if we were showing property, and the people were “Ooooing and aaahing” all over the place, if they loved everything about the property, they weren’t going to buy. The serious buyers were the ones who were saying, “Well the kitchen’s not as big as we like. Hate that wallpaper. We’d probably end up knocking out that wall.” Those were the ones who would buy.
If you’re in sales, think about it. Have you ever in your life made a big sale where the person loved your price up front? Of course not. All serious buyers complain about the price.
Your biggest problem is not an objection, it’s indifference. I would rather they said to you, “I wouldn’t buy widgets from your company, if you were the last widget vendor in the world, because . . .” than have them say to you, “I’ve been using the same source on widgets for 10 years, and he does fine. I’m just not interested in taking the time to talk about making a change.” Indifference is your problem, not objections.
Let me prove this to you. Give me the opposite of the word love. If you said hate, think again. As long as they’re throwing plates at you, you have something there you can work with. It’s indifference that’s the opposite of love. When they’re saying to you, like Rhett Butler in Gone With the Wind, “Quite frankly, my dear, I don’t give a damn.” -that’s when you know the movie is about over. Indifference is your problem, not objections. Objections are buying signals.
So when you say to them, “You will recommend it to them, won’t you?” they can either say, yes they will, or no they won’t. Either way you’ve won. Then you can move to step three:
Step Three: The qualified “subject to” close. The “subject to” close is the same one that your life insurance agent uses on you when he or she says, “Quite frankly, I don’t know if we can get this much insurance on someone your age. It would be “subject to” you passing the physical anyway, so why don’t we just write up the paper work “subject to” you passing the physical?” The life insurance agent knows that if you can fog a mirror during that physical, he or she can get you that insurance. But it doesn’t sound as though you’re making as important a decision as you really are.
The qualified “subject to” close in this instance would be: “Let’s just write up the paper work ‘subject to’ the right of your specifications committee to reject the proposal within a 24-hour period for any specifications reason.” Or, “Let’s just write up the paper work ‘subject to’ the right of your legal department to reject the proposal within a 24-hour period for any legal reason.”
Notice that you’re not saying subject to their acceptance. You’re saying subject to their right to decline it for a specific reason. If they were going to refer it to an attorney, it would be a legal reason. If they were going to refer it to their CPA, it would be a tax reason and so on. But try to get it nailed down to a specific reason.
So the three steps to take if you’re not able to get the other person to waive his or her resort to higher authority are:
1. Appeal to the other person’s ego.
2. Get the other person’s commitment that he’ll recommend it to the higher authority.
3. Use the qualified subject-to close.
Being able to use and handle the resort to higher authority is critical to you when you’re Power Negotiating. Always maintain your own resort to higher authority. Always try to remove the other person’s resort to a higher authority.
Key points to remember:
Roger Dawson is the author of two of Nightingale-Conant’s best selling audiocassette programs, Secrets of Power Negotiating and Secrets of Power Negotiating for Salespeople. This article is excerpted in part from Roger Dawson’s new book – “Secrets of Power Negotiating”, published by Career Press and on sale in bookstores everywhere for $24.99.
Author: Roger Dawson
Check out our Negotiating – The Quest for Success workshops.
There are some key points to make when you are dealing with people who, for one reason or another, seem to be difficult, so get ready – it’s you that has to change your own behaviors. So, here are a few clues to move you 95% of the way!
Just talk to people. Listen to people. Spend time with them and show that you truly care.
Focus on Outcomes
Bottom line – you have a business to run – you have goals and visions for your business. Whilst you are working towards these you are able to take really objective positions. Working in tandem with a ‘difficult person’ is challenging, but focus on where you are going, not the personal issues you face.
Recognising the potential of ‘difficult people’ is half the battle. They are a value and flicking the switch that truly turns them on is a worthwhile challenge.
For an ongoing issue, make sure that you show and keep your commitments to them. This builds trust and that, in turn, makes resolution a whole lot easier.
Be Honest and Open
It is no good trying to resolve issues when Dealing with Difficult People, if you are going to either renege on your agreements or fall down on your business targets. Now is the time to be frank and honest and get a stake in the ground.
These people have been lied to enough. Be really clear on your expectations and stick to them. Change their view on authority forever!
If you can go some way to help them resolve the cause of their anger, and it fits with everything you and your business stands for, then do it – and do it fast. Whatever you promise, deliver on. Liaise with them in good time.
Overdeliver on pace and issues, where you can. You will be amazed at what a difference this makes. Wanna become a hero? This works!
These people are real human beings. They hurt just like you do. They are, it’s true, showing some tricky behaviours – so help them with them. Make a difference to that person – you could be changing their life in a way you would never have thought possible. Have some fun even. Share a laugh maybe?
Find a Win-Win
Solutions when Dealing with Difficult People are not cop-outs on either side. A compromise means that someone is losing here. Find a common position and seek to meet half way without losing site of what is the most important to each of you.
There is usually a win-win out there. If not, it’s time to find a solution that removes them from your business.
Stick to the Point
Be clear where you are going with your challenges. It is vital to have everything in place with the most difficult of ‘difficult people’. It is also of great value to have a majority on your side, albeit subtly to avoid an apparent ‘ganging up’. Play this game from a position of strength
Focus on Behaviours
There are often ways of highlighting a ‘difficult persons’ qualities. Usually when Dealing with Difficult People you’ll find they do have them! In many ways these people stick around because they like bits of the role, but not others, so you can play on their capabilities and leverage them.
Treat them not as a difficult employee, more as a misunderstood and valuable person and work on their behaviours. Remember though, that you have to work on your own first!
(c) 2007 Coaching Businesses To Success. Martin Haworth is a Business and Management Coach. For a free e-course contact email@example.com. More? There are hundreds of hints, tips and ideas at his website, http://www.Coaching-Businesses-To-Success.com