10 Things not to do during an interview

By profession, I am IT infrastructure projects sales manager. A pretty large portion of my time is spent interviewing potential candidates for both contract and full time IT positions. I interview for positions on my team and also assist other managers when they are interviewing. I enjoy the interview process, as it provides me a totally different opportunity to meet new people and attitudes apart from my day today meetings.

It’s amazing to me how much the various candidates differ.  Some are very technical,  some not at all.  Some professional, some not.  Some very talkative and others hardly say a word. As I’ve been interviewing over the past few months, I’ve compiled a list of 10 things you shouldn’t do during an interview. These are things that pretty much make me cut the interview short and walk out.

Say you know something when you don’t

This is the number one blunder in my book. Nothing irritates me more than to say you know something on your resume, during an interview and then not be able to answer questions about it. One candidate I interviewed claimed on his resume that “He was the primary developer for all parts of the system“. I thought this was great and is exactly the kind of person I like to hire, someone well rounded. I began asking him questions about the system and in a very short period of time, it became clear that he only worked on one part of the system, “but knew about the other parts“. He knew about the whole system alright, knew they existed!  But he couldn’t tell me anything more about the rest of it. He flat out lied on his resume. Next!
When you put together your resume, it’s fine to sell yourself, but don’t oversell or flat-out lie about your experience or what you worked on. During the interview if you’re asked about something, be honest and state your exact involvement. If you don’t know something or don’t know the answer, just say you don’t know. One answer that really impresses me when I am interviewing is “I don’t know, but the first thing I would do is pull up Google and learn about it“. This answer shows both honesty and initiative, two primary things I look for. I don’t expect you to know everything, but I do expect you to know how to find the answers.

Dominate the conversation

A fairly recent candidate we interviewed looked really promising. They had tons of technical experience and lots of knowledge about the development products we use. At first he seemed great, he was very communicative, friendly and easy going. The problem was we couldn’t get him to stop communicating. He would barely let us talk, let alone ask a question. We would ask him a question and he would start to answer before we even finished asking.  Then he would ramble…and ramble and ramble.  We had one hour scheduled for the interview, and at the end of the hour I think we asked him a total of 3 or 4 questions. We normally have about 30.
Needless to say we didn’t hire him. We also developed a way to communicate to each other (we often do paired interviews) that we don’t like the candidate. As the candidate, you should definitely talk more than the interviewer, but stay focused on answering the question and be wary of the amount of time the interview is scheduled for. If there is time at the end of the interview, you can always ask questions and elaborate on previous answers.

Tell Jokes, Discuss Politics, or Religion

While this doesn’t happen often, it does happen. I had one guy a year or so ago that while waiting for my manager to come into the room, started telling me inappropriate jokes. Some of them were sexual in nature, but most were female blond jokes. I was trying not to rude, but I didn’t appreciate them one bit. About the time I was getting ready to say something to him, my manager walked in. She’s blond. I have never seen a guy turn so pale in my life. I told him that based on our short conversation, I didn’t think he was a good fit for the position and escorted him to the door. All the while he was apologizing all over himself.
Another candidate we interviewed asked me if I was religious during the interview. First off, having these kinds of discussion is a HUGE HR no-no. Second, it’s just plain inappropriate for a job interview. Anyway, I asked him why he wanted to know. He proceeded to tell me about his particular religious association, about their beliefs and how Christians were such a huge problem. Of course me being Christian, I had obvious issues with his comments, but held my tongue. Again, I didn’t proceed with the interview. If he is willing to bring these kinds of discussion up in an interview I can only imagine what issues he would cause in the workplace. I have enough to deal with without adding a huge HR issue to my team.
Avoid telling jokes all together as you never know the person’s perspective your talking to. Avoid politics and religion as they really aren’t appropriate in most professional environments and they cause a great deal of controversy. Also, they just aren’t pertinent in an interview. I’m talking to you because of your credentials and experience, not because of your religious or political perspective.

Dress too casually

This is another one that doesn’t happen to often, but I’ve had candidates arrive too casually dressed. First, let me state that I don’t hire people based on how they dress. That isn’t important to me. I do expect you to look decent and adhere to the corporate dress policy (which is at a minimum jeans and a polo shirt).
I don’t think showing up in jeans and a t-shirt is appropriate for an interview though, at least not where I work. The far safer option is to overdress a little more than usual. For example, in my normal job I wear khaki slacks, casual dress shoes, and either a polo or button down shirt. For an interview I would wear the same but add a sport coat.  You can’t go wrong with a suit and tie.
At at previous employer who required people to wear suits, we had a candidate show up in shorts. HR didn’t even bring him upstairs. The best option is to ask the company about their dress code before the interview and either meet or exceed the dress code.
Dressing too casually shows lack of respect for the companies policies and lack of interest in the job. After all, if I can’t get you follow the dress code, what success am I going to have in making you follow other even more important company policies. Managers have enough work to do dealing with their good employees without having to manage a rebel.

Arrive Late

If I have to explain this one too much, you probably have larger issues need  to consider, but arriving late (without a really good reason) will make me trash your resume in a heart beat. During the normal business day, I probably have 1-2 hours at my desk to get work done. The rest of my time is spent in meetings either with my employees, my management, or with my business area. I also like to leave at a reasonable hour to spend time with family in the evening. Don’t disrespect me and waste my time by being late.
Inevitably things will occur such as traffic jams, car problems, family emergencies, etc. Keep the contact number for the HR person or manager you are interviewing with handy. If something happens and you are going to be late, call them immediately to let them know. Even better, leave extra early. Personally, I would rather wait in the parking lot for 30 minutes than be 5 minutes late.
Also, if for some reason you can’t make the interview due to misunderstanding the time, or some other crazy reason, call the company to explain and make an effort to reschedule. I had scheduled a phone screen with a candidate a month or two ago.  I dialed in at the agreed upon time and waited on the phone for a good 15 minutes and they joined the conference call. They also never called to explain why they didn’t call in.  They didn’t get the job.

Use profanity

I know this is a very personal thing and some people are okay with it and some people aren’t.  Profanity is just inappropriate in an interview. You don’t know what what the interviewers thoughts are about profanity so just don’t risk it. To me, use of profanity just shows you aren’t intelligent enough to find more appropriate words to express how you feel. Just don’t do it…at all.

Chew Gum

I had a candidate one time come into the interview chewing gum. At first I had no problem with it, but as we proceeded through the interview it became more and more distracting. I got so distracted with their gum chewing I had a hard time focusing on what they were saying. To make matters worse, chewing gum was their nervous habit, so as the questions became tougher, the gum chewing became more aggressive.
It’s perfectly fine to have a mint or gum before an interview, but remove it before meeting the interviewer. Chewing gum in an interview just looks unprofessional.

Smoke a cigarette right before the interview

As a non-smoker, there is nothing worse than having to sit in a small interview room with someone who just finished smoking a cigarette. I know, you smokers can’t smell it, but  non-smokers can.  I’m fine with people who smoke, but be aware of the effect it may have on the interviewer.
If you do need to smoke before an interview, smoke outside so the smoke doesn’t get in your clothes as much. Wash your hands, and chew some strong gum or a mint before interviewing. Don’t forget though, spit it out before the interview!

Have no questions for the interviewer

Nothing says I’m not interested in the the job more than having no questions to ask. At the very least I expect candidates to ask about the working environment, the type of equipment they’ll have, dress code, culture, etc. I also like it when a candidate asks how they did and whether I feel they would be a good fit for the job. Be warned though, you may not get the answer you want. So if you aren’t going to be okay with the answer, don’t ask.
I would come prepared with at least 3-5 questions. Visit the companies web-site and look at recent news items and ask about how a particular news item is going to impact work in the area. Ask about how the department you are interviewing fits into the larger corporate picture. These are just a few examples, but put some thought into it up front. Asking questions will go a long way in showing the interviewer you are sincerely interested in the job and the company.

When multiple interviewers ask you the same question, give the same answer

A pretty common interview strategy is to have the candidate interview with multiple managers or team members. Often the interviewers will ask the same or similar questions either through coincidence or strategy. It amazes me at the number of candidates who don’t think we’ll compare answers after the interview is over.
When interviewing make sure you keep your answers consistent. Don’t make the mistake of changing your answers based on what you think the interviewer wants to hear. Keep your answers honest and consistent and be assured they will be compared later.
One of the questions we ask is for the candidate to rate themselves on a scale from 1-10 on how well they know a technology. You might be surprised at the number of candidates that rate themselves higher to non-technical interviewers and lower to technical interviewers. Needless to say, people that do this don’t get hired. It’s an integrity issue.
How about you? Have some tips for do’s or don’ts when interviewing? Have a funny story to share? 

A Brand is a Promise

What’s the difference between a great brand and a silly slogan?

   A powerful brand is incredibly valuable. Interbrand estimates that a successful brand can be worth tens of billions of dollars. That’s far too much money to be attributed to nice words or cool colors. What makes a brand valuable is the promises it makes and keeps.
   Here are some examples of great brands that win through making and keeping their promises.
Apple Computer
Apple promises to make the machine work with the man. We love Apple products because they are made for us. Once you buy an iPod you never want to use another MP3 player.
  Apple doesn’t depend on ideas that are wholly original. All of their breakthrough products like the Macintosh, the iPod and the iPhone have been followers, not first movers. They invent surprisingly little new technology. The categories they enter have stiff competition, Apple just beats them at their own game.
  What Apple does is agonize over every small detail until their products work flawlessly. A thousand engineers working on a million things that most of us will never notice, but are essentially to delivering a superior product. This is a promise that they keep everyday.
   Many people have criticized Apple’s new iPad because it is, essentially, a lager version of the iTouch. Yet, it keeps all of Apple’s promises. It’s fun, tactile, easy to use and, as I’ve written before, the Apple iPad will most likely be a success.
Disney
   Walt Disney stands for wholesome entertainment filled worth magic and wonder. It is an incredibly valuable brand that has stood the test of time.
   Some marketing guru somewhere probably thinks that it would be a great idea to earn more value out of the Disney brand by extending it to include different categories. Why not have “Disney Sports” or attach the Disney name to movies for grown ups.
   The Disney brand has endured because they know that when you extend a brand you risk diluting its promise. ESPN, Miramax and Touchstone pictures are different brands with different promises and the company benefits from them all (Disney owns them).
McDonald’s
   McDonald’s promises a minimal standard of quality combined with great service and convenience. Go anywhere in the world and you can expect to see full McDonald’s restaurants. (And after a couple bouts of food poisoning I’ve had in some of the rougher places in the world, the McDonald’s brand can be an incredibly welcome sight).
   McDonald’s promises to keep their standards uniform everyday, anywhere on the planet. They have gone to enormous lengths to keep that promise. Their corporate university trains an amazing global network of executives that meet and are constantly exchanging ideas on how to improve processes and gain efficiencies.
   Every supplier in every country is vetted and inspected regularly and every no detail is left to chance. For instance, there are only a few photographers in the world who are authorized to take pictures of McDonald’s food for marketing campaigns. It is their constant attention to detail that allows them to keep their promises in 119 countries around the world.
A Simple Equation
  Brands are not built through gimmicks or sleight of hand. The consumer can not be fooled for long. Great companies build great brands by valuing their customers and wanting to make their lives better in some way.
   In the end, despite all the gimmicks and tricks that gurus use to sell books and seminars, it comes down to one simple equation:


Brand Value = the value of promises kept.


Everything else is just optimizing efficiency.

8 Follow-Up Strategies to Keep Your Prospect Engaged

How do you follow-up with your prospects after your first conversation or after your first appointment? Sometimes we get so tired of chasing people down that we lose focus and take the lazy approach of “calling to touch base,” or “calling to check-in,” both of which bring little value.

Here are 8 follow-up strategies you can use to bring constant value and keep your prospect moving forward through the buying cycle. As you work through each of these, keep asking for the business!
New Information to Share – Call your prospect with something new… something that will benefit and excite them about what you have to offer. I always like to call and say something like, “I’ve got some great news for you!” or “I’ve got an update for you!”
Answers to Questions – The higher the complexity of the sale, the more questions to answer. It’s not important that you know every answer right on the spot. What’s most important is that you are honest, and that you don’t talk your way through something you aren’t sure about. Take it as an opportunity to follow-up. Get the information you need, and respond to your prospect as-quickly-as-possible with answers!
Success Story – Sharing stories about how you’ve helped other prospects is a great way to share your passion for your products and services. You may not want to share specific company names, for reasons of confidentiality, but you should have a handful of great stories to tell.
Reference List – I always keep my reference list private until we get deep into the sales cycle, but once I know the prospect is interested, I want them to call my current clients. Some people have a reference list of five or six clients. I recommend building a reference list of 25 plus! When your competitor sends their short list and you send your giant list of happy clients, it’s a great way to make an impression!
Customer Testimonials – When clients send you emails and letters of praise, keep them on file, and better yet, ask for permission to use it in your marketing materials. When you run into a prospect with similar needs and interests, send them a targeted testimonial.
Article – Be a resource! You should subscribe to industry publications and newsletters that help you keep up with the latest news affecting your industry. When you get an article that applies to a current prospects situation, send them a copy of the article, and make a follow-up call! Tie the information in the article back to the specific ways your product will solve the prospects problems.
Related Case Study – Sometimes you need to provide more detailed information, something backed up by research, analysis, and statistics. If you have access to this type of data, you’ll have and advantage!
Give Them a Referral – We are always asking for referrals, or at least we should be… right? What about giving your prospects some referrals? You might refer a potential client for their business, or even a prospective employee to fill a position opening.
The last year has been riddled with layoffs and reorganization initiatives. Through all of your prospecting activities, you are certain to know of decision makers who are losing their job, and you also know of openings. Help your prospects with your network of contacts. Imagine getting a call down the road that says, “We need your services. You’ve helped me before, and I trust you.”
That’s my 8 Follow-Up Strategies to Keep Your Prospects Engaged! Did I miss anything? What follow-up strategies are you using to keep prospects moving forward and buying from you?

Picture of Leadership's Mistakes

The journey to leadership involves making mistakes. Mistakes are the seeds of great learning. If we are not making mistakes then we are not stepping out of our comfort zone and continuing our professional development. The key to great leadership, however, is recognizing when a mistake is made and taking responsibility for its impact. Leaders strive to become aware of what some of the most common mistakes are and try to avoid making them.
1-Forgetting What You Stand For.
Nothing is more confusing than to have a leader say one thing and act in a manner distinctly opposite. Sayings like "Walk the talk", have become popular as simple reminders of how important keeping your behavior and your words aligned.
2-Sounding Like Your Mother.
There can be a fine line between communicating with respectful authority versus parental commands. Using the commanding, intimidating, diminishing phrases that many of us grew up with fall out of our mouths so quickly we may surprise ourselves. I remember once using the phrase - 'I have a bone to pick with you" with one of the employees in my department. The moment I said it, I knew it was inappropriate and yet the situation which I was attempting to address reminded me very much like the one where my behavior when I was six require discipline by my mother. "Because I said so", "Do as I say" are not motivators and a leader's influence will soon wane if your style of communicating consistently borders on sounding like a parent.
3-Lacking Laughter, a Sense of Fun.
The nature of running and leading a company or department is serious business and so bringing a sense of humor and lightheartedness to the workplace can be both refreshing and rejuvenating. Taking a moment to laugh over the phrase "having a bone to pick with you" is reminder that we are all human. Leaders need to find the balance that relieves all work and no play for their teams and themselves.
4-Holding Back Information, Not Sharing What’s Needed.
Leaders have access to so much information. Many times leaders fall into the trap of censoring information; withholding information. The reasons are endless - "That involves sales, not us", "The employees will misunderstand why this is needed", etc. Leaders are role models. Leaders are the examples for others on what is acceptable behavior. An approach of withholding information can be go both ways - From the leader and to the leader. Setting the stage for open communication can be the key to not being blindsided. Sharing all kinds of information in a direct and interactive way shows a respect for others and their ability to handle information responsibly.
5-Failing to Acknowledge Progress.
The day to day tasks, meetings and deadlines can consume us. As a leader not only is the present day activities looming but we must also be looking to the future. Failing to reflect and take a good look at how far an individual, a team or whole department has come is a missed opportunity! Celebrating the small victories - a milestone met, a cost savings realized, a client compliment - can energize and motivate for weeks to come. Burnout from the pressures of both home and work activities is looming near for many workers. As a leader the effort to acknowledge a job well done, a great presentation, even acknowledging the tenacity to stick with a project can make someone's day.
Remember no one is perfect and leaders' exposure to feedback that are reminders of this is overwhelming at times. Keep these common mistakes in one of those "mind files" so a flag of caution is certain to be raised when a mistake is about to be made. And certainly, remember a simple apology and taking responsibility for your mistakes can make an otherwise long recovery much smoother and simpler.

Skill Management Needs Only 7Habits

1. Take care of your body.
General health is conducive to mind power, of course, but you should also develop a few specific habits, like eating fish and other brain foods daily, or taking walks three times a week.
2. Take care of your brain.
A routine of weekly chess matches, regular reading, intelligent conversation, or crossword puzzles can exercise the brain and keep it strong. If you find music that help you think, get in the habit of using it.
3. Question everything.
Make it a habit to identify reporter biases every time you watch the news, or to challenge the assumptions hidden in every conversation.
4. Identify essentials.
McDonalds doesn't make better burgers, so why are they successful. Start looking at every concept, thing and situation with the question in mind, "What is essential here?"
5. Be a problem-solver.
A fun and possibly productive habit, is to look at everything with the thought, "How can this be done better?" Practice a few specific problem-solving techniques until you find yourself using them "before you know it."
6. Be self-aware.
It's crucial to maximum mind power that you learn to see your own strengths and weaknesses. You also need to know what's going on in your head, just below consciousness. There will be more on this in the next lesson.
7. Use your knowledge.
If you don't put your thoughts into action regularly, your brain may engage in fantasy more than productive thought. You're basically telling it that thinking isn't relevant to the real world. Play mental games for fun and training, but also be sure to apply the lessons learned to real problems.


You probably noticed that each of these 7 habits is really a collection or category of habits. Don't stress over how many you develop or how fast. The important thing is to just keep working on yourself.


"We are what we repeatedly do. Excellence, then, is not an act, but a habit." - Aristotle

Management of Time is a Top Skill

Time management skills are especially important for small business people, who often find themselves performing many different jobs during the course of a single day. These time management tips will help you increase your productivity and stay cool and collected.


1) Realize that time management is a myth.

No matter how organized we are, there are always only 24 hours in a day. Time doesn't change. All we can actually manage is ourselves and what we do with the time that we have.

2) Find out where you're wasting time.

Many of us are prey to time-wasters that steal time we could be using much more productively. What are your time-bandits? Do you spend too much time 'Net surfing, reading email, or making personal calls? Tracking Daily Activities explains how to track your activities so you can form a accurate picture of what you actually do, the first step to effective time management.

3) Create time management goals.

Remember, the focus of time management is actually changing your behaviors, not changing time. A good place to start is by eliminating your personal time-wasters. For one week, for example, set a goal that you're not going to take personal phone calls while you're working. (See Set Specific Goals for help with goal setting.) For a fun look at behaviors that can interfere with successful time management, see my article Time Management Personality Types. Find out if you're a Fireman, an Aquarian or a Chatty Kathy!

4) Implement a time management plan.

Think of this as an extension of time management tip # 3. The objective is to change your behaviors over time to achieve whatever general goal you've set for yourself, such as increasing your productivity or decreasing your stress. So you need to not only set your specific goals, but track them over time to see whether or not you're accomplishing them.

5) Use time management tools.

Whether it's a Day-Timer or a software program, the first step to physically managing your time is to know where it's going now and planning how you're going to spend your time in the future. A software program such as Outlook, for instance, lets you schedule events easily and can be set to remind you of events in advance, making your time management easier.

6) Prioritize ruthlessly.

You should start each day with a time management session prioritizing the tasks for that day and setting your performance benchmark. If you have 20 tasks for a given day, how many of them do you truly need to accomplish? For more on daily planning and prioritizing daily tasks.

Start The Day Right With Daily Planning.

7) Establish routines and stick to them as much as possible.

While crises will arise, you'll be much more productive if you can follow routines most of the time.

8) Get in the habit of setting time limits for tasks.

For instance, reading and answering email can consume your whole day if you let it. Instead, set a limit of one hour a day for this task and stick to it.

9) Be sure your systems are organized.

Are you wasting a lot of time looking for files on your computer? Take the time to organize a file management system. Is your filing system slowing you down? Redo it, so it's organized to the point that you can quickly lay your hands on what you need.

10) Don't waste time waiting.

From client meetings to dentist appointments, it's impossible to avoid waiting for someone or something. But you don't need to just sit there and twiddle your thumbs. Always take something to do with you, such as a report you need to read, a checkbook that needs to be balanced, or just a blank pad of paper that you can use to plan your next marketing campaign. Technology makes it easy to work wherever you are; your PDA and/or cell phone will help you stay connected.

You can be in control and accomplish what you want to accomplish - once you've come to grips with the time management myth and taken control of your time.

3 Steps to Accurate Sales Projections‏.

Sales projections are among the most common challenges for sales people and their managers. Why? What causes these forecasts to be so far off the mark? Some reasons include…

Over optimism… people think it’s about  being positive.

The sales person needs to buy some time… keep their manager off their back… so tell the manager what they want to hear.

The team and the manager collectively lack an understanding of the business and their sales cycle.

The deadliest culprit of all… carrying over prospects who push month after month and keeping them on your projections report.

Here is a list of 3 steps I take to ensure my projections are accurate…

Be Honest with Yourself – It’s interesting to watch sales people. We get so excited about how much the prospect loved our product, and of course, we love to pat ourselves on the back about how much, “the prospect loved ME!”

It’s good to be optimistic, but when it comes to projections, it’s better to be realistic… and better yet… to be accurate! The first step in accurate projections is to look at your pipeline and get real.

Know Your Sales Cycle – The second key to successful projections is understanding where your prospects are in the sales cycle. As an example, much of it depends on the size of the account. Larger accounts typically take longer, while smaller accounts may close after the initial meeting.

Here’s another example… We’ve all been in situations where our prospect is fired up about how great our product looks… only to find out they were full of hot air. Ironically, the prospect who held their cards close ends up being the real buyer!

Never assume that someone is going to buy before they’ve gone through the natural progression of your sales process. Prior to adding a prospect to your projections, you need to have a strong verbal or written confirmation that you are the top choice and you have a timeline for a decision.

Know Your Closing Ratio – Now… We are in touch with reality, and we have a clear picture of which prospects are at the closing stages of the sales cycle. There is one step left to decide who makes it on the projections report. What is your typical closing rate?

Once I’ve narrowed it down to my strongest prospects, I’ll project about 20% to 30% of that pool. Most of the time, my projections are dead on. About 70% of the prospects will fall under the following categories…

Something unexpected comes up and they are forced to put the project on hold.

They decided to stay with their current vendor. They think it’s easier to keep the status quo.

Our product didn’t meet the needs of the prospect. It just wasn’t a good fit.

I got beat… another sales person out sold me on this one. It burns me up what that happens.

Accurate projections aren’t rocket science. It comes down to being honest with yourself and knowing your business. Remember this. You gain a lot more credibility with your manager and the executive team when you are consistently on target.

What other techniques do you apply to ensure your projections are accurate?

Quality Counts, not quantity!!!

There are those who brag about the hundreds of “friends” they’ve made on social networking sites. In an alarming trend, cyber social net workers are even determine their popularity and friendship quotient on the basis of the number of e-friends they notch up for themselves on these sites.It threatens to become a yard stick of social standing, even of self worth. Looking to widen one’s circle of friends in virtual terms only tends to undermine the very meaning of the term ‘friendship’ as it has been under stood for age. It is not for nothing that distinctions are made between strangers, acquaintances, colleagues, friends and family. For none of these categories are interchangeable though one may transform over time from one to another.

Most surfers who pat in a request on social networking site for acceptance as friend to some one they’ve never known before are perhaps doing so out of sheer boredom or because they have oodles of time to spare and for no good reason. In this context the study conducted by researchers at Oxford U’sity, that it is near impossible for the average person to have a social circle of more than 150 people comes as a breath of fresh air. It is built in another study carried out in the 1990s by the same researchers. The theory came up with then- Dunbar’s Number- claimed that we are limited to social circles of a maximum of 150 people because of the site limitation of the neocortex part of our brains. Establishing a direct connection of this sort to come up with a concrete number strains credulity in the extreme. Hopefully, the research and it’s findings will bring in a much needed sobriety on the part of those who make claims on behalf of social networking sites and their users.

This is not to say that online social networking sites are all a waste of time- far from it. They help bring like-minded people together to really in unison on issues of utmost importance; they are potent tools for marketing ideas as well as raising users’ conciouseness on topical social issues; even influencing public policy as has happened several times. However, as the study points out, you cannot have thousands of friends online for the simple reson that friendship demands a great deal of time, energy and understanding from both parties. So to claim that you are creating, nurturing and sustaining such relationships on a bigger scale than before due to new technology  is just a tall one, no less.

10 Commandments for 2010

Take it easy. The world will not end if you don't meet certain deadlines.So, love and pamper yourself. Go for a manicure. If you have been waning to go for that cricket match for months, don't wait for your friends. Be there at the field. Only when you are happy can you make others happy.

Eating at the work station? Yes, we all are busy but 10 peaceful minutes of meal time will work wonders for you. And if you cannot do this, change your meal preference. Have dry stuff so that you will not soil your key board.

Delete your ex's number. May be you still like him/her, but if he/she is not responding, it means he/she has moved on. Consider this as a sign to find a new person for you as well. 2010 is also a good time to remove all those 'unwanted' people from your list. After all, 'unfriend' was the word of the year 2009.

Know your rights. Stand up for what you believe in. Join a cause as studies have shown that people who work for social causes live longer and are happier. The bottom line, though, is that you must enjoy what you do.

Experiment. As a Confucius, the great philosopher, said, "our greatest glory is not in never falling, but in rising every time we fall". Making mistakes is not the problem, but not learning from them and moving on is. Visit new places, set off on an overnight trip with no change of cloths or just go for a drive in the middle of the night. Live your life.

Resolve not to allow others to dictate to us which flour to use and which soap to bathe with. How boring the world would be with all perfect machine-manufactured people. Learn to be different - that could be your USP.

Find out who owes you money. This is that time of the year when one should review one's financial position. Know your money. Organize your financial records. Learn to be money-wise and you know the results yourself.

That something exciting is about to happen is what your attitude towards life should be. That hot guy is waiting just round-the-corner, waiting to be discovered. Feel the butterflies in your tummy when you are about to get that special dress which you've got designed for you. Get excited and then watch what happens.

Unclutter. That's the buzzword. Take a day off to read and delete unread emails. Clean your wardrobe and give away the unwanted stuff. Organize your files and drawers so that you don't have to waste time looking for things.

Remember you are smarter than you think you are. Believe in the power of positive thinking. Learn to love yourself and focus on your assets.

10 Tips to Manage Your “Stop Doing” List

I am sure you have a “To Do” list from time to time. Some people have a list of must do items every day. It is a great method of remaining focused on the highest priority activities. It is rare to run into someone with a “Stop Doing” list. This is a paradigm that you can break if you put some effort into it. I think having a “Stop Doing” list in parallel with the “To Do” variety is extremely helpful. Here are some benefits:

Numbers Game

Most executives are in a perpetual state of overload. That is because in the pressure cooker of day to day activities, more items come onto the plate than can possibly be accomplished. If you doubt that, just take a look at your e-mail inbox. In every meeting there are new action items to be accomplished and precious little time to do them. It is a habitual problem that leads to burnout and even death due to stress. Executives watch the incoming activities closely trying to manage the load. The common refrain is “I have no time to deal with that now.” They often forget to cull out the non-essential things that take up their time. Anything taken off the plate is a reason to celebrate.

Modeling Prioritization

Executives who focus on stopping things show subordinates that time utilization needs to be managed from both ends. Leaders are used to making tough decisions with budgets and other resources, but they sometimes fail to see how their most precious resource (their own time) is being squandered. Those who manage time actively and vocally send a clear message to the entire organization that seconds really do count.

10 Tips to manage your “Stop Doing” List

1. Keep track of what you are doing. If you have a mechanism to actually see how your time is being spent, you can manage it better. I like to think of colors. When I am doing “green” things, it means I am using my time wisely. “Yellow” things have marginal value, and “red” items are really wasting my precious time. Just keep looking for the color. It can be a kind of game as you sit in a meeting and watch the air turn from green to red before your eyes.
2. Delegate more! This has a dual benefit because often people are eager to help out if only given the chance. There is always some risk when delegating, but the benefits far outweigh the risks. Learn the skill of good delegation and press yourself to apply it more than you currently do.
3. Finish things. Don’t dabble in work. Be crisp with completing assignments so your inbox is clear for new items. When something is completed, celebrate for a second because you now have that off the plate.
4. Spend some brainstorming time with your inner circle cleaning house of useless activities.
5. Create a “Sacred Cow Pasture.” This is a visual board where you post paradigms that have been broken where you no longer have to do what used to take up your time. It is refreshing to fill up a “Sacred Cow Pasture.” Everybody benefits! For example it takes courage to admit we no longer need the quality report because our systems have reached a higher standard. How about doing away with the “cost” meeting and substitute an efficient dashboard? The possibilities are endless.
6. Challenge everything. Try a zero based approach to your day where you come in as if you were a new employee. Ask “why am I doing this and what could be done to eliminate the need for it.”
7. Handle your time like a budget. Think of your task list as a fixed number of things – like say 50 things. In order to make room for a new activity, you must take at least one old activity off your prior list.
8. Reward people who bring up ideas for your “Stop Doing” list. If you reinforce this behavior, you not only help yourself, you help the entire organization because everyone will get the bug to eliminate marginal activities.
9. Go on a “Safari” to hunt down and kill at least 3 unnecessary activities. It can be a fun activity once you get into it.
10. Go away! If you are not there to do things, they will get done just fine most of the time. Go out and visit some customers or attend a seminar for your own development. While you are away, have an administrative person keep track of the things that you would have done if you were there. These are all items you can challenge in the future.

Your “Stop Doing” list is as important as your “To Do” list. Don’t neglect it.

Market Segmentation‏

Market segmentation is one of the steps that goes into defining and targeting specific markets. It is the process of dividing a market into a distinct group of buyers that require different products or marketing mixes. A key factor to success in today's market place is finding subtle differences to give a business the marketing edge. Businesses that target specialty markets will promote its products and services more effectively than a business aiming at the "average" customer.
Opportunities in marketing increase when segmented groups of clients and customers with varying needs and wants are recognized. Markets can be segmented or targeted using a variety of factor. The bases for segmenting consumer markets include:


Demographical bases (age, family size, life cycle, occupation)
Geographical bases (states, regions, countries)
Behavior bases (product knowledge, usage, attitudes, responses)
Psychographic bases (lifestyle, values, personality)
A business must analyze the needs and wants of different market segments before determining their own niche. To be effective in market segmentation keep the following things in mind:
Segments or target markets should be accessible to the business
Each segmented group must be large enough to provide a solid customer base.
Each segmented group requires a separate marketing plan.
Large companies segment their markets by conducting extensive market research projects.This research is often too expensive for small businesses to invest in, but there are alternative ways for to a small business to segment their markets.
A small business can do the following to gain knowledge and information on how to segment their markets:

Use secondary date resources and qualitative research. You can use the following resources for external secondary data:
Trade and association publications and experts
Basic research publications
External measurement services
Conduct informal factor and cluster analysis by:
Watching key competitors marketing efforts and copying them.
Talking to key trade buyers about new product introductions
Conducting needs analysis from qualitative research with individuals and groups.
There are many reasons for dividing a marketing into smaller segments. Any time you suspect there are significant, measurable differences in your market you should consider market segmentation. By doing so you will make marketing easier, discover niche markets, and become more efficient with your marketing resources.

What is Branding and How Important is it to Your Marketing Strategy?‏

The American Marketing Association (AMA) defines a brand as a "name, term, sign, symbol or design, or a combination of them intended to identify the goods and services of one seller or group of sellers and to differentiate them from those of other sellers.
Therefore it makes sense to understand that branding is not about getting your target market to choose you over the competition, but it is about getting your prospects to see you as the only one that provides a solution to their problem.
The objectives that a good brand will achieve include:

* Delivers the message clearly
* Confirms your credibility
* Connects your target prospects emotionally
* Motivates the buyer
* Concretes User Loyalty

To succeed in branding you must understand the needs and wants of your customers and prospects. You do this by integrating your brand strategies through your company at every point of public contact.
Your brand resides within the hearts and minds of customers, clients, and prospects. It is the sum total of their experiences and perceptions, some of which you can influence, and some that you cannot.
A strong brand is invaluable as the battle for customers intensifies day by day. It's important to spend time investing in researching, defining, and building your brand. After all your brand is the source of a promise to your consumer. It's a foundational piece in your marketing communication and one you do not want to be without.

How to Beat the 80/20 Rule in Sales Performance‏?

Business executives and sales managers frequently bemoan 80/20 performance on their sales teams, where approximately 80 percent of sales are produced by approximately 20 percent of salespeople. Of course, the ratio is not always 80/20. Sometimes it is 75/25, 70/30, 60/40, or even 90/10. However, the situation the ratio describes is always the same: the vast majority of salespeople produce a fraction of what top performers on the very same sales teams produce. What are the reasons behind these performance disparities? What is it about top sales performers that enables them to achieve superior results? Can anyone achieve top performance in sales?

Certainly there are some sales skills that anyone can learn. For example, it’s easy to teach how to ask reflective questions.

Reflective questions are questions that begin with who, what, when, where, why and how. If you ask reflective questions instead of questions that can be answered with yes or no, prospects usually share more information with you. This increases your chances of uncovering "pain points" that can eventually lead to sales.

You can learn how to ask reflective questions by participating in a simple role play. In this role play, you'll play the salesperson and I'll play the prospect. Every time you ask me a yes or no question, I'll answer "no." Getting stonewalled with a bunch of "no" answers will break you of the yes/no questioning habit pretty quickly!

Other sales skills are tougher to learn. A good example is teaching salespeople how to ask questions and follow the thread; in the answers. To explain this concept, let's use another role play. In this role play you'll ask me reflective questions. I'll respond with answers that contain some "pain points". If you recognize the pain points and drill down into them deeply enough (by asking additional questions), you'll eventually be able to "sell" me.

Do you know what my experience has been with this role play? Some salespeople learn how to "follow the thread" easily. Others struggle, but they eventually learn how to do it. However, some just never get it, no matter how hard they try!

Why can some people learn this critical skill, but others can't?

I struggled with this question for 14 years. I used to believe that anyone could succeed at anything if they wanted it badly enough and were willing to work hard enough. However, my experience with the "follow the thread" role play made me start to question that belief. As I continued reading and researching over the years, I eventually uncovered two pieces of information that really opened my eyes.

KEY DISCOVERY #1

In their book, "Now, Discover Your Strengths", Marcus Buckingham and Donald Clifton report that great managers and average managers have different expectations for their employees. According to Buckingham and Clifton, average managers assume that "each person can learn to be competent in almost anything", while great managers assume that "each person&'s talents are enduring and unique".

Most sales books and training programs seem to take the average manager point of view. In other words, they seem to assume that anyone can learn how to sell. Their unspoken promise is that all you have to do is invest enough time, effort and money to learn the skills they teach. If you put in the time and effort, you will learn the skills and eventually succeed in sales.

Unfortunately, there are countless examples of sales books and training courses not producing the desired improvement in sales performance. Think about some salespeople you know personally. How many of them are struggling to make their quotas? Why are they struggling?

• Is it the state of the economy? (If other salespeople are making their numbers, blaming the economy won't earn them much sympathy.)

  
  

• Is it because they don't work hard enough?
  
• Is it because they don't have enough product knowledge?
  
• Do they need to work harder on their selling skills?
  
• Do they need more coaching from their manager?

What if the "great manager" point of view is correct? What if everyone cannot become proficient in sales? What if success in sales requires a unique set of talents?
KEY DISCOVERY #2
Herb Greenberg, Harold Weinstein and Patrick Sweeney report this very conclusion in their book, "How to Hire and Develop Your Next Top Performer". After correlating hundreds of thousands of assessments that were performed over several decades with actual sales performance measurements, they reached these startling conclusions:

55% of the people earning their living in sales should be doing something else.

and

Another 20% to 25% have what it takes to sell, but they should be selling something else

Wow! Those are some sobering statistics! They indicate that more than half of all salespeople are never going to make it in sales. Another quarter have some chance of accomplishing sales success, but only if they find the right job selling the right kind of product or service.

How can you identify whether salespeople have the talents required to succeed in your company's sales positions?

One reason why companies suffer from 80/20 performance is because their processes for hiring, training and managing salespeople rely almost entirely upon subjective information. After all, what are resumes? They are an individual's subjective portrayal of their capabilities and experiences. What occurs during an interview? Interviewees attempt to package their responses to questions in a manner that will make the best impression. Meanwhile, interviewers are forming personal opinions about candidates' qualifications for the position.

I'm not suggesting that subjective information is useless. Subjective information is a valid and valuable component of any "people decision". However, if decisions based solely upon subjective information produce an undesirable result 80 percent of the time, doesn't it make sense to consider making a change?

One way to introduce objective information into sales hiring and coaching processes is through use of specialized sales assessment tests. I'm not referring to personality or behavioral tests like Myers-Briggs or DISC. Those types of tools are useful for learning how to communicate more effectively with someone, and may provide some insights into an individual's motivations. However, they are not effective for predicting whether or not someone will succeed in sales.

The specialized sales assessment tests that I'm referring to identify how quickly an individual learns and how good they are at "reasoning".

Reasoning - especially verbal reasoning - is a critical component of the talent for asking questions and "following the thread" in the answers. Plus, the most useful sales assessment tests identify an individual's strength or weakness in a variety of other important sales-related attributes. These include the following:

• Sales Drive: Does the individual enjoy presenting, persuading, negotiating, and motivating others? How much do they enjoy these activities?

  
  

• Emotional Toughness: How rapidly does the individual rebound from rejection? Do they learn from their experiences and move on quickly? Or, do they suffer a sustained reduction in productivity?
  
• Reasoning Ability: Does the individual ask good questions? Can they dissect answers and pick out the pieces that will help advance the conversation toward a desired end result?
  
• Service Drive: How friendly and agreeable is the individual? How interested are they in building relationships and helping others?
  
• Assertiveness: How self-assured is the individual? How effective are they at convincing others to take action?
  
• Attitude: How positive is the individual's attitude? Do they perceive a glass to be half-empty or half-full?
  
• Communication Skills: How precisely does the individual communicate, both verbally and in writing? Are their communications clear and effective?
  
• Competitiveness: How competitive is the individual? How does their competitiveness manifest itself?
  
• Energy: How energetic is the individual? Are they always "on the go", or do they need to be prodded into action?
  
• Independence: How readily does the individual accept direction from others?
  
• Learning Rate: How rapidly does the individual learn new information? What styles of learning are most productive for them?
  
• Tolerance for Administration: How willing is the individual to perform administrative activities? How much attention do they pay to details?

The assessment test scores for the preceding characteristics can also be used to predict how effectively a salesperson or sales candidate will perform the following critical job functions:

• Are they a Hunter or a Farmer? Do they prefer to pursue new business, or do they prefer to manage existing customer relationships? Or, are they capable of performing both functions effectively?

  
  

• Are they Internally or Externally motivated? Internally motivated salespeople are capable of directing their own activities. Externally motivated salespeople require frequent direction and support from their manager in order to be consistently effective.
  
• How effectively will they Prospect? How aggressively (and consistently) will they pursue new opportunities?
  
• How willing are they to comply with Administrative Requirements? This may include updating records in your company's customer relationship management (CRM) system and providing timely and accurate forecasts and opportunity pipeline updates.
  
• Will they be a good Team Member? Will they work cooperatively with their fellow sales team members, as well as other departments?

How can specialized sales assessment tests help existing salespeople who are struggling?

They can help in two specific ways. First, they can determine which salespeople should be in sales. If an individual doesn't have the talents required for success in your company's sales job, there may be other roles in your organization where their talents and interests can be applied to mutual benefit. If there aren't any such positions available, the kindest thing you can do is to let them go.

How can firing someone be kind? Because it is NO fun to struggle in a job that is a poor fit. If you share the assessment test results with these individuals, they can gain insights into their strongest talents and interests. The sooner they can migrate into roles that are compatible with their talents and interests, the sooner they will reap the benefits of improved productivity, motivation, and job satisfaction.

The second way these assessment tests can help struggling salespeople is by identifying their unique training needs. If you identify each salesperson's individual training needs, and you supply targeted training to address these needs, you can dramatically improve their performance. Here's an example:

Two fictitious salespeople, Beth and Bill, work for the same company. Beth is weak in Sales Drive, which makes her reluctant to ask for orders. Bill is weak in Emotional Toughness, which makes him sensitive to rejection and limits his prospecting effectiveness. If Beth and Bill go through the same sales skills training course, how much improvement in sales performance should they expect to see?

The answer is little or none. Why? Because Beth and Bill have completely different training needs that will not be addressed by basic sales skills training.

Beth would benefit most from attending an assertiveness training class. She also needs coaching to help her recognize that failing to ask for orders denies her customers valuable solutions to costly business problems.

Bill needs to learn to not take rejection personally. He might also benefit from attending a class that teaches positive thinking and other motivational techniques.

Unfortunately, unless these two salespeople are made aware of their unique training needs, and provided with targeted training to address them, there isn't much reason to expect their performance to improve.

Conclusion

Many companies struggle with "80/20" performance disparities in their sales organizations. These disparities usually result from an over-reliance on subjective information when making salesperson hiring and coaching decisions. The proposed solution is to add objective information gathered via specialized sales assessment tests to the "people decision" process. This one change can help companies increase the proportion of top performers on their sales teams and improve the performance of existing sales team members.

Using Stall Tactics to Your Advantage!

Don’t you love it when a prospect throws out the same old lame stall, “Can you just send me some information?” For years, we’ve been taught to respond with our own canned reply, “What kind of information would you like me to send you?” …ultimately knowing that we really don’t send any information at all.

You can use this stall tactic to your advantage. With today’s technology, it’s easy to turn things your favor!

It used to be that sending information meant stopping everything you were doing to put together a package to mail out. For many, it was a waste of time and money!

Today, I think it’s different. With easy access to email, PDF files, and flash demos, sending information is a good idea.

Think about this. There are probably 10 other sales people calling the same prospect. Regardless of what they are selling, most of them are likely getting the same stall.

When you are unwilling to send information, it puts you in the category of just another sales call. Even worse, it sometimes turns into an adversarial conversation, and the call ends with a cold lead in the database.

Conversely, for the sales person who is willing to send information, it opens the door of opportunity…

Engagement – This is your first chance to give the prospect something they want. By saying “yes” you position yourself as someone who is easy to work with. Engage the prospect by saying, “You bet… I can send you some information. Let me make sure I send you the right stuff…”

Information Gathering – Now you have an opportunity to qualify the prospect. Don’t even pause after the last statement. Jump right in with questions like, “What products are you using now?” “How many employees…” “What departments… divisions… etc?”

Ask whatever you need to know to send targeted information specific to that prospect.

Then transition into, “OK… I think I’ve learned enough to send you some good stuff.” …and guess what you are getting now?!!! “What is your email address?”

Follow-Through – Send it… send them the information right away! Keep your email short and to the point.

Presence – You may not have your foot in the door quite yet, but you’ve held their attention over the phone and now your information is sitting right in front of them. Most of these people have their email open all day long. That’s a good place to be… don’t you think?

Opinion – Your prospect is beginning to form an opinion about you. Your conversation was engaging, you’ve sent the information as promised. They think, “Hmmm, maybe this person really does have something of value to offer.”

Follow-Up – I recommend following up the very next day. You can keep it simple, “I’m calling to make sure the information came through?” “Did you get a chance to look at it?” “What did you think?” Most of them will say, “I have not looked at it yet,” and that’s when you say, “No problem, I know you’ve got a lot going on. I just wanted to make sure it came through. I will call you on (give them 2 days out) “Thursday” to go over it in more detail.”

At this point, the prospect will either agree with your suggested follow-up date or they will make another suggestion. Throughout this entire process, the prospect will either get warmer or they will stop you in your tracks. In either case, you’ll uncover whether “just send me some information” was just another stall or a real opportunity to generate interest!

BRANDS: You and Your Aura

Now that the economic downturn constraining growth for big brands in big markets has worn on for a few years, possibly indicating a longer term change, some new thinking has entered the marketplace. Creative brand marketers are beginning to aggressively embrace what would have been heresy not so long ago: synergistic branding...the intention of borrowing and sharing equity with other brands to reach new markets, connecting emotionally and intellectually with consumers. A brand used to be no more than a physical mark, burned first into the skin of criminals as a sign of disgrace, then onto cattle marking ownership. It became a "distinctive name identifying a product or manufacturer." But today, brands are alive. They bring tears to your eyes (Lifetime), call you to action (Nike), make you smile (Volkswagen). They are more than just a name; they are all that surrounds that name: brand and aura.

Brands are provocative forces that can evoke empathy or hatred. Working with a group assembled by Keith Reinhard on the crisis that is Brand America, I see a trend: While marketers have worked to ensure brand consistency around the world, the new information highway and individual points of view say that Pepsi, for example, cannot mean the same thing all across the globe. It depends on who you are and where you are looking from...and that's personal and local brand perception. What's associated with it-outside of it-helps determine the brand and its aura. Using Britney Spears in a Pepsi ad makes the brand hot in the USA and decadent in the Middle East.

Establishing and knowing your brand not only in its home market but also how it resonates in markets and with individuals in local communities wherever you want to be is the new game. Whether you are a mega brand client like Kimberly-Clark or a past Olympian, using your associations and the aura around your brand, not just your logo or product, matters.

Are you a brand? New York Magazine recently referred to Chelsea Clinton as a brand. She is, even if she isn't selling anything...and so is her dad, and the Queen, and America. If you're designing "You" the brand, consider what your brand is. Create an aura. Give yourself adjectives. Be sure the adjectives you assign yourself coincide. Make sure they are clear in your name, your website, your look and feel. Then, take a look in the mirror. How might someone outside your brand respond-someone you want to woo?

Let's say you're a consultant. Whether you're selling to IBM or a sole proprietor, your brand must speak to them. Are you classic? Uptown? Downtown? Behind the scenes? Front row and center? Jeans or Celine? Whatever your personal brand, your logo, products, collateral presentations, and personal presence must harmonize, because if they don't, you'll lose your brand aura.

Remember the aura part: it's a palpable messenger of "You," the brand. If the only reality people respond to is what they perceive, then your aura is your brand. It is the feeling, the sense, the connotations of your brand-the things people respond to. You cannot avoid it, but you can harness it and shape it to your advantage.

Marketing Challenges‏

For most small business owners, marketing is an overwhelming concept. They need marketing solutions that ensure a smooth-running, profitable business yet most don't know where to begin or how to focus their efforts. 90% of small businesses don't even have a marketing plan. It's difficult to reach your destination if you don't know where you're going!

If you're a small business owner looking for ease, focus and marketing success, we recommend that you focus on just 4 tactics:

1. Establish a memorable and unmistakeable brand identity:

   The secret to business success is determined by your ability to powerfully communicate your business with laser precision and your ability to deliver a clearly-defined and consistent experience.

   In a nutshell... it's called branding, and, when done right, it ensures a thriving business with all the customers and profits you need. The secret is to establish a powerful brand identity that sings distinction. And establish that identity before you launch any marketing activities.

   
   

2. Create a deep connection with your core target audience - your potential raving fans! Who wants and needs what you have to offer? The only wrong answer is "everyone." If you're a pediatrician, you may see infants and children. Are they your target audience? No! They are your patients, but it's the parents you need to connect with to get the kids in your door. And it's not just any parents - it's a definite group of parents.

   In marketing, you get a lot more "bang for your buck" if you focus your spending on a well-defined group of people that you enjoy working with. The better you define this group, the more effective your marketing can be.

   
   

3. Design compelling offerings that pull customers in like a magnet. 80% of all purchase decisions are based on emotion. It's your job as a marketer to know how your customers want to feel and to get them to visualize how your services can meet their needs. People want to know, "What's in it for me?" Tap into the emotion and create offerings that touch your customers.

   
   

4. Craft A Personal, Workable Marketing Plan Marketing is everything you do to make your product or service more visible, more desirable and more profitable. Your marketing plan will clearly define the big picture and provide focus and direction based on the 4 'P's of Marketing - product, price, place/distribution and promotion.

   Since 90% of small business owners do not have a plan, you'll have a leg up on your competition by crafting your personal, workable marketing plan to ensure that you reach your business goals.
   

Following these 4 criteria will transform any small business into a money-making machine guaranteed to grow your client list, sales and profits. The upfront work is the secret to a million-dollar business, literally and figuratively.

Smart Vs Knowledge‏

During World War II the Germans developed tank barricades that American troops found impenetrable. At several points these obstacles virtually slowed, to a stop, our drive on the Western Front. The American command called on its foremost experts for a solution to the problem. Top officers and engineers spent weeks unsuccessfully seeking an answer.

It was a G.I., with little education, yet smart and imaginative, that was clever enough to beat the Germans at their own game. This G.I. envisioned a strong, plow-like device built on the nose of the tank. The idea was that it would demolish a barrier as the tank pushed ahead. The G.I. built a prototype of the "ramrod" and tried it out on mock targets. Satisfied with the experiment, the Army approved its use in combat. The weapon was a success and the Allies advance continued.

There is a powerful lesson here for sales professionals. Knowledge is a splendid thing but will be of limited value without imagination, an open mind and a belief that anything is possible. The sales professional needs to be smart, more than just possessing knowledge. It’s being smart and imaginative that helps find solutions to "tank barriers," the tough buyer and our skillful competition.

If you are going into a sales call with a predetermined focus and presentation, you are in trouble. You will come across as an "I" centered person who doesn’t really care. It’s smart to avoid words like "My company"; "my product"; "I can do..."; "I know how to..."; I, I , I. Shouldn’t the prospect’s interest really come first? How could the buyer possibly feel that a salesperson genuinely cares if they are doing all the talking? If the salesperson is talking, listening is impossible and the salesperson may never really know the prospect and the possibilities. It’s only when the salesperson goes to the prospect with lots of questions and an open mind that all the possibilities present themselves.

The buyer is the only one who truly knows the problem. The buyer knows what these problems have cost them and what has been unsuccessfully tried before. It is the buyer and only the buyer who determines how important the problem is, are they ready to do something about it and what they are willing to spend.

The greatest service a salesperson can do for a buyer is to ask questions that bring out the "why" behind the "what". The "what" is the buyers need or interest, but "why" do they have the interest? Why is there a need at this time? What caused the situation? What’s been tried? Why didn’t it work? And, how do they feel about it? This is how the smart salesperson obtains the truth. When the salesperson knows the answers to these questions, they truly can determine if they can solve the prospects problem and which products or services are a fit.

Be smart: sell today and educate tomorrow. Just solve the problem, satisfy the buyer, and allow them to easily buy. There will be plenty of time later to show the buyer just how much knowledge you have.

Personal Branding

I am often asked how an individual can brand themselves and if personal branding is as valuable as corporate branding. Personal branding can single an individual out as an expert in their field, but are there downfalls to personal branding vs. company branding? Truth is personal branding is easier than company branding. Why? Because if you believe in your talent, in your skills and ability - it's easier to sell what you believe in. Your image is already created - you just have to market it. How do you market yourself? That's easy. You must become:

A pro in your industry; an expert in your field.
With that said are there downfalls to personal branding? Absolutely. Unless you plan to work until your last living day, it will be difficult to transition the brand to someone else. After all you are the BRAND! If you are OK with the fact that in order to transition out of the brand you will need to create a new one that your consumers can grasp onto then personal branding may just be for you.
When branding yourself remember that you must create a strong and consistent brand. You cannot skimp just because it's about you.

Strong brands are clear about who they are and what they are not; which is why branding yourself can be an easy process. You already know who you are and what you are not. Strong brands are also consistent; it's easy to be consistent in who you are.

Let's take for example Madonna. She was her brand. Since the start of her career she has had the ability to change consistently throughout her career. This made her stand out from among other performers. This in essence strengthened her individual brand.

By branding yourself effectively you will:

• Establish yourself as an expert in your chosen field.
• Build a solid reputation within your industry.
• Increase your notoriety and improve your perceived value in the marketplace.

The key to successfully branding yourself and doing it effectively is to first establish a personal brand identity. Once you have done that focus that message on who you are and what you stand for within your chosen field. Your final step is to get the word out through a variety of media channels that are viewed by the people most likely to be interested in your message.

As people begin to see your name and become aware of the benefit and knowledge that you offer, before you know it thousands of people will not only know who you are but they will begin to seek out your services and expertise. They will identify with your brand which is YOU.

Build up an Excuse-free Culture

About 90% of the failures come from people who have the habit of making excuses: 'I could not complete this work because I was busy with other things', or 'I did try to call you but your line was busy', 'I wanted to attend the meeting but I was unwell' and so on. People give excuses to gain time, to justify themselves and some times because they can't accept failure. However, excuses at the cost of results are more painful than the real causes of failure.

The secret to standing out in career and life in general and getting true results is to be special, different and unique. The most effective way do to this is to get rid of excuses. Replace excuse with the following.

1. COMMIT YOURSELF
'Say it and do it'. Its is as simple as that. Honour your words, because people judge you on the basis of your actions.By keeping your word, you can develop trust, become reliable and gain support. There are only two options regarding commitment, you are either 'in' or 'out'.

2. ACCEPT FAILURE
Failure is not falling down but refusing to get up. Nobody plans to fail; mistakes do happen; the important thing is to accept them, find out the reasons for failures, learn from them and begin again. This time more intelligently, to get desired results.

3. STAY POSITIVE IN YOUR MIND
Those who stand for nothing, fall for anything. To be successful, you must decide exactly what you want to accomplish, and then resolve to pay the price to get it. Going through the grind, making sacrifices and facing challenges is part of the journey. So, don't quit when the going is tough instead dare to be together.

4. IDENTIFY THE REAL PROBLEM AND DEAL WITH IT
Simple things can get complicated creating confusion, stress and worries. When you find yourself in a mess, the easiest way is to point a blaming finger at some one. But results are achieved when you keep your cool, identify the problem and look for alternative ways to find a solution.

5. DO NOT PROCRASTINATE
People usually leave things to the last minute; they convince themselves that they can thrive on the adrenaline which crunching the deadline inevitably includes. This attitude has little regard for the chaos it creates in getting the job done. So act in time to get your results.

Excuse can gain you sympathy, a second chance, some extra time, a little compromise, but it never gets you results.So, go on and build an excuse-free-culture at home and at the work place, because RESULTS MATTER.

The Career in Sales

The best part of a career in Sales is that it is undefined. The career in sales, it's same as doing sex. You should enjoy it. If not either you are doing it in a wrong way or with a wrong person.Some sales positions allow you to work out of your home office, others require traveling, and still others will allow you to do both.Sales is actually the process of problem solving for a potential buyer or enhancing his/her business. Salespeople develop the skills to discover needs and solve problems. Contrary to the viewpoint often held by people who don't understand selling, the most successful salespeople sell by asking questions, not delivering a "spiel" or "talking someone into something they don't need." The old clinch is that a good salesperson can sell sand in the desert. However, the successful salesperson doesn't follow this mentality, but will walk away from a potential order because his product/service doesn't help the potential buyer. Good salespeople sell what customers really need.
The payoffs in a career in Sales are staggering. We have seen first-year sales people make six figures and work a 40-hour workweek. Sales is one of those careers that depend on how smart you work, not on how many hours you work. Of course, that is not to say that the career is not challenging. Sales requires a lot of listening to the client, paying attention to details, and following up. This means doing what you say you are going to do. If you don't follow up, you will never make the sale. But, a personal sense of accomplishment along with the satisfaction of knowing that you solved an individual's problem makes the hard work worthwhile.
Anyone can sell someone something ONCE! Gaining the respect, trust, and confidence of a customer for life takes a certain type of person. It takes a PROFESSIONAL!
The selling profession is wide open for those who have a passion to sell and want to serve others. But, you must WANT it! You have to eat it, sleep it, dream it, and, most of all, believe in yourself. You must commit to the principles of decency and honesty in everything you do. You must be prepared to accept rejection, disappointment, and losing to others who might have a better price, a better product, a deal the customer "can't" refuse, or who simply outsell you. But most of all, you have to have the faith in yourself, a "can-do" attitude, and the desire and will to succeed.
Most employers, regardless of the degree you have, will invest money and time to train you how to present their products and services the way THEY want them done what they CANNOT do is create the passion, excitement, and can-do attitude you naturally bring to the table.
Finally, I am very sure the career in sales is not a piece of cake for all.