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Expert Author Linda Hancock
No one likes to listen to that they need an addiction. Sometimes their use of a substance or process addiction develops so subtly that one doesn't even recognize what's occurring until consequences set in.

There is a strong line within the song "Slow Fade" by Casting Crowns that claims "People Never Crumble during a Day". Your see choices over time cause problems.

Following are a number of the items which will assist you to assess your situation:

1. Secrets - once you try to cover the items that you simply do from people , then you're probably up to no good. It doesn't matter if it's using pornography, drinking alcohol, shoplifting, having an affair or stealing - this stuff all take a toll at some point.

2. Lying - Telling one lie means you've got to inform another to hide it up then another to hide that one up. Eventually you forget what the primary lie was then you're busted.

3. Contacts - We become like our surroundings. When the people in our lives have substance or process addictions, we are setting ourselves up for addictions. If you think that that your group of friends don't drink an excessive amount of , try being the sober one within the room and see if your initial assessment changes.

4. Opinions - When people are confronting you about belongings you do , don't ignore them. Having someone share their concerns is probably going more about caring than about nagging.

5. Focus - Where to you invest some time , energy and thoughts? If you're feeling obsessed about something, perhaps you're in or on the sting of trouble.

6. Responsibilities - Are you neglecting things that you simply value? Perhaps you're not paying your bills on time, doing an honest job at work or being there for your family. Letting things slip allows others to lose their trust in your word.

7. Health - Hang overs, feeling poorly or noticing physical problems that you simply didn't previously experience are warning signs designed to urge your attention. Taking more sick time from work may be a good indication of problems. i'm amazed at what percentage people eat nutritiously, exercise then ingest alcohol which may be a poison or illicit drugs that aren't regulated.

8. Finances -Get honest with yourself about what proportion you're spending on your "habit". For one month, write down every cent that's going towards substances or activities which will be or are addictive for you. you would possibly be very surprised about what proportion addictions are stealing from checking account .

9. Fear - If you're worried that you simply might get caught by police for your actions, you've got crossed a significant line. Those in safety sensitive positions who have a positive drug or alcohol test can lose their jobs, reputation, self-respect also as thousands of dollars in lost wages. consider it this manner . Are you scared of what your child or grandchild would consider your choices?

10. Shame - Guilt means you think that you've got made an error . Shame means you think that you're an error . Addictions are deceitful because they provide short-term gain in exchange for pain, embarrassment and self-flagellation. you do not need to be ashamed of yourself anymore.

If you discover that there are things on this list that ring true for you, don't despair. There are professionals and resources available to assist you. you'll invest in yourself today by simply booking a meeting with someone who will assist you develop strategies for a far better future.
Expert Author Clive Miller
Why do people choose a sales career? Some non-sales people reply "because they can not do anything ."

The most common answer from sales people is "the money." Most professions require years of study just to earn the title, Architect, accountant , engineer , Solicitor, Barrister or Doctor. Once qualified these professionals still need to build their experience and reputation before they will command the high remuneration related to their occupation.

Sales people haven't any such barriers to entry yet those that succeed often earn similar incomes. Some can favourably compare their pay with top Barristers. Earnings in more than 250,000 pounds sterling aren't uncommon in fast growing industries.

Why do sales people get paid so much? Presumably, because companies find that sales people generate business more efficiently than other means. Most employers reward sales success with commission payments because it works. Do the commission earners deserve it?

Sales people, on the average , support the roles of 27 people , consistent with one study. If you're taking under consideration those working for suppliers, this statistic holds some credibility. it isn't suggesting sales professionals could do their jobs without those 27 people, just that if their sales weren't made, the roles couldn't exist.

Commission plans invariably attract criticism, from both those that benefit and people who don't. Jeffrey Pfeffer of Stanford University's grad school of Business extols the wisdom of not tampering with pay systems. On the entire this is often sound advice. within the case of commission plans, it's seldom possible to follow.

Most schemes are initially supported simple principles, then suffer continuous modification, as circumstance change or unwanted side effects are discovered. Hurried or ill-considered plans need more changes.

Let's consider the choices from a management perspective. Commission based motivation gives sales people what they need - a way of control over their own destiny and non-judgmental performance feedback. Should we be surprised once they act in accordance with their compensation plan and private needs, instead of in response to management directives?

Changing strategic objectives prompt changes to commission schemes. Instructing sales people to specialise in services has little effect if most of their income depends on product sales. Quick fixes within the sort of special incentive payments can make things worse, as they did at one company I worked for.

The extra incentives intended to extend sales department attention on low-end high volume products, pushed payroll costs over budget, without having the specified effect.

Many variables effect sales behaviour and motivation. the combination of base salary and performance pay, the measurement period, when commission is paid, the tactic of measurement, accelerators, how high the 'on target' bar is about , and capping all play a neighborhood . Inconsistent levels of payment for various products and services ads an extra layer of complexity. municipal government design warrants an excellent deal more attention than it always gets.

Mix of base salary to performance pay

Attention swings towards winning immediate business because the ratio of commission to salary increases. Aggressive accelerators accentuate the urgency of meeting or exceeding every sales target. a bit like water, sales people motivated this manner will always find the quickest root down Capitol Hill . Opportunity for gain concentrates the mind. Longer-term considerations like new market development, and even new products, could also be ignored unless they generate clear upside earning potential. Advocating team behaviour under these circumstances is like trying to push water up hill.

High base salaries with small commission elements encourage long-term focus and good corporate citizen behaviour. Relationships and reputation are better maintained. Strategic sales opportunities receive more attention. In my first sales position bonus payments supported company performance and individual salary provided team oriented motivation. Sales people were more inclined to go to customers who had no immediate business to put . In larger companies, this approach can direct focus faraway from profit and revenue milestones towards being seen to try to to the proper thing.

The measurement period

Orders tend to bunch up at the top of measurement periods. Sales people naturally specialise in the business at hand and neglect prospecting. Pressure to shut business in time for measurement period end dates, pushes pipeline work into second place. Countering this with monthly or weekly sales targets results in lower value orders as sales people increasingly attend to opportunities with shorter sales cycles.

Quarterly, half-yearly or annual measurement periods tend to end in long famines and bigger orders. Activity targets, that are designed to enhance order flow, but are left subordinate to the compensation plan, are largely ignored or receive hypocrisy . Attaching payments to activity targets may encourage manipulation.

When they get their commission

Paying commission against orders causes sales people to maneuver quickly on to their next opportunity and reduces their interest in delivery and implementation.

Deferring payment until the customer pays disconnects sales success from the reward, devaluing the commission scheme. With some schemes, sales people might not receive the commission related to a purchase for 6 months or more.

In my youth at Sun Microsystems, many folks spent a disproportionate amount of your time checking indecipherable commission statements and querying pay cheques. We also became involved within the collection of debts.

As you would possibly expect, such circumstances work against the aim of commission plans. Happily, for the sales department , and for Sun, the scheme was improved.

The measurement method

Basing 'performance pay' on profit steers sales people to sell whatever products or services have the very best margin, no matter management intent. For resellers and distributors this has the advantage of providing automatic feedback of market preferences and opportunities. It also helps control cost of sales.

For larger companies it frustrates marketing strategy. Paying commission on revenue reduces interest within the price paid and helps the pursuit of market share and strategic customers. On the down side, profit margins become harder to regulate .

Accelerators

Changing the worth of commission consistent with performance spurs sales people on to greater effort when the effected number is seemed to be in reach or achieved. this might end in more price pressure from the sales person, in order that he or she will buy business forward.

Accelerators also can encourage sandbagging. If a sales person thinks the target related to the accelerated commission rate is out of reach, he or she is probably going to sandbag to preserve orders for subsequent measurement period. Overall accelerators increase motivation, sales, and earnings. Accelerators are difficult to allow If quite the expected proportion of a sales team achieve accelerated commission.

Clear goals, careful consideration, consultation, and testing are essential for designing about the only commission schemes.

If the task falls to you, adopt a cynical mood and picture you're a recipient. Think through how the planned scheme or changes will effect your earnings and actions. Ask peers to try to to an equivalent . Get a number of your sales people to offer you feedback. Ask your accountant or financial director to select holes in envisioned schemes before they're published.

Repairing mistakes after a compensation plan is issued is nearly always expensive. Sales people will have made target commitments supported the published compensation plan. If adjustments could mean less money, they're going to have a de-motivating effect.

Effort invested in planning pays dividends in sales results and reduced need for management intervention. Whenever sales compensation needs revision, remember the 1 - 10 - 100 rule. Right first time costs once. Right second time costs ten times. Right third time costs 100 times.
Expert Author Clive Miller
Every now then an excellent sales person comes along and makes the old hands, me included, appear to be at the best , ham fisted novices, and at the worst , wiped out 'has been's'. When a sales person performs so well that they create everyone else seem incompetent, it's tempting to place their success right down to luck. "They just happened to be within the right place at the proper time", we tell ourselves. Sometimes it's true, although there's a knack to being in additional 'right places' at 'right times' than others manage.

Take a better look before you jump thereto comfortable conclusion that they were just lucky. a number of these brilliant sales people seem to possess been during a succession of 'right places' at the proper times. once you end up within the presence of somebody with this type of dazzling record of accomplishment, you'll had best if you set aside any professional jealousy and set about discovering what this golden sales person does differently to others. Catch it and put it during a can, if you'll .

For managers the trick is to assist the opposite members of the sales team copy what the highest people do.

This is exactly how the simplest sales methods are figured out . the problem during this approach lies within the brilliant sales person's complete inability to inform you their secrets. Usually it's not a ploy to stay others from stealing their glory. Such people normally have complete certainty in their ability and do not feel threatened by competition in the least . They simply do not have a conscious awareness of what it's that they are doing that sets them apart.

It is possible to seek out out, through close observation over an extended period. The time involved is gigantic . you've got to watch several sales from starting to end. To make certain of your results you furthermore may need to observe several other sales people of various abilities, working during a similar environment. there's always quite a method to secure a deal, so untangling your conclusions and crafting them into a way that less successful sales people can cash in of, takes quite each day or two of undisturbed den time.

One might think that sales managers are in a perfect position to form the required observations and compute effective sales methods. Perhaps this is able to be true if a sales manager had nothing else to try to to . Some do achieve the enviable situation where their sales people are completely empowered and consistently successful with none intervention. for many sales managers that specialize in achieving the required sales results is all consuming.

Instead of commissioning an in depth study of superior sales people, evaluate all the methods born from other sales research projects and make a replacement hybrid. this enables you to require account of your unique sales environment, or maybe a subset of the sales situations that your people should be addressing. Alternatively, you'll make a significant investment in adopting someone else's method. Put the stress on 'serious'. you recognize that just having everyone attend the course isn't enough to form it work.

Playing devils advocate, I even have found myself arguing that no particular method of selling should be enforced because every sales situation is exclusive , and winning requires a versatile approach. Let's consider the explanations for and against adopting a sales method.

Reasons in favour of employing a consistent Sales Method

-Measuring progress through the sales cycle becomes possible or much easier to realize because each element of a campaign is defined.

-The method are often incrementally improved because success with each element are often more easily compared across many campaigns.

-Because comparison is simpler , individual performance are often more easily observed. Poor practices and behaviours are often identified and corrected before they feed through in poor sales results.

-Forecasting will become more accurate because qualification and progress through a purchase is more transparent and hospitable examination.

-Individual training and learning requirements are easier to spot because performance of steps within the methods are often more easily compared across sales people.

-Management style are often more relaxed due to an increased sense of understanding and control. This helps improve confidence and moral within the sales team and therefore the company as an entire .

Reasons against employing a Consistent Method

-Sales people might become caught up in paperwork and spend less time face to face with customers.

-Real situations might not conform to envisaged steps during a sales cycle.

-Enforcing methods can stifle creativity.

-Some sales people could also be uncomfortable about closer evaluation of their activities.

-Some sales people may ignore the tactic guidelines and undermine authority.

The overall question is, "will employing a consistent sales method increase sales?" like many questions involving people, the solution is, "It depends". the worth of method based selling will depend upon several variables like customer expectations, average sales value, average length of your sales cycle, prospect to sale conversion ratio, and the way the need for a sales team to use a specific method is communicated. people that feel involved in developing the tactic are far more likely to support its adoption. The person tasked with getting the sales people on side, must exercise leadership and sales skills. There has got to be some benefit for the sales people within the proposed changes. they're going to got to be sold on the potential for increased earnings inherent in adopting a more structured approach.

Defining steps or elements during a advertising campaign to realize more control of the sales process may be a journey instead of a one-time exercise. Definitions will need tuning and measurement tools will need adapting as you learn more about the simplest thanks to increase sales. For sales people, being a part of a process development project is more motivating than having to evolve to someone else's idea of the right sales method. People in management and sales will learn from involvement. the worth of method based selling is a smaller amount within the plan and more within the thinking and planning that goes into it.
Expert Author Clive Miller
One of the explanations that I and lots of others i do know are interested in selling as a profession, is that the freedom that the majority sales jobs offer. Rules are restrictions that a lot of sales people resent, ignore, or break, simply because they will . I mean the type of rules that appear to limit freedom instead of people who provide a foundation for civilisation. Rules like , "we only buy from people on our approved suppliers list", "you must speak to a nominated contact and can't speak with the people that are involved within the decision", and "It's our policy to not divulge budget details".

Despite having a well developed dislike for any rules that appear unnecessary, I even have three rules that I do my best to obey during a sales process. Having broken them on numerous occasions and suffered the results of unexpected lost sales, I even have concluded that these particular three rules are important. such a lot in order that we now teach them in many of our sales training courses. Here are the rules:

1. Make no assumptions

On the surface, this first rule looks like sense . While this might be so, it is not common practice.

When you consider a sales conversation, the primary opportunity for assumptions is within the language. Despite having a standard language, people develop their own independent interpretation of the words and phrases they use. as an example , the term, 'a communication problem' even within the context of telephone use, could have dozens of various meanings. Therefore, if you think that you recognize what a customer means once they use a specific term, acronym, phrase, or piece of jargon, you're in peril of breaking the primary rule.

If you'll listen in on a sales conversation and were to adopt a devils advocate perspective, you'd find it easy to list the assumptions made when the participants begin to speak about the explanations for the meeting. People often begin by discussing the merchandise or service which may provide an answer . This presumes tons about the character of the matter or opportunity.

In many cases, the parties never get around to discussing the important reasons for purchasing something. Before you laugh and think, "it wouldn't be me falling into this trap", ask yourself how often you've got found it difficult to influence a manager that your sales forecast was realistic?

It is easy to mention , "I'll make no assumptions" and surprisingly difficult to stick to the commitment.

In thousands of sales meetings, training courses, and sales simulations, we've observed how difficult it's for sales people to avoid making assumptions. Even experienced people leap to conclusions capable of resulting in a disastrous result. to assist people minimise the quantity of guesswork, we developed a sales process labelled 'CLEAR'. First, you'll got to understand the opposite two rules.

2. Declare your intent to no assumptions

If you create an agreement with a customer at the start of a gathering to undertake to eliminate assumptions, you double your chances of getting the customer's co-operation once you press for a far better understanding of their need or requirement.

At the start of a gathering , it's easy to realize agreement on now . nobody wants to form guesses. it's a trivial thing and straightforward to forget. If you do not make some extent of doing it and haven't prepared how to ask smoothly, you're likely to overlook or consciously discard this step.

3. Don't mention your products, services, or solutions

The third rule is harder to watch than the primary . After all, what are you there to try to to if it's to not mention what you've got to sell! albeit you've got learnt that a seller's first need is to know the explanations for the customer's interest, most frequently the customer prefers to speak about what they need to shop for . it's the straightforward path. It doesn't involve the pain of considering what isn't known and what must be uncovered to ensure an honest outcome for both buyer and seller.

Once a requirement has been identified and therefore the value of satisfying it qualified, the sales process should convince the customer that what's being sold would deliver the promised results. At an equivalent time, the buying process is about customers satisfying themselves that what they buy will deliver the specified results. In financial and legal terms it's know as 'due diligence'.

It is within the interests of both parties to urge this part right. Failure will cause unpleasant or maybe catastrophic consequences for buyer and seller alike. Business to business sellers cannot afford unhappy customers. In most cases, buyers will blame sellers for performance failure whether it's deserved or not.

CLEAR may be a guide to assist sales people manage this process during a way that adds value for the customer and nearly always results in a far better result for both parties. CLEAR stands for Circumstances, Leverage, Expand, Advantage, and Requirement.

A number of barriers are often thrown up when a sales person tries to obey the three rules and follow the CLEAR process. they're an equivalent barriers that sales people run into when using other methods.

1. The customer won't reveal the underlying reasons for his or her interest or requirement.

This may be because the person tasked with chatting with sales people, doesn't know the explanations . Sometimes the customer thinks that it's not in their interests to inform outsiders. one more reason may be a lack of trust during a particular seller or all sellers generally .

2. The customer will disclose the explanations but can't or won't reveal the extent of the affect on their business.

In many cases, the customer hasn't measured the impact and doesn't have an honest assessment of the business value which may result from buying.

3. The customer won't reveal what proportion they're willing to spend to urge the results they need .

This may be because they do not know or because they think it's not in their interests to inform the vendor . As for No.2, it's common for buyers to involve sellers before they need a transparent understanding of the problems they need to deal with and therefore the results they need to realize .

4. The customer won't allow access to the people with influence over the choice .

Sometimes this is often an imagined problem arising from a sales person's reluctance to travel around a longtime contact or to press for access. Sometimes it's a declared policy designed to guard staff from sales people. In other situations, vulnerable individuals attempt to prevent access. Reasons include fear about losing control, appearing weak, and exposing previous poor decisions.

5. The customer is vague about the choice making process.

Sometimes this is often because their deciding process is ill defined. Sometimes the person being asked, doesn't know their process. Sometimes it's yet to be defined. While less common, some customer's think it's in their interests to stay it a secret.

6. The customer resists attempts to determine a sales process agreement (SPA).

More often, sales people either never consider the likelihood or think it unnecessary. Once a purchase is qualified, agreeing a step-by-step time bound process resulting in either a yes or no decision is effective to both parties.

7. The customer stops taking calls after the vendor delivers the presentation or proposal.

I call this the post proposal region . It doesn't happen in every situation and being in one, doesn't necessarily mean that the sale is lost. A firm SPA will usually prevent a post proposal region forming.

The 'CLEAR' guide provides solutions for every of those seven obstacles. It defines a sales process that creates a considerable contribution to the customer's thinking and differentiates the vendor . the method allows the vendor to demonstrate integrity. The diligence observed within the sales process infers trust within the seller and their proposed solution.

Selling may be a process that ought to help customers achieve their objectives. If it does anything , like persuade buyers to try to to things that are not in their best interests, then the method is broken and every one sales people are suspect. those that find themselves fighting a broken process have a chance to repair it.
Expert Author Sarah Schwab
"Art is when a person's being does something for the primary time." - Seth Godin

"The point isn't to try to to something that's never been done before, but something you've never done before." - Liz Gilbert

These two quotes are both from people I highly respect and admire. I found them in completely different places. But, together, i feel they carry up a really important question.

In Seth Godin's view, art and creation is that moment when something completely new happens for the primary time ever. That thing had never been done or thought before within the history of the planet .

While it's going to not be clear from the quote that that is what he meant, he went on in his ask describe it. He highlighted new inventions and ideas that transform the planet and alter how things are done.

Granted, those are amazing and important moments of creativity and inspiration.

But it also somehow makes creativity or art feel inaccessible. "How am i able to consider something brand new? Everything has been thought of already!"

It's a large order .

Those moments of genius that change the planet are rare.

Or are they?

Meanwhile, Liz Gilbert has chosen to specialise in the individual experience of creativity.

Just because something has been done before doesn't diminish the very fact that it's an act of courage and growth once you roll in the hay for the primary time.

Plus, you're likely to try to to it differently than anyone else. You bring your own voice and knowledge and personality thereto . nobody has ever done it before quite like that!

Like Liz, i think that creativity is for the masses. it's about the daily practice to point out up and alter and grow.

Then, again, maybe there's room for both. Even for you, and me!

We should certainly allow ourselves... no, challenge ourselves... to undertake new things, and grow and make throughout our lives.

In that process we'll have an awful lot of thoughts!

Have you ever had the experience of second guessing your own new ideas? there's a voice that says , "Someone else probably already thought of that."

And sometimes, it's true.
Expert Author Sarah Schwab
When it involves creating something, are you a planner or an improviser?

In my work, I've began to distinguish between different creative approaches. Some people are far more comfortable with a well-planned and thought out process. Certain projects or situations necessitate this type of approach.

Other people and circumstances involve a more spontaneous experience of the creative process. Its about allowing ideas and expressions to flow through you within the moment.

Stage vs. Street

One of my guilty pleasures is watching So you think that you'll Dance. As a dancer-at-heart, I live vicariously through the amazing people on the show. i really like watching them overcome their fear and provides it their all.

This season, the show has split the contestants into two groups: Stage vs. Street.

What I noticed is that the stage dancers are more on the planned side of creativity. They rehearse their routines, knowing every move beforehand . they're wont to learning choreography, and what they're ready to produce is incredible.

The street dancers are more on the spontaneous side of creativity. They often hit the floor with no real idea of what's getting to begin . They know their style and their core moves, but they're truly within the moment, creating something new ahead of an audience... and a tv camera! that have has it's own power, even beyond the particular dance moves.

When it came time for the road dancers to find out choreography, many of them struggled. that they had never planned their dancing before, to not mention having to find out someone else's steps.

But i might imagine that if the stage dancers were made to improvise something with no preparation, many of them would struggle also .

It's a continuum

You see, the spontaneity of creativity may be a continuum. Okay, that's tons of massive words, but here's what I mean.

Very rarely are some things completely spontaneous or completely planned. There are elements of both.

A speaker who has outlined his talk goes on the stage with an idea , but doesn't know the precise words which will begin of his mouth.

Another speaker may have written their entire speech out, choosing to read it from a podium.

Those two approaches are at different points on the continuum. They also feel different to the audience.

We React Differently

Planned creativity is usually more polished. It strives for perfection. Although we all know that there's no such thing!

Experiencing a highly planned demonstration of creativity can cause the audience to be amazed by the artistry, the ideas, and therefore the talent that's displayed. It also allows the audience to think critically about it, knowing each bit was carefully chosen.

Spontaneous creativity provides a singular experience which will only happen once, and as observers we react thereto differently.

In watching an act of spontaneous creativity, we are drawn in not by the plan to approach perfection, but by the uncertainty of watching the creative process unfold. The vulnerability of the creator brings out our empathy and that we want to support them. We are less likely to guage the result . Instead we simply enjoy the instant .
Expert Author Sarah Schwab
Everyone features a different approach to creative projects. I've worked with tons of clients, and there's not a one-size-fits all solution to getting it done. Some people are great with structure and planning while others are okay with a more seat-of-your pants approach.

It isn't about being right or wrong. There are pros and cons to every of those approaches. It's just important to acknowledge which approach is that the best fit you so you'll plan accordingly.

Regulars

Some folks get into a content creation practice, and show up for it on a daily basis. that would be a day , every few days, or even once every week . These people are committed to putting out content consistently, and it becomes a part of their routine.

Deadline Meeters

For this group of individuals , the thought of making content every single week (or more!) is overwhelming. They understand the importance of content creation, but aren't always ready to prioritize it when there are numerous other things to try to to . But, give them a deadline and a touch accountability, and that they will catch on done. Usually just in time!

This approach requires a touch planning so as to line manageable deadlines that add up .

Batchers

There is another group of highly organized people that wish to block out time to make tons of content directly . Then they will take an opportunity from creating while they drip that content out into the planet . That way, they need an intense period of content creation once every 4-12 weeks approximately . This works well when there are more people involved within the production process, and requires tons of advanced planning and scheduling.

Don't await "inspiration"

It is tempting to attend to make content until you are feeling inspired. Wouldn't it's great if you'll get into the flow, and let creativity and content come through you with ease?

It doesn't work that way.

If creating content depends on your mood, or your level of inspiration, you'll find it difficult to remain consistent. (And consistency is key!)

Those who are successful at creating content on a uniform basis employ these methods to assist them stay track. Either with a daily habit, set deadlines, or a batching schedule, also as a system for accountability.

Creative inspiration happens within the method , not as a prerequisite.

Part of what I do with clients is to spot the simplest content creation approach for them, and help keep them accountable thereto . It sounds boring on the face of it, but it's what allows the magic to unfold.

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