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It may be those Old beliefs and Personal Insecurities (aka: conceptual barriers)? Conceptual barriers are the barriers that are right behind the eyes, DEEP within the brain. 'Beliefs' which were planted at a very young age and re-enforced over a long period of time - which is why they are so hard to 'dislodge'. Use the following exercise to help your team members identify their limiting beliefs and feelings. Then explain how those beliefs and feelings directly impact (positively and negatively) their bottom-line results. Before we proceed, keep the following quote in mind - it's a powerful reminder of why it is so important to complete sales management activities. 'Successful people DO, what unsuccessful people are not willing to do.' - Unknown Here are the Four Steps to Overcome Conceptual Barriers: Step One - Uncover Negative Self-Talk Ask the employee to tell you what he or she 'least' enjoys about each step of the sales management process. Follow up by asking how that particular aspect of the process makes the employee feel. For example: - Prospecting/Cold Calling - (feels like I am intruding) - Asking for the Business - (feels like I am being pushy) - Cross-Selling/Up-Selling - (feels like I am taking advantage) - Assumptive Closing - (feels like I am being presumptuous) Step Two - Identify Beliefs that are the root source of negative feelings toward sales management practices. Go back to our prior examples of Old Beliefs that get in the way of our progress in the sales management process: - Don't talk to strangers - It is impolite to talk about money - Never interrupt important people - Wait to be asked Help the employee understand and be aware of why it is that they may feel the way they do. Employees should understand that they feel the way they do for a reason. Once they understand this it can be much easier for them to make a decision to overcome their old belief(s). Step Three - Turn Limiting Beliefs into Unlimited Possibility! Illustrate the following to your employee so they can clearly see how their beliefs and feelings ultimately 'pre-determine' their outcome. On one hand: Positive Beliefs » Positive Feelings » Actions » Positive Results And on the other hand: Limiting Beliefs » Negative Feelings » Inaction » Negative Results So based on the preceding, it's obvious which hand offers the most value - correct? Step Four - CHOOSE a path together! Obviously, if an employee is unwilling to work to overcome conceptual barriers, then you should agree that a sales position is not the right fit. You should either find a more suitable role for the person, or part ways so he/she may pursue a more rewarding opportunity somewhere else. Let's assume however that the employee seeks to overcome their conceptual barriers and is willing to take ownership of their plan for improvement. As the leader, you have an important role to play in your employee overcoming their limiting beliefs. You are responsible for supporting the employee in three key areas. Once again, they are: - TEACH - lead by example, reinforce positive actions and behaviors - COACH - help to improve technique, debrief progress, track results, ensure employee stays on task - EXPECT - inspect what you expect, hold yourself and your employee accountable for continued improvement and increased results. In conclusion, ask yourself the following question. Can you name one person who is a top performer that: - believed he wouldn't be successful? - feels she shouldn't be successful? - does not take the actions necessary for her to become successful? The answer to each question? 'Of course not!' Right? So by default we must agree that in order for anyone to be successful, he/she must understand what is holding him or her back. Then, she must be willing to work to overcome obstacles, and choose to proactively follow a corrective action plan. Finally, he must 'execute' the plan. Through this process he will build new beliefs that will enable him to discard that old and tired, limiting belief.
I very much enjoyed my discussion with Roy and I know you will too. For some background: the ACM, which is the world’s largest educational, scientific and professional non-profit association recently released their ACM Tech Pack on Mobility, edited and annotated by Roy Want, Chair of ACM SIGMOBILE, and his Mobility Tech Pack Committee. “The Tech Pack includes original work, must-read texts, and the latest research from the ACM Digital Library and beyond. Mobile Computing is the fastest growing area in computer science, fuelled by the explosive growth of the smart phone and cell phone market, expected to reach 1.7 billion units shipped this year. [2011] The Mobility Tech Pack looks at Visions and Challenges, Mobile Applications and Middleware, and Wireless and Mobile Technologies. The resource taxonomy includes Survey/Overview, System, Experience, Theory, and General topics. Additional materials include valuable community resources and events, as well as supplementary videos, tutorials, podcasts, websites, newsletters and blogs.”
For Want's significant contributions to Mobile and Ubiquitous Computing he was awarded the status of IEEE and ACM Fellow in 2005. Some of his best known projects are: Active Badge, an in-building location system; ParcTab, the world's first context aware computer system; Personal Server, wireless mobile computer interaction through larger nearby infrastructure and computers; and Dynamic Composable Computing (DCC), sharing resources wirelessly to build a logical computer on the fly. With over 65 issued patents, Roy is a recognized top international authority with research interests in: mobile computing, ubiquitous & pervasive computing, hardware design, electronic commerce, smart cards, distributed systems, multimedia systems, location-based services, mobile user-interfaces, MEMS and electronic tagging (RFID). Roy is the ACM SIGMOBILE Chair and Chair [ACM] Mobility Tech Pack Committee. (http://www.roywant.com/cs and http://techpack.acm.org/) Roy received his Ph.D from Cambridge University in 1988. For a complete profile, go to http://www.roywant.com/cs/. You can find out more about Roy's research interests, professional awards, education, experience, skill set, projects, publications (conferences, journals, periodicals, books, book chapters, published reports, articles, editorials, workshop papers, and EIC introductions), professional activities (professional memberships, committees, conference program chairs, conference technical program committee service, selected invited presentations, editorial posts, PhD thesis committees, industry technical awards, and grants), patents, and media coverage. To listen to the interview, click on this MP3 file link DISCUSSION: Interview Time Index (MM:SS) and Topic:00:44: :18:41: :21:00: :26:18: :29:46: :32:30: :34:34: :38:12: :45:48: :49:51: :52:56: :57:01: :58:49: :01:00:32: :01:03:27: :01:05:33: :01:07:21: :01:08:55: :01:10:21: :01:12:40: :01:13:43: :01:18:30: :01:20:43: :01:23:41: Article Index: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81 |
More Articles:1. Retain Your Best People By Dorene Lehavi Many managers and team leaders ask me how to deal with employees in a way that will maximize their potential, create loyalty and respect, and cut down on high turnover and destructive behavior in the workplace. The single most common reason people stay or leave an organization is based on the relationship they have with their direct supervisor. Therefore, the key is to show a keen personal interest in each person. Recognize everyone's uniqueness and find ways to allow that uniqueness to be exp… Promo Items 2. What Every Manager Should Know About How to Conduct Successful Training Activities By Etienne Gibbs Whether you are training preschoolers in the classroom or executives in the board room, here are 15 premises you might want to keep in mind the next time you're designing training activities.1. Everybody has the capacity to learn.2. Everybody learns at his own pace.3. The trainee learns only when he is ready and is motivated.4. Training must, therefore, get the trainee ready and motivated by satisfying his needs.5. Training must, therefore, begin at the trainee's level of comprehension.6. Begi… 3. Is Your Workplace Suffering from Contagious Stress? We wonder how many of you might recognise this scenario? Although it happened with a male manager, it could apply to men or women. The manager we worked with had been promoted to a more senior role and was experiencing demands from all sides. He became increasingly tired, was working long hours and spending less time with his family. His overall energy dropped, anxiety levels increased, sleep was disrupted and concentration and focus diminished. He no longer took time to exercise, found himself … 4. Business Opportunity - Leverage Your Employees! By Martin Haworth As a business asset, they don't sit well on the P&L statement. They aren't valuable like a piece of machinery, or an office block. There is no assignment of currency with which you can measure them. But living and breathing within the walls of your premises are the biggest asset you could think of - your people.Here's why...Your people are:- Your FaceThey are like a big advert on a bus or a hoarding. Whatever you want them to be - they are you, in whatever way they feel at the time. One slip… |
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Roy Want is a highly respected research scientist at Google. Prior roles include Senior Principal Engineer at Intel, EIC at IEEE Pervasive Computing, and Principal Scientist at the Palo Alto Research Center (PARC).