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“An activities manager is a person who – when somebody offers him an opportunity – asks: • Is this consistent with my purpose? • Is it going to help me reach my goal?


• Can I fit it into my plan? “If the answer is yes to all three questions,” Berglund says, “the last thing they do is schedule it into their calendars.” An activities manager plans first and schedules last. Managers, like everyone else,


don’t realize they’re living in the past based on how they organize their time. They’re always fighting time. The number one weapon in this war is the “time planner,” or what some still call an appointment book. Berglund says that time planning is a symptom of how we go wrong with our sched- uling. Our decisions should not be based on time availability. Decisions should be determined by our goals. The key to managing time is thor- oughly prioritizing our goals. Manag- ers need to carefully choose goals that are important. Then they should make time to achieve their goals.


SELLING TIP


Negotiation Basics Quick Negotiation Tips to Increase Sales


Just about everything in life is negotiable. You negoti- ate daily with your family, coworkers, and boss. Some- times, you even negotiate with yourself. Should I do this, or should I do that? You may not realize it, but negotiating is part of daily life. Negotiating a sale with a prospect or current custom- er is similar, but more focused. Here are some expert tips on how to improve your negotiating skills. • Go for the win-win situation. It takes two to tango, and – while you want to walk out of your cli- ent’s door with a sale, they also need to feel that they’ve benefited and won from the transaction. Your future business depends on it.


• Do your research. Negotiate from a position of power. That means having as much information on your prospect as you can. As the Boy Scouts say, “Be prepared.”


• Set your goals for the negotiations and de- velop strategies, tactics, and counteractions. Be proactive and anticipate what your counter- parts want and need and the direction in which they might go.


• Let your counterparts speak first while you lis- ten with undivided attention, no interruptions, and an open mind. Don’t listen to respond.


• When you ask questions, ask good ones. Like Sher- lock Holmes, your business is to gain information and “know what other people don’t know.”


• Read nonverbal communications. Keep your eyes focused on your counterparts and their gestures and body language. How they physically react – or don’t react – is sometimes more important than what they say.


• Don’t give up the farm. Your goal is a win-win outcome: you don’t want to be on the short end of the stick. Remember, you can always walk away. – WILLIAM F. KENDY


SELLING POWER MAY 2016 | 21 © 2016 SELLING POWER. CALL 1-800-752-7355 FOR REPRINT PERMISSION.


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There is a difference between being a leader and being a boss. Both are based on authority. A boss demands blind obedience; a leader earns his authority through understanding and trust. – KLAUS BALKENHOL


Managers must realize that the most important factor for achieving goals is not how much time is available, but how to identify priorities among goals and then be honest about the ability to achieve those priorities. Berglund says, “One of the most important things about a schedule is to tell ourselves the truth. A subordi- nate’s being willing to take whatever a manager gives out is really irrespon- sible. People have a natural desire to get their jobs done and to be good at what they do. They fear having to say, ‘Gee, I can’t do this.’” The responsible solution, according


to Berglund, is for an employee to say to his manager, “I have three priority jobs this week. They’re going to take


me 45 hours. You’ve just given me another job. How would you like me to arrange my time?”


This dovetails neatly with the first


secret of goal setting. A manager and employee must agree upon goals. With mutually agreed-upon goals, both parties are in great shape to get the job done. A manager must be re- alistic and flexible about goal achieve- ment as well as have a clear under- standing with an employee about what can be achieved in a given time period. When goals are mutually agreed upon and prioritized, time ceases to be a manager’s enemy. 


THE SALES MANAGEMENT BOOK


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