In Focus Commercial Credit


So they are hostile to the industry in which you work. This can certainly be true for a company and so it establishes some rules to determine the approach to customers. These rules are manifested in the form of


policies, but also of behaviours and demands to the Collections and Commercial team which, unintentionally may generate a type of specific behaviour and the perceived result by the other parties. These reactions to your behaviour – in the expected way – might confirm what the company also believes: that sales on credit are difficult and customers are tough. Who created this scenario? Of course, this does not mean that all


difficult customers exist just because of your attitude, there are also customers who have their own beliefs about sellers and the use they should give credit. What I am trying to say is that, as a rule, we participate in the creation of our results through our beliefs in generating actions or reactions. Most of the time we are not aware of


the power of these beliefs because we do not even know what beliefs we have on each topic.


Good or bad? The beliefs that form our paradigms cannot be classified as good or bad, rather they are classified on the basis that they either move us closer to, or further away from, what we want to achieve, or what we crave, or what we value. So we can consider that there are limiting beliefs, in that they move us away from the objective, and empowering beliefs if these help us to approach the goal. So the first question to ask yourself in a


credit arena is: ‘What is your purpose?’ That is, what determines your way of proceeding?


This answers the question of what works for you, and if this is aligned with the organisation’s philosophy, its vision, its mission, and its values. We will often find an important


contradiction because, at the end of the day, what is going to be expressed in the actions and decisions that the area takes will be the real reflection of the paradigms of the company’s managers. The next question is: ‘Are my policies


and procedures consistent with my purpose?’ These simple actions allow us to at least know if we are acting in a manner consistent with what, in theory, defines our corporate vision. The third element is perhaps the most


Most of the time we are not aware of the power of these beliefs because we do not even know what beliefs we have on each topic


important and involves answering another question: ‘By following this paradigm, am I achieving the best results?’ Regardless of the answer, without doubt, this exercise by itself will allow us to generate actions of change either for a better alignment or to finally open up the possibility of considering things from a different perspective. So what are you waiting for? It is time to review the paradigms. CCR


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April 2017 www.CCRMagazine.co.uk 15


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