PSYCHOLOGY


changing their explanatory styles. It is a four-day program where people learn how to deal with overwhelming negative thoughts. They learn to be more active and creative in the face of failure.


SP: Do you feel there is a relation- ship between the way we explain success and failure and our future sales productivity? Dr. Seligman: I think the relation- ship is pretty direct. I think that those salespeople who have adopt- ed an optimistic style for dealing with negative events will make the next call faster, they are going to be more creative on the next call, and they are going to sell more.


SP: They learn to recover more quickly. Dr. Seligman: Yes. Selling is a very special profession. We have tested many different groups – from West Point students to Olympic athletes. Selling is unique simply because you are exposed to a lot of nos.


SELLING TIP


Don’t Let Screeners Interfere with Your Job – Meet Decision Makers on Your Terms


Cold callers face a dichotomy. Picture the reception- ist/secretary, barraged by telephone and mail solicita- tions, whose boss says, “Hold all my calls. I don’t want to see anyone.” The next week, this same boss says, “Why aren’t you giving me any quotes on competi- tors’ prices?” And the secretary replies, “But you told me to hold all calls!” Corporate gatekeepers are skilled in screening un- wanted or suspected time wasters, but they also have a responsibility to see that information about useful products and services gets through to their manag- ers. As a salesperson, you must meet the challenge of showing these gatekeepers that you come bearing good and useful news about products and services. In your pre-call planning, find out who makes the key decisions and how he or she makes them. If you


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Therefore, only a very special group of people is going to do well in it.


SP: Do you feel salespeople handi- cap themselves more through making a mistake or more through the irrational explanation following the mistake? Dr. Seligman: I think it is the explanation.


SP: Have you ever been out on actual sales calls? Dr. Seligman: Yes. When my father had his stroke, I spent the next five years selling magazines in upstate New York. At age 16, I was making more money than I did until I was a full professor. I think there are two aspects to selling. The first are the technical mistakes – and your common sales training courses can help you with that. But your training, your experience, and your talent can only go so far. Where do you learn to think about the causes of your mistakes? That’s a second,


special kind of skill. It is a learn- able skill most people in selling don’t have.


SP: So you are saying that, if you learn that skill, you can increase your sales further. Dr. Seligman: Yes.


SP: Do you feel that the skill of explaining failure ultimately deter- mines our chances for achieving success? Dr. Seligman: It puts the upper limit on your talent and ability. You can have the talent of Mozart, but, if you believe you are no good at composing music, you are not going to do anything.


SP: What is the difference between positive thinking and learned optimism? Dr. Seligman: There are two basic differences. When I think of your usual positive thinking or motivation speech, I think of it as a temporary


sell to specific industries, become active in related trade associations. Read their publications and attend meetings and conventions you think will attract key decision makers. Many national trade associations have local or regional chapters. Join these associa- tions and volunteer for committee assignments or run for a board of directors seat. You could also write articles for their publications or offer to present a pro- gram at meetings or educational sessions. Another good source of information is the pros-


pect’s salespeople. They are easy to reach because they return phone calls. They understand your situa- tion and are usually empathetic.


When you know who the key decision maker is, you


are less likely to be shunted downward when you ap- proach the receptionist either in person or by phone. You must come across verbally and nonverbally as a potential asset to the company. Your manner must reflect wholehearted confidence without pretense or cockiness. Maintain a poised, confident manner that radiates belief in your potential value to the prospect. Help the screener recognize the value of your offer and you’ll be helping yourself to more sales.


– LEE BOYAN


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