MOTIVATION
VIDEO: GO FROM KILLED DEALS TO KILLER POINTS OF VIEW IN SECONDS WITH AI
define itself. An organization with focus has a clear sense of its mission and how and when it will accomplish that mission. Focus also represents the visionary part of leadership that includes a company’s values and its vision of perfection. To sharpen your organization’s focus, give some thought to why you’re in business and what you hope to accomplish. What does your company do or offer that makes it different or better than the rest? Design a clear mission statement and company goals to help unite your organization’s efforts toward a com- mon purpose. Not until your company has defined its goals can you make progress toward achieving them.
PHYSIOLOGY Individual physiology: Selling may be primarily a mental game, but the ways you physically feel and act affect how well you play it. Obviously, good health and fitness will help you cope with long and stressful workdays, but you also have to pay attention to your body language and the way you carry yourself – the way your body reveals how your mind feels. If your physiol- ogy doesn’t match your psychology, your brain might not believe what you’re telling it. For example, if you hit your golf ball into a sand trap, then tell yourself how much you love hitting out of the sand – but walk toward the ball with your head down
14 | JULY/AUGUST 2025 SELLING POWER © 2025 SELLING POWER
and your fists clenched – then your brain will believe your body language instead of your words. By acting energetic, motivated, and cheerful, you might find yourself actually feel- ing more energetic, motivated, and cheerful. Pick up the pace and hold your head up when you walk. Offer a smile and a cheerful greeting to your co-workers, and sit up straight in your chair instead of slumping. Organizational physiology: A com- pany might not be able to actually hold its head up and put a spring in its step, but its physiology is still ap- parent in its policies and procedures. Because those policies reflect how company leaders want their employ- ees to act, they are the closest thing to a physical embodiment of the com- pany. For that reason, they should always walk the company’s talk. Take a look at your current sales and service policies and ask yourself how well they will help the company achieve its objectives. Actions speak louder than words – when customers notice a conflict between what your company’s people say is important and what its policies say is important, they are more likely to believe the policies.
ROUTINE Individual routine: Poor planning and inefficient work habits can make you fall short of your mark even when your focus and physiology are on target.
For example, you can start the day with the right attitude and energy, but, if you make too many transitions between different tasks or spend too much time on unimportant jobs, your day isn’t going to be as produc- tive as it could be. If you never feel as though your work output reflects the hours and effort you put into it, then take a closer look at how you’re spending your time. Get in the habit of making a prioritized “to do” list for the next day before you leave work, and try to finish non-selling- related tasks before or after prime calling hours. Think about the tasks that take up most of your time each day, then think about how you can get a better return on your invest- ment of time and energy. Organizational routine: An orga-
nization’s routines say a lot about it. Policies and procedures that reflect a company’s goals and values do the most good when they’re put into practice every day. Your sales- people may understand that it’s their company’s policy to put the customer first, but do they act on it? How do they incorporate that policy into their routine? Do they regularly strive not just to meet their custom- ers’ expectations, but to exceed them? Whether your customers get courteous treatment and prompt service shouldn’t depend on who’s answering the phones that day. Show your salespeople you expect them to follow company policies. How? By monitoring your team’s ac- tivities and rewarding the behavior you say is important. Just like giving someone all the right tools and parts doesn’t neces- sarily mean they can build an engine, having the knowledge and ability to sell doesn’t mean you’ll realize your selling potential. To be as produc- tive and profitable as possible, your team and your organization need to know how to use their assets to their fullest advantage. With the right focus, physiology, and routines, your company and your team can capital- ize on their capabilities.
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43
