Showing posts with label feedback. Show all posts
Showing posts with label feedback. Show all posts

Wednesday, October 30, 2013

Success Begins in Your Mind by Tom Hopkins

A strong positive attitude is one of the most important traits a sales professional can have. Most people who fail in business fail because they don’t know how to keep their attitudes positive on a daily basis. They start their careers learning and practicing the basics, honing their skills, and end up making lots of money. Then, they go into a slump. They will stay in their slump until they go back to the fundamentals, until they return to doing what they get paid for — accepting failure and rejection without letting it stop them.
The key to success is handling failure.
Handling success does not come naturally to most people. It is an acquired skill. Some of your emotions tell you to sulk and avoid any situations in the future that are likely to put you in line to feel the pain of rejection again. Other emotions tell you to get more out of life for yourself and your loved ones. Concentrate on what you have to gain, and learn how to change your attitude toward rejection.
       
There are five concepts that have helped me move forward in all areas of my life. Memorize them and recall them when you’re rejected or have failed to achieve what you wanted.
       
1. I never see failure as failure, but only as a learning experience. Every sale that doesn't close is a learning experience; every challenge you face is a learning experience. Look at failure and rejection in a different light — as a learning experience.
       
2. I never see failure as failure, but only as the negative feedback I need to change course in my direction. Outside a restaurant, I once saw a gentleman who’d had too much to drink to try to unlock his car with the wrong key. No matter how many times he tried, the key didn’t work. After I’d talked to him into taking a taxi home, it occurred to me that sometimes we keep trying to make the wrong key unlock the door to success; keep using techniques that don’t work in our selling endeavors.
       
It takes some stick-to-it stamina to keep calling the hundred potential clients you have to go through to get your next sale. And, while you’re doing it, you’ll have plenty of learning experiences, plenty of chances to change course in your direction to make your technique more effective.
       
3. I never see failure as failure, but only as the opportunity to develop my sense of humor. Have you ever had a traumatic experience involving a selling opportunity? Three weeks later, you finally tell someone about it and suddenly that same event is hilarious. The longer you wait to laugh, the more that failure will hold you back. Make a determined effort to laugh sooner, and learn the trick of telling a good story on yourself.
       
4. I never see failure as failure, but only as an opportunity to practice my techniques and perfect my performance. Every time you present your service to others and they don’t make a decision to "own," at least they've given you a chance to practice. Many people don’t realize the importance of this. Appreciate the opportunity to improve.
       
5. I never see failure as failure, but only as the game I must play to win.Selling is a game. Life is a game. Both have their rules. Over the years, I’ve discovered that a single rule dominates every situation: Those who risk failure by working with more people, make more money; those who risk less failure, make less.
       
If you risk failure, sometimes you will fail. But every time you fail, you’re that much closer to success. Success demands its percentage of failure.
      
Work with the five attitudes toward failure and rejection. What counts isn’t how many transactions fall out, how many people hang up on you, how many things don’t work out, how many people go back on their word. What counts is how many times you pick yourself up, shrug off the failure, learn from it, and keep trying to make things come together.

There are challenges and obstacles in business, but they are all temporary if you take control of your thoughts and develop the right attitude. I believe that winners are winners because they’ve learned to fuel their success drives by overcoming failure.
Wishing you greatness in selling,

Tom Hopkins

P.S. - In case you missed my last article, I sent you a little gift. You'll find it here>>

“Don’t wait. The time will never be just right.”


- Napoleon Hill

Thursday, October 24, 2013

Ask the Expert: Unlocking Potential: From Underperformer to Asset


Ask the Expert: Unlocking Potential: From Underperformer to Asset - http://www.hireimmigrants.ca


In the article, Unlocking Potential: From Underperformer to Asset, we examined a dilemma that many employers face. You hire an internationally educated professional who has the right skills, degree, and workplace experience, but who under performs without explanation.  This is where Business Edge, a bridging program at the University of Toronto’s Rotman School of Management, enables and empowers skilled immigrants to move back into jobs where they can fully utilize their skills, education and professional experience.  Read the article.
There are also other strategies that employers can implement to assist their immigrant talent in performing better. In this series we are posing questions to HR experts to provide insight into getting the most out of diverse talent.
Assume Sarah’s employer recognized cultural barriers were linked to certain performance issues. What interventions could her employer have made once the poor performance was perceived? 
By Sabina Michael, Program Manager, Business Edge 
The first step in a situation like Sarah’s is for the manager to provide timely feedback. Too often internationally educated employees such as Sarah receive their first form of real feedback’ in the form of a termination notice. This is too late; and it represents a situation where everyone loses.
Delivering feedback, however, is not a ‘one size fits all’ situation. Managers who work with internationally-educated professionals (IEPs) need to recognize that different cultures understand and perceive feedback very differently.
In Canada, professional settings are often characterized by indirect communication. Thus, if a manager is delivering feedback to an employee from an indirect culture, they might deliver it in a method fairly similar to how they would for a Canadian-born employee.
If, on the other hand, the IEP comes from a culture where the communication is very direct, the employee may struggle with indirect feedback. They may find the ‘feedback sandwich’ difficult to decode, and therefore miss the point completely. A manager should strive to give direct feedback in order to clearly convey the message. Focus on the content of message, rather than on non-verbal cues such as body language, intonation and register in speech.
Further, it is critical to set clear goals and concrete deliverables. Employees are then able to understand and focus on the key deliverables. Managers should allow for frequent check-in meetings to provide employees with the opportunity to clarify questions and review performance. Additional support from a mentor, coach or ‘cultural buddy’ would also be of great help.
The manager and IEP alike should keep the following in mind. Each should strive to increase their understanding of the other person’s perspective before jumping to conclusions. And each should address cultural issues in an open, honest way before they become insurmountable. Sarah’s case is one where everyone loses. Described here is a situation where everyone comes out ahead.

More Resources

Video – Integrating Talent Video– Reward and RecognitionCultural differences can influence the effectiveness of performance feedback in a diverse workplace. The effects of these differences are highlighted in the fourth installment of Integrating Talent, a training video created by TRIEC that follows the fictional experiences of the skilled immigrant Tarek and his employer MetroCan Technologies.
Roadmap – Manage PerformanceIn this section of the Roadmap learn how to set goals, outline expectations and provide regular feedback to help skilled immigrant employees perform effectively.
E-learning course – Performance ManagementThis course examines the role of cultural norms in performance management and leadership.