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CHAPTER 13 CHAPTER 13 Managing Yourself and Your Time.

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Presentation on theme: "CHAPTER 13 CHAPTER 13 Managing Yourself and Your Time."— Presentation transcript:

1 CHAPTER 13 CHAPTER 13 Managing Yourself and Your Time

2 Demand the best from yourself, because others will demand the best of you.... Successful people do not simply give a project hard work. They give it their best work.” Win Borden

3 3 13 Becoming An Agility Master Great leaders have learned the art and science of mastering self-improvement and time management In many ways, these principles apply to salespeople To be effective in sales, one must have courage and a positive attitude, even in the face of adversity

4 3 13 Six Aspects of Leadership Each aspect can be applied to selling and to life in general 1.Having a set of beliefs and sticking with them 2.Optimism 3.Courage 4.Relentless preparation 5.Teamwork 6.Communication Mayor Rudy Giulianni, from a speech given to the Direct Selling Association on June 11, 2003

5 3 13 Self-Discipline Learning to manage oneself and one’s time requires self-discipline, which requires determination Determination begins with a purpose or a “calling,” the creation of passion, which drives one toward reaching specific goals

6 “Your dreams will not progress to failure unless you fail to progress” Fern Jones

7 3 13 Becoming Self-Disciplined Self-discipline is defined as making a “disciple” of one’s self  Becoming one’s own teacher, trainer, coach, disciplinarian Becoming disciplined helps salespeople develop and manage their personal and professional goals (their purpose) Source: William J. Bennet, The Book of Virtues

8 3 13 Habits: Powerful Factors A good habit, consisting of three elements, is defined as “the intersection of knowledge” 1.Knowledge: the what to do 2.Skill: the how to do 3.Desire (motivation): the want to do Source: Stephen Covey, The Seven Habits of Highly Effective People

9 3 13 Seven Habits of Highly Effective People Stephen Covey’s seven habits are:  Be proactive  Begin with the end in mind  Put first things first  Think win/win  Seek first to understand and then to be understood  Synergize  Sharpen the saw Refer to Table 13.1--How the Seven Habits Apply to Salespeople

10 3 13 Sharpen the Saw Effectiveness and Efficiency Successful people are accountable for how they manage both themselves and their time  Managing oneself is largely concerned with learning how to make oneself more effective  Managing time is largely concerned with making oneself more efficient

11 “Always demanding the best of oneself, living with honor, devoting one’s talents and gifts to the benefit of others— these are the measures of success that endure when material things have passed away” Gerald Ford

12 3 13 Managing Oneself When people engage in self-management, they are engaging in a practice of determining what qualities lead to agility and success Self-management also involves learning how to develop those qualities to build and maintain relationships

13 3 13 Success In Today’s Knowledge Economy Success in today’s knowledge economy comes to those who know:  Their strengths  Their values  How they best perform

14 3 13 Accountability Why some people succeed and others do not is largely due to how they manage their accountabilities Accountability refers to being responsible for someone or some activity  Two facets 1.Simply performing the activities specified 2.How effectively the person performs those activities

15 3 13 Maintaining Accountability Maintaining accountability involves several aspects:  What the salesperson wants to be  How the salesperson is going to get there  The salesperson’s assessment of how she is doing

16 “A great attitude does much more than turn on the lights in our worlds; it seems to magically connect us to all sorts of serendipitous opportunities that were somehow absent before we changed” Earl Nightingale

17 3 13 Attitude: The Great Motivator The difference between the professional and the amateur is more a matter of attitude Having the agility to compete successfully depends on many things, but high on the list is attitude Attitude conveys a zeal for the work and a sincerity of interest in it

18 3 13 Image A professional image is extremely important Image is a function of both physical qualities and personal qualities A person’s image is a mental picture of what others think of that person Remember, a person never gets a second chance to make a first impression Review Chapter 7--Attention

19 3 13 Physical Qualities Physical qualities are those that a customer can see or hear The physical dimension of “sharpen the saw” is caring for our bodies  Eating the right foods  Exercising  Getting enough rest and relaxation

20 “Success Breeds Success” People who look successful will be perceived as successful

21 3 13 Personal Qualities of Agile Salespeople Ego Drive Empathy Commitment Maturity Personal Magnetism Sincerity Self-Confidence Trainability Refer to Table 13.3--Qualities of Successful Salespeople

22 3 13 Ego Drive Ego Drive is a balance within oneself  Energy: Some goal must energize the salesperson  Image: The salesperson must have a good self image  Optimism: The salesperson must remain optimistic about achieving her goal

23 3 13 Empathy Throughout Selling ASAP, the importance of having empathy has been emphasized Empathy is the capacity to participate in another person’s feelings or ideas Agile salespeople can put themselves in their customers’ situations Only with empathy can salespeople truly understand customers and inspire them

24 3 13 Commitment The spiritual dimension of “sharpening the saw” has to do with commitment to one’s value system A person’s value system inspires that person and affects how he treats other people  In a sales context, commitment encompasses the feelings a salesperson has toward the various aspects of his sales career and his customers

25 3 13 Maturity A mature person is one who can make personal adjustments to people and circumstances Salespeople show maturity in their ability to control personal feelings Self-control is a necessary attribute of the successful salesperson Review the Social Styles Matrix in Chapter 5

26 3 13 Personal Magnetism Personal magnetism is a combination of enthusiasm, intelligence, and smartness It is a trait that strongly attracts others to those who have it Salespeople who have personal magnetism are just that much more ahead of their competition

27 “Sincerity and truth are the basis of every virtue” Confucius

28 3 13 Sincerity A mental dimension of “sharpening the saw" is sincerity Sincere salespeople develop trusting relationships with customers  Sincerity convinces the prospect that the salesperson knows what she is talking about  Sincere salespeople are truly convinced that their products and services will meet their customers’ needs and wants

29 3 13 Self-Confidence Self-confidence is  The belief in oneself or one’s own abilities  The belief that success comes from hard work and intelligent effort, not luck Covey’s first habit, be proactive, means that salespeople must take responsibility for what they do  Taking initiative requires self-confidence Refer to Table 13.2--How Salespeople Can Develop Self-Confidence

30 3 13 Trainability Successful people respond well to training and view learning as an opportunity for improving themselves Achievers are those who thrive on new data and welcome a new challenge

31 3 13 Complacency Complacency is feeling secure and ignoring any threats that exist Complacency can erode salespeople’s relationships with their customers Salespeople who become complacent risk using obsolete sales tactics Refer to Table 13.4 Things Salespeople Should Avoid

32 3 13 Managing Time Covey’s third principle deals with prioritizing The primary reason people cannot find time to be reflective is that they mix up what is urgent and what is important

33 “People become addicted to the urgent. They simply define important as urgent. They neglect preventive thinking, they neglect long- term strategic thinking, they neglect the building of high trust relationships, and they are consumed by an addiction called urgency” Stephen Covey

34 3 13 Importance and Urgency Four combinations of importance and urgency relate to activities in which salespeople engage:  Not important, not urgent  Not important, but urgent  Important, but not urgent  Important and urgent

35 How Much Is Time Worth? If annual earnings are... Every hour is worth approximately... $25,000$13 $30,000$15 $35,000$18 $50,000$26 $75,000$38 $100,000$50 $200,000$102

36 3 13 It’s About Time Time is a precious resource that should be used wisely The allocation of time between nonselling and selling activities represents one of the salesperson’s most important challenges The key for salespeople in building long- term relationships is to make sure that nonselling time has a focus

37 3 13 Success Is a Race Against Time Advanced technology has accelerated the pace of work life Time is part of the agile professional’s inventory Agile sales professionals adjust their work habits to meet the changing demands on their time

38 The work you do between 8:00 A.M. and 5:00 P.M. is what you get paid to do The work you do between 5:00 P.M. and 8:00 P.M. is what gets you promoted

39 3 13 Professional Selling Efficiency Efficiency is often described in the sales profession in the form of advice: “Plan your work, and work your plan” The time-management challenge for salespeople is to separate the unnecessary from the essential Salespeople must learn to assign priorities to important activities

40 3 13 Planning Planning involves setting SMART objectives  S pecific  M easurable  A ttainable  R ealistic  T ime-based

41 3 13 Cycles of Productivity Productivity involves making the clock work to a person’s advantage Individuals must determine their own peak periods and use them to their advantage Salespeople should do the most demanding activities when they are at their best

42 3 13 Suggestions for Managing Time Set goals Manage interruptions Clear the clutter Use multiple contact media Learn to say no Manage appointments Call on prospects who can buy now Put a time value on entertainment and travel Increase personal efficiency

43 3 13 Setting Goals By setting goals, people know exactly what is to be accomplished and where they want to be In order to be effective goals must: 1.Be in writing 2.Be specific and relate to results 3.Be realistic 4.Have a time schedule and a target date for finishing each step as well as each goal Refer to Table 13.5--Possible Goals for the Salesperson

44 3 13 Managing Interruptions Constant day-to-day interruptions are huge time-wasters for people  Unnecessary visits  Unplanned social conversations and meetings Self-sabotage is another form of wasting time  Procrastination  Perfectionism

45 3 13 Clearing the Clutter A good way for salespeople to eliminate clutter and get organized is to  Standardize all routine tasks  Consolidate tasks by combining separate but similar ones  Redistribute work to the appropriate people  Anticipate what is to come by identifying tasks that can be done in advance

46 3 13 Managing Appointments Salespeople should work cold calls and appointments concurrently because this maximizes the salesperson’s available time Many salespeople use both appointments and cold calls, reserving their cold calls for fact gathering and finding out about a company’s products Refer to Table 13.6 Working Appointments and Cold Calls

47 3 13 Calling on Prospects Who Can Buy Now The salesperson’s best opportunity to impress prospects is on the first call The average cost of a sales call is increasing Calling on customers who are not “real” prospects costs a lot of money

48 3 13 Personal Efficiency Salespeople who are striving to increase their efficiency should record their transactions using:  A Personal Digital Assistant (PDA)  A Pocket Calendar or Day Planner  A Tickler File

49 Those who are persistent and who work hard and work smart can fulfill their visions

50 3 13 Going Back In Time The following are people who believed in themselves in spite of criticism from others  Michelangelo  The Wright Brothers  Benjamin Franklin  Henry Ford Can you name a few?

51 3 13 Stepping Out on Faith History provides many accounts of individuals who stepped out on faith with an idea—with a dream Their belief system, along with determination and perseverance, allowed them to run with purpose, in spite of criticism from the masses

52 PerseverePersist Pursue your dreams with courage and optimism The Authors of Selling ASAP Eli Jones, Carl Stevens & Larry Chonko Believe

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