Self-Management Strategies for Optimal Performance

Avoid Resentment at all Cost: It Sucks Away Vital Energy

Posted by in Books, How the Top 10% Do It!, Self-Management Strategies for Optimal Performance

Resentment truly eats up your vital energy. Let’s imagine that you are full of resentment and have somebody on your back with whom you are upset, and it’s only nine in the morning. Around 10 AM you allow someone else to climb on your back, and by noon, perhaps someone else as well. By three o’clock, you are exhausted and in dire need of coffee and donuts if you are to even make it through the rest of the afternoon. The workday ends, and you go home and, having carried all those resentments and people around, your energy is seriously compromised. Consequently, you are not as engaged...

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Self Confidence is a Myth-No One Really has Enough!

Posted by in Books, How the Top 10% Do It!, Self-Management Strategies for Optimal Performance

One of the most common reasons I hear salespeople give as to why they cannot connect with the high-level decision-makers in an organization, why they cannot ask for the appointment, why they cannot make prospecting calls, why they cannot ask for the order and so on, is because of a lack of self-confidence. It is important that you know, that self-confidence is a complete myth—it has nothing to do with your success! I developed a model in 1995 that has stood the test of time. As you move through it, you will realize why self-confidence is a myth and why it has little to do with your, or...

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How to Accept the One Who Annoys You!

Posted by in Books, How the Top 10% Do It!, Self-Management Strategies for Optimal Performance

If you can learn how to accept the person who annoys you the most, it will free up energy that you can use to pursue your goals. Your annoyance might stem from someone on your team or at home or an occurrence while you were driving to work. While we feel justified in our anger at someone else, we often forget that there are others who might have perfectly valid reasons to be angry with us. After all, who amongst us is perfect? There is another great reason never to harbour criticism and resentment for others: it will use up your store of energy and hoarded resources. Let’s assume that when...

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The A.R.T. of Success

Posted by in Books, How the Top 10% Do It!, Self-Management Strategies for Optimal Performance

Let’s talk about the A.R.T. of Success and find out what it is that the top performers in any organization do to be successful. Of course, in this situation I’m going to be focusing on you, the salesperson. What does A.R.T. stand for? A stand for Accountable, R for Responsible, and T for Trustworthy. Anyone who states that they are always 100% Accountable, Responsible, and Trustworthy, 100% of the time, is not telling the truth! This would mean that they are perfect and that they give their word 100% of the time. Life shows up. Things happen. We get busy. People get sick. We cannot be...

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How to Use Fear to Your Advantage: It’s Not You, It’s Your Brain!

Posted by in Books, How the Top 10% Do It!, Self-Management Strategies for Optimal Performance

The number one reason that salespeople don’t reach the pinnacle of their success that they seek and deserve is the inability to manage their emotions and feelings, to develop a relationship with fear. Many people believe that laziness or poor self-esteem are the reasons behind a floundering career, but I believe the true cause is more primal; many simply don’t know how to manage the fear centre in their brain. At the back of the human brain is a little gland about the size of an almond called the amygdala. The amygdala is the emotional centre of the brain—it is what allows us to feel...

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Why Critical Thinking is Critical for Sales Success

Posted by in Books, How the Top 10% Do It!, Self-Management Strategies for Optimal Performance

Despite what the word suggests and what many people believe, critical thinking is not negative thinking. Critical thinking is about being able to look at situations from both sides; to be able to assess what’s valuable and what can be suspended and to be able to delve two or three stages deeper, perhaps even to question your own thinking. Few people are able, let alone willing to do this. It means you are a critical thinker.

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