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How Meditation Can Make You a Better Salesperson

May 17, 2012 in Attitudes & Behaviours, Brain Science, Emotional Intelligence, Life Skills, Neuroscience, Neuroscience in Sales, Resilience, Sales Results, Self Development, Success, Wellbeing

In this increasingly complex world emotions such as empathy, compassion and benevolence are emerging as critical qualities of highly successful people, teams, companies and communities.  Even in the highly competitive world of business and selling, those sales people and leaders who are able to incorporate these qualities into their daily work and personal lives are finding greater levels of success.  This is coming in the form of better sales results and healthier, more prosperous client relationships as well as better personal health, resilience, and overall job and personal satisfaction.

Not on the usual business checklist of qualities to be proactively developed and mastered, neuropsychologists have demonstrated that emotions such as compassion, empathy, and benevolence can be trained.  What’s more, as soft as it may sound, a growing number of companies are buying into the notion that developing these qualities through meditation can alter the brain in ways that drive important organizational outcomes.

connected brain to the surroundings

brain connected to its environment using empathy, compassion and benevolence

So how do you develop these qualities – empathy, compassion and benevolence – and incorporate them into your daily life? And why should you bother?

Leaving behind the energy draining need of ‘striving for perfection and approval’, competition at all costs, and focussing on obtaining status via material possessions and power, all potential hallmarks of a 20th century ‘me’ focused culture, many people are coming to realise that practicing empathy, compassion and benevolence is allowing them to accept themselves as they are which in turn is allowing them to free up energy to accept others too.  They are finding that practicing ‘self’ and ‘other’ acceptance is the basis for all healthy and productive relationships – at work and home.

Alongside a growing  body of research, and  a couple thousand years of anecdotal evidence (see Buddhism, Yoga, Sufism, and other spiritual practices), neuroscientists Antoine Lutz and Richard Davidson at the University of Wisconsin-Madison demonstrate that meditation can help with “positivity” training since it stimulates the area of the brain associated with emotions such as empathy or compassion. To verify this, Davidson mapped the brains of employees at a bio-tech company where more than half of the group completed 3 hours of meditation training. After meditating, participants noticed an elevation or boost in their mood and a decrease in anxiety. Davidson was able to vividly show that meditation produced significant increases in activity in the prefrontal cortex, the part of the brain responsible for positive characteristics like optimism and resilience, as well as “higher” executive functions as decision-making, judgment, and planning.

When we operate in the prefrontal cortex (the front part of the brain) we are able to think more clearly, make better decisions, listen more attentively, see other people’s points of view, come up with better ideas to problems and work together more effectively and more efficiently.

By contrast, staying stuck in the amygdale -the primitive, reptilian (hind) part of the brain- where our Flight & Fright response resides, we risk jamming our senses, limiting our thinking, and end up creating personal and work settings revolving around constant fear and distress.  It is not to say we should avoid the amygdale at all costs – that is unrealistic too. The Amygdale is an important part of the brain, designed to help us deal with ‘life threatening’ situations which, under normal circumstances, only occur in short bursts.   However the 20th century’s ‘Me’ focused culture has inadvertently set up ‘lifestyle threatening’ situations and management-by-fear business cultures leading many people to operate in the amygdale for sustained periods.

I want

... possessions, status ...

Worried about holding on to their possessions, status, and jobs, this striving for self preservation has led to many to experience a sense of entitlement (without responsibility) which, sadly, breeds the opposite of empathy, compassion and benevolence.  The pressure of ‘keeping up with the Jones’, and striving for external validation of one’s worthiness is leaving many people suffering from sustained distress – not a condition of general life contentment.

And what’s worse, medical research is confirming that living in a constant or sustained state of fear – flight or fright, is leading to adrenal fatigue, lower immune responses, dramatic increases in heart disease and early onset dementia.  In addition to the stark medical news, if we operate from a constant state of fear we see a reduction in feelings of empathy, compassion and benevolence across all walks of life. This can in turn lead to outcomes such as increases in road rage incidents, alcohol and substance abuse, relationship breakdowns, depression and other mental illnesses to name a few.

A recent US study estimate suggests that distress; operating from a place of constant fear, costs companies about $200 billion a year in increased absenteeism, tardiness, and the loss of talented workers.  Not good for anyone, any family, business, or community.

What this study also revealed was that practicing meditation can increase job satisfaction and productivity.  Rather than coming down hard on employees and sales people pressuring them to produce more or sell more with less with constants threats and fear of job loss, a number of companies are encouraging employees to take up meditation practices.  This in turn is reducing distress and increases wellbeing which ironically helps people be more effective and productive.  Working from a ‘can do’ approach, more leaders and their teams are finding better pathways to successful outcomes in this complex, busy world and rewiring their brains and their lives to suit.

office meditation

office meditation

Some MBA programs are even jumping on the meditation bandwagon as well.  At Arizona State University, for example, Meditation in a New York Minute by Mark Thorton is on the required book lists for leadership electives. It also offers a ‘Neuroscience of Leadership’ course in its Business Masters degrees.  Their challenge is to move beyond ‘fad’ status.  As a practitioner of meditation and yoga for more than 20 years I can attest to the effectiveness however like anything it requires regular practice and attention.

So instead of living in constant fear of achieving our sales budgets, keeping our businesses afloat, and all that goes with it, maybe we could take some time out of our busy days and, at the very least, start to meditate, finding space in for reflection and contemplation – giving our brains and bodies space to be at rest and clear the daily distresses.  By practicing meditation we can train our brains to start working in the prefrontal cortex and tap into our creativity and quality decision making, as well as our empathy, compassion and benevolence which clears a pathway thus allowing people to work together and co create, finding better more effective and efficient ways to be successful.

Remember everybody lives by selling something.

Author: Sue Barrett, www.barrett.com.au

Know Thy Customer – Buyers in the Driver’s Seat

May 10, 2012 in Attitudes & Behaviours, Coaching, Communication, Sales Driven Organisations, Sales Relationships, Sales Tips

Robyn Creed our Head of Coaching hales originally from country NSW and recently spent a relaxing weekend mustering cattle on her sisters’ 11,000 acre property north of Jerilderie, in NSW.  Here is her account of the cattle industry and how buyers are truly in the driver’s seat when it comes to customer buying preferences.

“Over the course of the weekend we discussed many interesting facts in relation to producing quality cattle and I realised that like the Apples’ and Samsungs’ of this world cattle producers breed cattle based on the specific needs of what their buyers want.  Whether it is a vealer, yearling heifer or steer, cattle farmers who are producing for meat, need to maintain a grade score of C2 or C3 with a 200kg+ liveweight in order to compete in the market.

Wagyu Mother Nursing Calf

Wagyu Mother Nursing Calf

A story that appeared in a prominent country paper that same day headlined ‘Cash Cow – One Heifer goes for $55,000 in the race for a super breed to crash the Japanese market.’  Hitomi is a young cow with a very special heritage: she is 21/32nds, or 96.9% Wagyu, the Japanese breed that produces what some say is the world’s finest tastiest beef.  Wagyus produce meat so highly marbled with fat that is rich in flavor that the Japanese will shell out more than $150 a pound for the choicest cuts.  In addition, with the use of artificial insemination (AI) one Wagyu Cow can generate 30 or more offspring per year.  No wonder Hitomi’s new owner forked out $55,000 knowing the potential return on investment she would receive. In fact she confides that just two days after the purchase, she was offered $100,000.  Hitomi was bred with the specific requirements of the customer in mind, she was customised through high-tech breeding to attract the high dollar of the Wagyu Breeder.’

So whether it be cattle breeders producing to the tune of what their customers demand, Retailers such as Country Road and the Book Depository offering free shipping for all online customers because that is what is important to their client, or Grand Designs Australia’s latest couple Daniel and Andrew from Trinity Beach Cairns demanding a door jamb be re-made because it was a couple of millimeters too short, it is apparent that unless we know the finer detail of what our customers want our product offering will remain on the shelf.’

‘Buyers are in the driver’s seat’ was voted by our readers as the fifth most important sales trend in Barrett’s 2012 Sales Trends Report.  Buyers in the 21st Century are intelligent, connected and techno–savvy consumers who know what they want.  They seek to know what Return on Investment (ROI) they will receive on their investment with the aim of accelerating their business results.  They want their purchase to be tailored to their needs and will not buy unless there is value in the proposition.  Robyn’s story from Jerilderie, NSW illustrates this point very well.

Measure your customer to get to know them

Measure your customer to get to know them

So make sure you spend time getting to know your buyer.  Understand what their buying motivators are by visiting their local hangouts or favourite places. Check out their ‘likes’ on Facebook , what are they tweeting,  spend time with them at their warehouse or farm to see how they operate, understand their sales strategy and business vision and most importantly ask them what they want to have included in the product or service offering you are pitching.

Remember everybody lives by selling something.

Author: Sue Barrett www.barrett.com.au

Sue Barrett is a sales expert, business speaker, adviser, sales facilitator and entrepreneur and founded Barrett Consulting to provide expert  sales consulting, sales training, sales coaching and assessments. Her business Barrett P/L partners with its clients to improve their sales operations.

Every Sales Person Starts as an Educator

April 26, 2012 in Communication, Complex Selling & Transactional Selling, Mindful selling, Negotiation, Sales Culture, Sales Skills

‘Educate and Facilitate’ was voted by our readers as the fourth most important sales trend in Barrett’s 2012 Sales Trends Report. With the 21st Century ‘selling’ not being about features and benefits anymore what has taken its place?

Effective selling is a journey from education to opportunity. To sell something we need to educate in order to facilitate an opportunity. Our buyers determine where on that journey we must join them. Is it a well-informed buyer for whom we simply need facilitate the opportunity they seek? Or is it a novice whom we must help educate in order for an opportunity to be realised? Are they somewhere in between?

guide the buyer to destination

guide the buyer to the destination

Our effectiveness as salespeople is determined by our ability to identify where on the sales journey our buyer is and help guide them to their destination.

However creating and developing sales teams who can educate and facilitate is proving to be a greater challenge than many business leaders have anticipated.  For years many sales teams were recruited for and trained to be product specialists who could recite product features and benefits.  Essentially they were somewhat walking talking brochures. They were not recruited or trained to be educators or facilitators, a very different skills set as you would agree. And yet in today’s information society these new skills are exactly what are required.

Smart sales professionals have always known that they need to calibrate where a prospective customer is at before they start offering up products or solutions. They know their role varies along a continuum of education to facilitation.  In 2012 and beyond, smart sales leaders know to recruit in and develop their sales teams to be educators and facilitators not product sales people. Their investment in their sales people will result in a whole new skill set including patience, listening, creative problem solving and dealing with ambiguity and complexity.

customers are at the heart of a sale

customers are at the heart of a sale

Customers will come to value the new and improved sales approach because in 2012 the customer, not the product, will be at the heart of the sale and they know the sales person will help them make the right decisions moving forward.

Here is the key – as we move into more unsettled times (the sales environment is now changing every 6 – 12 months) customers become more and more risk averse.

The most effective way to manage risk is to understand where buyers are on that continuum, just where they are on the knowledge platform. Understanding these two dimensions in the purchasing cycle not only speeds up the process, it gives those salespeople who educate and facilitate an edge.

Because they understand the importance of risk management as a competitive advantage that can’t be easily breached by rival’s who continue to push product related features and benefits.

Remember everybody lives by selling something.

Author: Sue Barrett, www.barrett.com.au

So What Does Being Strategic Really Mean?

April 19, 2012 in Attitudes & Behaviours, Life Skills, Sales Strategy, Self Promotion

With sales under pressure to perform in a market where differentiation has almost disappeared and so many products and services are becoming ‘commoditised’, leaders and management are looking for an effective alternative. Everywhere you turn these days companies are (or want to be)’strategic‘. The challenge is, many business leaders and their management generally don’t say what they really mean by that, or how to do it.

So, what does being strategic really mean?  Well for starters, being strategic is not a simple event. It is an enterprise-wide philosophy that resonates throughout the organisation, affecting everything from how and what raw materials are purchased, to how the organisation provides customers with access to their resources for service and support. And whilst there are many definitions (a Google search of the term “being strategic” will give you 85 million), all have a few criteria in common, namely being strategic means.

everyone-needs-to-be-committed

everyone needs to be committed

  • The organisation takes an outside – in view of how things are, and should be done (in other words, they base their methods and operations on what customers want, not what they do)
  • Organisation are proactive – strategic companies make things happen at a time that suits them, rather than waiting for events to force them to change
  • Everything is aligned – the entire organisation is committed to the journey, not just a department or two
  • Everyone involved is committed to an inspiring vision and purpose

With these fundamentals in place, like so many other business processes, there is no magic formula for being strategic. Probably a good definition is simply: ”Being strategic means ensuring the organisation’s core competence is consistently focusing on those directional choices that will best move the organisation toward its new future, with the least risk and in the most orderly fashion”.

Whilst there are many nuances and pitfalls along the way, Barrett has a practical approach for creating realistic strategic maps and then using that map to navigate through the rough or calm waters. Here are the five steps in a nutshell…

  1. Decide what challenges you’re solving: Once there is a clear sense of the challenges being addressed – they can start being addressed.
  2. Answer the Value Proposition question: “How can we provide a uniquely valuable customer experience that drives our business’ success?” Look at core competence and decide what the value proposition is. Make sure it answers the question.
  3. Know where you’re starting from: Once you’re clear on your challenge, it’s important to have an accurate picture of the current reality. Be brutally honest as the one check the way the business is run, versus what management wants it to be like.
  4. Be clear about your new future: In difficult times it’s always easy to retreat into survival mode. However, having a clear, bold sense of the future gives employees a positive frame and offers an antidote to fear.
  5. Face the obstacles and determine the brutal facts: Now look at the possible obstacles to the vision in a dispassionate / objective way. What are the brutal facts you can control and which ones can’t you control?  By facing the obstacles in a clear minded manner allows the organisation to assess the situation well and take appropriate action to overcome them.
Risk management flow chart on paper

Calculated Risk

Therefore strategies are based on a combination of our knowledge, experiences and hunches where we take calculated and, sometimes, uncalculated risks that we hope will pay off sometime in the future.  So ‘being strategic’ really takes courage to lead people into uncharted and uncertain futures. “Being strategic” requires a sense of confidence in one’s decision making process which cannot be founded on 100% proof of concept.  ’Being strategic’ means being perceptive, future oriented, open minded, proactive, working off the front foot, making and taking decisions based on evidence and calculated hunches.  As Samuel Johnson said “Self-confidence is the first requisite to great undertakings.”  Being strategic can be and often is the beginning of great undertakings and with all that the reality is only you know if a strategy works after it has happened.  So do you have the self confidence, insight, and courage to be strategic?

Remember everybody lives by selling something.

Author: Sue Barrett, www.barrett.com.au

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