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Stay Engaged to Save Lives at Work

 

As an inspirational safety speaker, I know all too well that the safety industry has traditionally focused on force feeding workers a diet of safety posters, safety lectures, safety demonstrations and horrific tales of gruesome injuries about “someone else.” It is a multi-pronged attack that checks all the right compliance boxes. This approach often causes people to disengage.

Part of the problem stems from the traditional “blue collar” and “white collar” designations. Those who toil on the job are often viewed as having less of an ability to personalize safety messages as the folks in the air-conditioned offices. Having been “a worker” and “an executive,” I knew this bias was untrue. In fact, when “safety” gets divided into “them” and “us,” it often results in more injuries throughout the organization. Scientific research backs me up.

Safety is a Story

The frontal lobe is one of seven parts of our brains. It is where we do our higher reasoning, however, appealing to only reason does little to drive a message home. This is not a new fact. It’s been around for centuries.

For example, when workers pass one of those safety posters with the stick figures lifting the wrong way, it does practically nothing for engagement. Even when the posters have info-graphics as to lifting, pushing and pulling statistics, no one fully takes that into their memory.

Telling a worker that in 2018, nearly 300,000 workers (based on National Safety Council statistics) were badly injured by incorrectly lifting does little good, if he or she didn’t know any of the injured people.

If the “blue collar” workers are found to disengage from safety messages, those in the office aren’t faring better. For example, Automotive Fleet magazine (May 25, 2018) explained that commercial automotive fleet accident rates have risen to almost 20 percent of all automobile accidents. The reasons aren’t faulty tires or winter storms, but far more basic, “…the No. 1 factor contributing to the increase in accidents continues to be distracted driving, especially among company drivers. Employees use company vehicles as their mobile offices and multitask while driving, which creates more opportunities for distraction.”

The same executives who stress workers aren’t being mindful on the job are themselves not mindful when they are driving to sales calls, job sites or to and from the office. Who’s to blame for the lack of safety engagement? Perhaps we should put the biggest blame on our amazing brains.

While there is a part of the brain that remembers facts and stick figures crying “Ouch!” it doesn’t prevent someone from lifting the wrong way or getting into an accident when driving while on their smartphone. Am I saying posters or classes are useless? Not at all. They can reinforce the story, but they are not the story. The inspirational safety story is a memorable story.

Engagement Demands “Why”

I am a safety statistic and safety storyteller. On November 3rd, 1984, I was a passenger in a friend’s car. As an athlete and martial artist, I guess I thought accidents happened to other people. Despite everything I had seen, heard and read I decided to not wear a seatbelt for a short ride down the beach. My friend lost control of the vehicle and I broke two vertebrae in my neck and suffered a serious spinal cord injury. I went from an athlete and martial artist to being diagnosed a quadriplegic confined to a wheelchair. It is an intensely personal safety story and it is impactful for my audiences.

A safety story, up close and personal, is the best way to engage the entire brain, along with the other tools. Our brains are more likely to wire in information when it is tied to emotion. What engages us is that personal connection.

My mission is to tell that story, and help every employee develop a safety mindset and safety vision, with the determination to make safety a daily part of their story.

Contact Scott Burrows, Inspirational Safety Speaker through this website or call us at: (520) 548-1169

 

Motivational Speakers Impact Meeting Attendance for Associations

 

As a keynote speaker to national associations on the topic of motivation and overcoming adversity, I know the importance of my mission. This coming year, national association speakers will speak to nearly 207 million attendees at 1.8 million events. These events range from major keynote addresses and breakout sessions to regional workshops and seminars. Often, attendees at general national association meetings will also attend other association functions. Impressions gained from national association meetings and shows often filter down, and define the organization when attendees are thinking about going to smaller meetings.

The average low-ball estimate of the cost for attending a national association meeting is about $1,500 per employee for a three-day meeting.  This is not a decision lightly made.

If you are a meeting planner you already know that bringing in an inspirational and overcoming adversity speaker is a great way to kick off a conference. In fact, it can set the tone for the entire event.

In an article about successful meetings, Forbes magazine (February 10, 2019) explained the motivating effect of a dynamic keynote.

“What is the purpose of the guest speaker? Do you want someone to kick-off the event by electrifying the attendees? Generally, the answer will be, ‘yes.’ Your attendees will come in with high energy and high expectations — you’ll want to match this intensity with your speakers’ abilities.”

Announcing that an inexperienced non-dynamic speaker will speak at the national event almost guarantees the reverse outcome of what you expect.

In an earlier article in Forbes (October 16, 2013), communications expert Dr. Nick Morgan related, “A keynote speaker is a temporary tribal leader who can move an audience to action…people only take action because of other people, and a keynote speaker has a unique opportunity to do exactly that.”

Suppose there is no one to move that audience from the very beginning? Not enough attention is been given to what happens when a national trade association declines to hire the right motivational speaker or hires someone who does not engage the audience to help them deal with the issues they face.

Why Take the Risk?

There are at least seven general outcomes when a national association decides against hiring a keynote speaker or does not bring in a speaker who is dynamic enough to move the audience to understand key issues. These outcomes include: lower attendance; a failure to address an important industry concern; a lack of unifying message; a lack of actionable objectives; a lack of media coverage through online, print and electronic media and lower expected attendance at the association meeting the following year.

Helping to avoid disastrous outcomes are what a professional national association speaker brings to the podium. A strong keynote speaker takes the time to learn about your industry in depth; is invested in moving your audience to action; cares about your association’s success; and is accessible will assure a more successful meeting.

At a time when associations and their membership are more far-flung and remote than ever before, the national meeting may be the one opportunity to bring everyone together.

The question may not be “Can we afford to bring an inspirational keynote speaker to our association meeting?” rather, can we afford not to?

 

Contact Scott Burrows, National Association Inspirational & Overcoming Adversity Speaker today through this website or call us at: (520) 548-1169

 

We Talk About Change Management, but What Does it Really Mean?

 

As I deliver so many motivational keynotes on Change Management, a question I am frequently asked is “What does change management really mean?” It is not so naïve a question. There are many meanings and many answers. For example, to a company undergoing a merger, change management to the CFO is often not the same thing as it is to the CIO or to the Vice President of Manufacturing.

Bart Perkins, writing for CIO’s online magazine (April 12, 2018) had several observations important to share on the topic of defining change management.

His observations about those in IT can apply to most any employee in any department:

“Many people view their value to the organization as being a good technical architect, programmer, or security specialist. When asked to take on a different role, they may become very uncomfortable…once they are no longer rewarded for the skills that made them successful, employees may question their purpose.”

If you would like, think of a marketing manager, quality assurance specialist or an accountant having to take on new roles and working with new people. When they are forced to leave their comfort zones, what will happen to the role they worked so hard to establish?

Another observation Perkins made on change management was, “Individuals must be willing to examine new information and adopt new behaviors and approaches. Since most people prefer the status quo, this can be difficult.”

Inertia

What is it about change management that is such a difficult process? As an inspirational speaker on the topic, I think I can sum it up in one word: inertia.

Many organizations undergoing a transformation quickly discover that prior to making changes, their employees are locked into a cycle of indifference, disengagement and fear. The fear, incidentally, often stems from an understanding that if employees were previously motivated to make changes at their initiative, they were often penalized for doing so. They may not have started out that way, they may have at one time been eager to make a difference, but over time they felt their initial motivation to contribute and participate was futile.

Change management, in all of its phases, requires employees to re-ignite and re-energize their vision. It is not so easy a task. In fact, it is a two-way street.

Overcoming inertia requires determination not only from individual employees but from the corporate or organizational entity itself. The organization that is undergoing change or has undergone change must reach out to their most valuable asset, their employees, to help. The employees must know that they are the difference; they are the change agents.

Neither is change management solely about organizational charts or the implementation of new technologies. It is personal. This personal investment does not happen by accident; it takes an individual vision on the part of the employee, the determination to make that vision happen, and the grit to work at it every day.

Overcoming inertia is the opposite of settling for so-so; it is the mindset of never being content with “good enough.” I know from both personal and business experience that there will be days when the change that is required will be difficult. I also know that overcoming inertia and never settling for apathy causes people and their organizations to soar. That is the true essence of where change management can take us.

 

Contact Scott Burrows, Inspirational Keynote Speaker on Change Management today, through this website or call us at: (520) 548-1169

 

Do You Know Your Members and Do They Know You?

 

As I frequently deliver overcoming adversity keynote and breakout session speeches to association executions, I was quite bothered by a recent poll taken by the American Society of Association Executives (ASAE).

ASAE reported organizations were concerned that member expectations were changing and the organizations themselves lacked data about their members and even a capacity to analyze that data.

Can You Imagine?

We don’t often think of associations as “having customers,” but they clearly do. The customers of associations are their members. Numerous surveys — and I have witnessed this first-hand — warn of members going rogue; of members spinning off and either forming their own organizations or in some way, undermining the original organization. Unfortunately, all that this usually accomplishes is to dilute industry efforts, weaken messages, and confuse potential members about the true mission of the organization.

Peggy Smith, writing for Community Brands, April 2019, talked of several major association challenges. Her organization conducted its own survey and found “…the strategic focus has been on member acquisition and increasing revenue. Fewer have been or think they will be successful at increasing retention, although this is a goal…”

What this tells us is the association industry is doing a pretty good job of attracting new members and increasing the revenue from those members, but the industry doubts it will have much luck in keeping those members. It is widely known that attracting new members is not cheap. In fact, the industry standard shows that it can be up to five times more expensive to attract a new member than to retain a current member.

Here is where my idea of “association determination” comes into play. Combining similar findings of these and other surveys, it seems that many organizations are giving up meeting the expectations of existing members, they are unwilling to overcome adversity; to learn about their needs, in order to keep attracting new members. As it is more expensive to attract new members, many organizations go into a cycle of doing the same thing over and over and essentially marching in place.

Organizations that are determined to retain their members, to learn about them, to really listen to what they are saying are the winners in this scenario. One of the most effective ways to retain members is to continuously engage them. Certainly, we have the means to do so, either by personal calls thanking them for being members, or listening to their concerns and needs, or creating vibrant communities within the association community.

We can be determined to use a blend of modern technology as well as traditional methods to keep members engaged, using tools from mobile apps and websites, to online forums and online surveys, to personal thank you letters and one-on-one discussions.

When Associations Fail

Forbes magazine, in a 2018 article on why associations fail, stress at least three important things associations must do to remain vibrant:  build a strong consensus among the existing membership; make sure the membership supports what they have helped to build; and most important – listen more than you talk.

Are we willing to overcome the temptation to simply take in more and more “followers” rather than to engage, include and reach out to the committed members we already have? Let’s not forget that our “customers” are our greatest strength. Be determined to learn who they are, retain them, value them and listen to their needs. In turn they will be your greatest ambassadors.

 

To book Scott Burrows, Inspirational Overcoming Adversity Speaker for Association Executives, contact him through this website or call us at: (520) 548-1169

 

You May Be Your Biggest Competitor

Speaking to sales teams or individual sales reps about overcoming objections, I like to casually ask this question: “Just out of curiosity, who is your biggest competitor?” Most will answer, “In my space, it is ‘X’.” They will name a specific company. Yet, every once in a while, one person will answer “It’s me, Scott, my greatest competitor is the person I have to look at in the mirror.” To that person, I give a knowing nod and smile.

Look Deep Within

It is Bill Gates who is famous for saying “I am not in competition with anyone but myself. My goal is to improve myself continuously.” He is right.

Sales, as we should know, is not a business skill, but a way of life. In effective selling I believe we must overcome objections to ourselves first, and then to our family, friends, prospects and ultimately, customers. I first learned this valuable lesson in the most unlikely of places, the hospital, after a life-changing diagnosis and in front of the toughest customer I would ever face — myself. After an accident I went from being an athlete to a quadriplegic. I learned to see myself in wellness and not as a disabled person; to not pity myself when I measured progress in quarter inches, not feet; and to overcome negativity and the hundreds of excuses I could have made for myself. I had a choice to overcome objections or give into them.

It was during my recovery that I took a sales position in the financial and insurance industry and within five years I became a member of the Million Dollar Round Table.

Don’t Invite Me to the Pity Party

In life, there are always people who will say, “I wouldn’t blame you if –” (you gave up, or quit this job, went into another field, or moved away). These are often the same types who will convince themselves that the competition is too much, or the product or service your team is selling is inadequate.

I first encountered this attitude in rehab.

They would wrap their pity in comments telling me they never thought I could have come “this far,” or to accept what couldn’t be changed. I chose not to listen. I knew there were still improvements I could make to my health challenge and to not accept that I had done all that I could. I was learning important lessons of overcoming sales objections.

Just as a lawyer never asks a court witness a question they can’t already answer, as a sales person there should be no opposition to a sale you can’t answer. In fact, before going into any presentation know exactly how you will respond to an objection.

If you don’t know information on the customer before you call on them, chances are the sale is lost before you make it. When I was in rehab, I could have defined myself as someone with a terrible back injury. Instead, I studied everything about my injury, I asked a thousand questions and I was determined to understand that no two injuries are identical. It gave me a well-spring of optimism and a commitment to always do my best. I didn’t know how far I could go; I only knew that in terms of my own life or in selling against competitors, I could do more than accept a situation; I could overcome the challenge in front of me. Of course, I learned a sense of acceptance, but the acceptance was never based on pity. If I had a bad day in rehab or lost a sale, I knew the next day would be better. It always was.

Truth is, I have had more good days than bad. I faced down the toughest competitor I ever had and sold him on the future.

 

Contact Scott Burrows, Keynote Speaker on Overcoming Objections for Sales Teams through this website or call us at: (520) 548-1169

Are You Determined to Change When There is No Choice?

Business change and personal development are subjects that deeply resonate with me. When I speak to associations and corporations undergoing business change, I understand how tough it can be.

When organizations change in response to a new reporting structure, acquisitions, mergers or implementing new software or accounting systems, it isn’t the business change that bothers most employees but fears over how it will affect their job, status and comfort zones. Before speaking to groups about organizational change, I’ve overheard, “I’m not going change for them, I want my freedom.”

Change comes to all of us, and most of us are powerless when it happens. Before quadriplegia, I was a Division I football player and a martial artist. After my injury I had no choice but to transform myself in response to my injuries. I was determined to take responsibility for my circumstance.

Sigmund Freud

It was the great Dr. Freud who hit the nail of business change right on the head:

“Most people do not really want freedom, because freedom involves responsibility, and most people are frightened by responsibility.”

We can sit in our offices (or hospital beds) and fume or we can realize that no one is responsible for our success but ourselves. Whatever issues that led to the changes in your organization are over. What remains is whether you have the determination to embrace the business change and adjust your vision to be successful.

Psychology Today magazine, in their article “4 Steps to Stop Blaming,” advises us to have the intention to stop blaming, to make a determined effort to become more mindful of blaming, and most important if you can’t blame someone or something in this case for the business change, what would you need to feel? In other words, what is your vision for how you’re going to handle the change?

If your business has been acquired, or if a portion of the business has been outsourced, or if a new product line has been brought into your department, what is your plan for success and how will you develop the tenacity to overcome the challenges?

Business Change Can Be a Good Thing

To those determined to change when there is no choice, change can be positive and transforming. Inc. magazine wrote about how employees who embrace business change can transform companies. Their piece “Why Change Is Essential to Your Organization (And How to Embrace It)” stated:

“The most successful companies are built on a desire to bring forth positive changes in the world. This kind of mission attracts smart, autonomous, creative people who can help you [the CEO] solve tough challenges in an innovative way. On top of that, it requires leaders who are catalysts for change throughout the organization.”

You can be a be a positive force for change in your organization with the determination to overcome the adversity of business change.

My mission to be the best possible business change keynote speaker has been strengthened by my own journey. In having no choice but to change, I have developed the vision to help others make positive changes for their organizations.

To book Scott Burrows, Business Change Inspirational Keynote and Breakout Speaker contact Scott through this website or call us at: (520) 548-1169

 

Why is Building a Great Team So Difficult?

 

In delivering keynote addresses and workshops across the country on teamwork and what it takes to build a great team, the common refrain is always, “Scott, why is it so darn difficult?” It is, and I might add it’s not your imagination.

Bill Green, writing for inc. magazine (March 20, 2018) noted: “The only way to build a winning team is to recruit and train people you believe can manage different parts of the ship without needing you to handhold them through every decision. This means thinking hard about how you can teach them to make their own decisions.”

Building a great team often requires the leader, the manager, or chief executive to lose ego and have the vision to allow her people to succeed or fail on their own merits.

The next question I usually encounter is, “Scott, suppose the team becomes so effective they no longer need the manager?”

That’s the point, isn’t it? How can a team develop the determination to rise above the task ahead of them if the leader always sticks in his two cents to auto-correct even the most minor detail? Assuming the manager has hired good people, why not have the faith that they will develop the grit to accomplish the task they’ve been given?

Know Your Strengths and Weaknesses

Building a great team does not mean, of course, that there is no communication between the manager and the team. In fact, it is the opposite. There must be constant communication. The leader must have the determination to never let the team down in terms of supplying information and communication. In turn, every team member must apprise every other member (as well as the manager) of every development. This is where trust comes into play.

No team can function without honesty, without an understanding of everyone’s strengths and weaknesses. This is not a bad thing. Again, quite the opposite. Honest evaluation doesn’t make one team member “weak” or another “strong.” It makes everyone more effective and valued. It also helps the team to be more organized and efficient.

When a team has the shared vision to be successful, and to sublimate ego to achieve an excellent group outcome, it leads to a sense of mutual support and an amazing flow of fresh ideas. Ideas rarely spring to life from thin air. They build on other ideas. When a team is determined to work together, it is not uncommon for “creatives” to have excellent technical questions or for technical minds to suggest amazing marketing ideas. As a keynote speaker on teamwork, to me, one of the saddest things is when team members admit they were so disappointed in the group that they intentionally withheld ideas.

The shared vision of everyone on the team to be successful and to make a difference is self-fulfilling. When a team is successful on one project, they are highly likely to be successful on another.

Do you have the determination to build great teams in your organization? It may involve getting out of comfort zones, to work together to support rather than divide, and to celebrate honesty and efficiency over ego.

We should all build great teams because they lead to the greatest organizations. At the end of the day, that should be all that matters.

 

Contact Scott Burrows, Inspirational Keynote Speaker on Teamwork today through this website or call us at: (520) 548-1169

 

 

“Does Our Industry Need Meetings Anymore?”

 

As a keynote speaker who works extensively with meeting planners and companies in the incentive industry, I know all too well about doom and gloom forecasts when it comes to industry meetings.

These are uncertain times for trade shows and the exhibition industry, and with it, meeting planners and incentive executives are often confused as to how to project into the future.

In March 2017, David McMillin in writing for the Professional Convention Management Association (PCMA) fired a warning shot that too many took to heart without reading the entire article:

“All good things must come to an end. After 25 consecutive quarters of year-over-year growth for the exhibition industry, the economists at the Center for Exhibition Industry Research (CEIR) received the first dose of negative news with a 0.4-percent decline…” However, McMillin continued that there was “plenty of upside depending on how international trade and modernization of the industry would unfold in 2018.” Turns out, he was right.

In March 2019, the CEIR “Total Index” showed a strong 2018 rebound:

“The growth of the [meetings] industry, as measured by the CEIR Total Index, accelerated from a year-over-year gain of 0.9 percent in the third quarter to 2.5 percent in the fourth quarter.”

CEIR Economist Dr. Allen Shaw, stated: “The performance during the fourth quarter shows the resilience of the exhibition industry despite uncertainties surrounding the trade negotiation with China, volatile stock markets and slowing world economic growth.”

Shaw pointed out that while there have been huge gains in the Food, Government, and Raw Materials and Science sectors, on the other hand Consumer Goods and Retail Trade, Financial, Legal, Real Estate, and Transportation have not fared as well.

As an experienced meeting planner, you understand that while the economy may change, to eliminate meetings is the wrong approach to solving an industry’s problems. In fact, the reverse may be true.

Don’t Give in to Negativity

Doomsayers are more than willing to tell meeting planners that the “trade show is dead.” They point to the power of the internet, the new media, meeting software platforms, remote workers and co-working strategies as signaling the end to meetings.

Are these critics handcuffed by a lack of vision and the determination to be successful? I think so and many meeting professionals agree with me.

Mark Goren, an expert on trade show trends, wrote (August 2018): “What will the future of trade shows look like? Think experience meets relationship-building, or essentially, engagement marketing…where consumers are invited and encouraged to participate and actively engage with a brand through an experience. When it’s cleverly employed at trade shows, engagement marketing creates powerful, one-on-one connections…”

Maura Keller, writing for Association Conventions & Facilities said, “Creating a connection with the audience is paramount, and incorporating interactive elements within trade show design is key. Not surprising, interactivity within an exhibit booth is important to create a face-to-face connection and memorable experience for show attendees.”

Despite the doubters, in this digitized era meeting attendees crave real connection and relationships. The technology may be shifting but the need to engage with your audience, whether one-on-one, or one-to-one-thousand, has never been greater.

Negativity is crippling, but the determination and vision to overcome adversity will yield unbelievable results.

Book Scott Burrows, Keynote Speaker for the Meeting Planning and Incentive Industries, through this website or call us at: (520) 548-1169

 

Comfortable Sales Goals Lead to Sleeping at Your Desk

 

Not long ago, I was leading a seminar on real estate sales and setting sales goals when a new agent asked if I thought daily prospecting and follow-up did much good. She clarified she prospected when she had a chance, but she was more interested collecting referrals. She shrugged when I questioned how she defined goals for collecting referrals. Then I asked if she felt she had the grit be successful. The word “grit” stopped her cold.

What are Your Goals for Real Estate Sales Success?

Depending on the source, the failure rate for real estate agents after one year has been estimated at between 75 and 87 percent. Most of the agents who do make it barely squeak by. The old rule of thumb said that about 80 percent of the brokers make 20 percent of the profits. The new norm is even more intimidating. According to industry experts, it has now become the 90/10 Rule where 90 percent of the realtors earn 10 percent of the commissions and ultimately, just the top 1 percent of the realtors earn 40 percent of the commissions!

Mike Lalji, a highly successful real estate broker for the past 35 years, described some key elements that characterize a “1 percenter.”

“Those 1% Realtors…pretty much make whatever their written goal is for the new year. They write their goals a day or 2 before the 1st of January of the new year… they develop good interpersonal relationships with family and friends and are self-motivated.”

The Close.com website in a January 2019 article entitled “Why So Many Realtors Fail After 2 Years (and How Not To)” listed a failure to set goals as one of the key reasons new real estate agents fail to make the cut.

The article cited a sophisticated scientific paper printed in 2015 in Nature magazine. Simply put, the article stated that written goal setting and the determination to follow it through erases all differences between gender, ethnicity, race and other factors.  No matter where new agents start out, if they write down their goals and have the grit to follow it through, they have an infinitely better chance of succeeding.

The Joy of Prospecting

Alexis Petersen writing in January 2019 for RIS Media, an online real estate magazine, stated several goals in order for agents to be successful and listed the following as being important:  setting realistic prospecting goals, committing to prospecting ideas – including cold calls and visits as well as referrals, focusing on quantity prospecting (not just to friends and family), following up on every call, email, text or inquiry, and my favorite, “Make prospecting part of your daily routine.”

Petersen echoed other articles written by industry professionals. It is having the determination to write down and set goals, the grit to prospect every day, to follow up on every lead, and to network whenever possible. As a real estate sales professional, you must have the vision to separate yourself from the pack and be part of the 1 percent who believe they will succeed.

Don’t get comfortable and wait for the market to come to your feet. It won’t. Have the courage to stand up and be a professional real estate agent, fighting each day for your success.

Book Scott Burrows, Inspirational Real Estate Keynote Speaker on Sales and Goal Setting, through this website or call us at: (520) 548-1169

 

Anyone Can Manipulate, Top Sales Producers Sell

 

In delivering keynote presentations on sales and in helping average salespeople develop their full potential to become top sales producers, I call upon my experience and passion. When I was in the insurance and financial services industry, I was determined to have the single-minded vision to go from a being a novice sales professional to a member of the Million Dollar Round Table. What’s more, I did it within five years.

Despite my top-producing sales success, I wanted more. I wanted to speak, motivate and mentor others. If I could have the determination to rise from my chair and achieve victory over my obstacles, so can you.

Stop Wasting Your Time

Permit me for being blunt, but if you want to be a top producing salesperson, stop wasting your time. Not all that long ago, they were preaching that in order to successfully sell, you had to earn the trust and respect of every prospect. While I would never think of being rude or disrespectful, I agree with what Jacque Werth said in his article, High Probability Selling:

“Most salespeople believe that their primary function is to persuade prospects to buy their products and services.  Therefore, they utilize manipulative persuasion tactics, which most prospects resent.”

Manipulation creates sales resistance and results in low closing rates. Prospects may chomp the doughnuts you bring, but they won’t buy. I’d go further and suggest that many salespeople waste their time on people who have no intention of buying at all.

In fact, I would go even further and suggest that many salespeople fail to correctly prospect or to cultivate the customers who will potentially buy from them. This often leads to disappointment where a salesperson might say, “I thought we were friends, and in the end, I was told they couldn’t buy from me. It was a waste of time.” Don’t blame the prospect in such cases, turn the spotlight on yourself.

You are Plenty Good Enough

It is not a matter of dressing for success or copying someone else’s style. Be yourself but understand self-discipline. Every top producer knows that there is absolutely nothing easy about sales which is why manipulation never works. It takes grit to develop the focus to get to the right prospects every day and to power through leads, calls and meetings. It is not a matter of developing a friendship with a prospect, though it sometimes happens, but learning your product, putting in the work, and being confident enough to start closing the sale the minute you walk through the door.

When I was in a hospital bed battling with quadriplegia, my toughest customer was myself. I had to convince myself that I had the ability to overcome the adversity that was in front of me, then I had to convince the medical team of what I could do to exceed their expectations.

Barry Farber, in his article for Inc. magazine entitled, 7 Reasons Sales Pros Fail, noted that salespeople who fail are typically unorganized, have negative attitudes and poor work ethics, and my “favorite,” don’t believe in themselves.

Salespeople who manipulate rather than sell, who are unorganized in how they seek out prospects, who develop a negative attitude during times when sales aren’t easy and who shy away from putting in the daily grind of selling, will fail. Don’t be one of them. Have the grit and determination to see the success of your efforts.

 

Contact Scott Burrows today, top-rated inspirational Keynote Speaker for Top Sales Producers, through this website or call us at: (520) 548-1169