Jeffrey Gitomer

The slight difference in thinking is money.

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Have you ever thought about the way you think? How do thoughts just pop into your head? How do you create an idea?

Most people take thinking for granted, or at least never look beyond the surface of what makes it happen. What are the triggers for your thoughts? Are you a reactive thinker or an original thinker? That’s an interesting thought all by itself.

You watch the news, and you have thoughts about it – that’s reactive. When an idea about something you’ve been working on enters your mind – that’s proactive.

All of a sudden, proactive thinking seems better. But reactive thinking is the norm. The great thinkers of the world are all proactive. That should be your first clue.

My personal development, and real creative thinking, began when I read Think and Grow Rich, by Napoleon Hill, in 1971. Actually I did more than read it; I devoured it, reread it several times, studied it, and then applied it to my life.

Think and Grow Rich impacted me and led me to all the other works of Napoleon Hill. Most notable to me are How to Sell Your Way Through Life (the best sales book of all time), and The Master Key to Riches (the follow-on elaboration of Think and Grow Rich). Hill filmed The Master Key to Riches and as I was watching it again last week, I thought this below piece was worthy enough to share with you. It’s about thinking, or should I say accurate thinking, or should I say YOUR accurate thinking.

Here are Hill’s exact words (keep in mind this was written 60 years ago)…

Rules for Accurate Thinking by Napoleon Hill

Now I will give you seven rules to follow which, if you memorize them and follow them as a daily habit, may bring you top-rating as an ACCURATE THINKER.

1. Never accept the opinions of other people as being facts until you have learned the source of those opinions and satisfied yourself of their accuracy.

2. Remember that FREE ADVICE, no matter from whom it is received, will bear the closest of examination before it is acted upon as safe, and generally speaking this sort of advice is worth exactly what it costs.

3. Alert yourself immediately when you hear anyone speaking of others in a discourteous or slanderous spirit because this very fact should put you on notice that what you are hearing is BIASED to say the least about it, and it may be out and out misstatements.

4. In asking others for information DO NOT DISCLOSE TO THEM WHAT YOU WISH THE INFORMATION TO BE, because most people have the bad habit of trying to please under such circumstances. Well measured, tactful questions can be of great benefit to you in THINKING ACCURATELY.

5. Remember that ANYTHING WHICH EXISTS ANYWHERE THROUGHOUT THE UNIVERSE IS CAPABLE OF PROOF, and where no such proof is available it is safer to assume that NOTHING EXISTS!

6. One of the great inexplicable miracles consists in the fact that both truth and false-hood, no matter by what means they may be expressed, carry with them silent, invisible means of identifying themselves as such. Therefore, remember this truth and begin developing the necessary intuitive faculty to enable you to “sense” what is false and what is true.

7. Follow the habit of asking “HOW DO YOU KNOW?” when anyone makes a statement you cannot identify as true. Follow this habit faithfully and you will see many persons squirm and turn red in the face when you insist upon a direct reply.

The most ACCURATE THINKERS are the scientists. They investigate with open minds and never allow their WISHES TO BECOME THE FATHERS OF FACTS, but deal with each fact as it is – not as they would like it to be.

Now, one final word of warning I feel I should leave with you: STUDY YOURSELF CAREFULLY AND YOU MAY DISCOVER THAT YOUR OWN EMOTIONS ARE YOUR GREATEST HANDICAP IN THE BUSINESS OF ACCURATE THINKING. It is easy to believe that which you wish to believe, and unfortunately that is precisely what most people do!

It’s interesting the way that Hill distinguishes between fact and fantasy, true and false, logic and emotion, and accurate and inaccurate.

It’s about challenging your own thinking, and having the courage to challenge others about their thinking. It’s about doing so in a positive way, and challenging yourself to rely on your senses, not just your beliefs.

‘Think’ is a very powerful word in our language, and it’s an even more powerful action. I recommend that you set aside at least 10 minutes a day to think. Put it on your calendar. Daily. Document your thoughts, and then put them into action.

When you dedicate time to yourself, and have a relaxing, creative atmosphere that allows you to dig deep into your own thoughts, and you have some recording device or keyboarding device to document your thinking and your thoughts, after a few months you will begin to blossom as both a thinker and a person of action.

You will begin to feel your genuine power. Thought power. And that power will manifest itself into stronger relationships, stronger sales, and a stronger bank account.

Reprinted with permission from Jeffrey H. Gitomer and Buy Gitomer.

About the Author

Jeffrey GitomerJeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally at salesman@gitomer.com.

Leveraging Military Leadership for Civilian Success

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The topic of military to civilian work transitions is receiving significant attention as of late, and with good reason. The U.S. Department of Labor estimates that more than one million military service members will leave the military in the coming years. The importance of helping our veterans make this difficult transition into the next chapter of their lives cannot be over stated. However, a review of the transitions resources highlights a few shortcomings in the current approach. Most transitions resources and programs focus on helping the veteran find civilian sector employment – any employment. The transition support is heavily centered on resume writing, working the job boards, and conducting a successful interview. Again, nothing wrong with this.

[wcm_restrict]However, if we acknowledge that our veterans are a national asset with a great deal to contribute to our civilian workforce, we can flip the paradigm from finding a job to truly leveraging the world class development and training they have already received. We can move from helping them to find ‘a job’ to helping them find ‘the job.’ We can move from adapting in order to fit in to truly leveraging the great military talent pool that our nation has developed during the last several decades.

The Korn Ferry / Exelis Action Corp Leveraging Military Leadership Program (LMLP) is dedicated to helping transitioning veterans make the most successful and rewarding transition possible. At its core, this intensive program, which is offered free of charge to participants, is about tapping into the world-class development that our soldiers, airmen, marines, and sailors have received during their military tenure and repackaging and repurposing it for civilian application.

Many transitions programs available to veterans approach the participant from a position of coping. Some undermine their prospects. Others undervalue the development, experiences, and training they have received. On the front page of a prominent veteran’s web page, it even states that “sometimes the military training veterans have does not translate well into the civilian world.” Nothing could actually be farther from the truth. While veterans may struggle to make the transition, the transference of their capability and the value of their talents is strong.

The transition from a military career to a civilian career is difficult and challenging. But it’s not a full switch. While there are drastic differences between military culture and corporate culture, there are many transferrable skills – and more than most veterans (and hiring managers) initially believe. The fact is that military professionals have built capabilities during their careers in essential and in-demand competencies, such as planning, problem-solving, team building, crisis management, and managing diversity.

Moreover, exiting military have likely had the opportunity to experience greater levels of leadership responsibility than peers in their same age group. In a Houston Chronicle article it states, “They have worked with millions of dollars of equipment and have been put into ambiguous situations where they’re expected to make decisions based on the training they’ve received,” says Lain Hancock, executive vice president of human resources at Dr. Pepper Snapple. Hancock works with military communities to recruit senior noncommissioned officers and junior officers to the private sector. “They have been given a tremendous amount of responsibility early on in their military career – more so than you might see in someone coming straight out of college.”

Again, the LMLP program was designed to tap into this leadership capability and to help veterans get the most value out of their experiences in order to tell a relevant and compelling story to recruiters and hiring managers. The program starts with a 1:1 discussion with a professional coach who helps the participant explore personal career objectives and also looks at assessment data, highlighting their comfort with new situations and their ability to adapt to changing circumstances. Interestingly, early data analysis suggests that the veteran population is higher in agility than the general population, meaning they are more equipped to successfully make transitions. This changes our perspective as it indicates that the veteran is already positioned to successfully transition. They just need the support network and guidance to help make it happen.

Editor’s Note: Applications are being accepted through August 27 for the free Leveraging Military Leadership Program, which takes place November 14-16 in Herndon, Virginia.

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About the Authors

Bernadine Karunaratne is a recognized expert in talent management with a special emphasis on integrating talent strategy with business strategy. Her fifteen-year history supporting the public sector’s talent management agenda has resulted in an impressive track record, bringing technical competence and measurement-based, research-focused solutions to her clients.

Noah Rabinowitz is a seasoned business professional with expertise in talent management, sales effectiveness, new business development, and strategic transformations. He is also an executive coach, program manager, and senior faculty member.

The 7 Most Common Negotiating Mistakes

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While even the word ‘negotiation’ can evoke fear, stress and anxiety for many, the intent is quite simple: to discuss and ultimately agree on a deal. Whether it’s a multimillion dollar contract or just deciding where to meet for lunch, life is rife with negotiations. And, the negotiation process is a lot like a chess game where strategy reigns supreme — one thoughtfully considered move at a time. Make a careless, short-sighted, ill-conceived move and suffer the perilous consequences.

Even when faced with the most daunting of deals, regarding the act of negotiation as a ‘game’ may alleviate the apprehension and give you the confidence to make power plays that will ultimately facilitate your desired result. Unlike strategy games like chess, however, the most effective deals are a win-win proposition for all parties rather than a winner-loser result.

The 7 Most Common Mistakes that are Made During a Negotiation

[wcm_restrict]1. Lacking confidence
Many people think they need to show a certain kind of confidence, like being loud, bold or brazen, to successfully negotiate a deal. Others think that a lot of experience is required to be a good negotiator. Most of the time it merely takes tenacity and good old preparation to ensure you are aptly equipped to assert mutually desirable terms, anticipate objections, and discern what are motivators or ‘hot buttons’ will resonate with your opponent. Projecting confidence also means having heart, which is endearing to others whether or not you have years of negotiation experience. This can also result in the opposition having a less defensive stance, making them more amenable to your stipulations. Without projecting a notable level of confidence, and backing that up with solid, well-researched information, failure will surely prevail.

2. Thinking something is non-negotiable
When you think like a negotiator, everything is negotiable! It’s a mindset you have to operate from in order to become not just a good negotiator, but a great one. When you decide that the terms for anything can be changed in your favor, a world of opportunity presents. Of course, as with most things in life, there will be rules to adhere to with each deal on the table, which are needed to evade chaos and keep discussions on track. However, even rules are negotiable! They can be modified if you simply propose an ethical, viable and mutually beneficial alternative solution. Powerful negotiators are rule breakers!

3. Not building relationships first
This is probably one of the biggest mistakes individuals make in regards to negotiation and in business in general. Perhaps you have attended the standard ‘networking’ event where you give dozens of cards out without having a real conversation with anyone. It’s time to slow down and start making real connections with people — particularly those you might be involved in a deal with later on. Find out something about them and their lives. Get personal. Much useful information can be gleaned during casual conversation, including what they value in life, what motivates them, what annoys them, their ethics, etc. Find out something about them, personally, and not just their business. You might be surprised how well you can leverage what you learn through a genuine conversation with someone.

4. Not asking for what you want
There is one key truth in negotiations: you must ask for what you want. Sounds simple enough, but in practice it can often be daunting. People naturally fear rejection or were taught not to be ‘greedy’ as children, so we instinctually refrain from asking for thing in life. However, in business, rejection is never personal — it’s merely a reflection that you did not present a viable argument substantiating why you should get what you want. It’s the offer that is being rejected, not you, so keep emotions in check and re-calibrate your approach. ‘No’ often just reflects a need for more information, and take heart in knowing that people say no an average of 3 times before they say ‘yes.’ It is important to understand that if you don’t ask you don’t get and the only way to master the art of rejection is to get rejected and keep asking. When negotiating, make it a priority to ask for exactly what you want. Most of the time you will either receive what you want or an acceptable alternative.

5. Talking too much
Talking too much is a sure-fire way to kill a deal. Have you ever been offered a product or service, and the salesperson kept talking until he or she talked you right out of the purchase? If they would have simply asked for the sale and stopped talking, their chance for success would have increased significantly. Never underestimate the power of silence. There’s an old adage that says “he or she who speaks next loses.” When discussing a deal, if you simply stop talking and get comfortable with the awkwardness of silence, your ability to win your argument, sell the product, or a get concession in the negotiation increases significantly.

6. Not documenting
The importance of getting the final agreement in writing cannot be stressed enough. Even better, consult with a contracts attorney to review contractual documents or any that require a signature. The purpose of a written agreement or contract is to provide protection for both sides and alleviate any ambiguity of terms. A myriad of problems can occur when the terms of a deal are not put in writing because what you ‘think’ the other party said and what they ‘think’ you said can be two different things. Documenting the agreement eliminates such ‘perception’ problems and protects the interests of all parties involved.

7. Signing without reading
Before you sign on the dotted line, it’s imperative you read what you are signing—no matter how large of a packet it entails. Modern life is fast-paced and people are usually engaged in multiple things at once, making it difficult to focus and causing some to sign legal documents without reading them first. The result can be nothing short of disastrous. Make sure you read any agreement or contract in full, to ensure you are not confirming terms you will regret and cannot undo, which can cause copious problems for your future.

Whether you are a seasoned negotiator or avoid wheeling and dealing with people altogether, you will vastly improve your results and be motivated to ‘get in the game’ by knowing how to avoid these prime pitfalls. Whether seeking to gain advantages in your business or personal life, the art of ‘thinking like a negotiator’ will profoundly impact your ability to actualize your desired outcome.[/wcm_restrict][wcm_nonmember]

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About the Author

Eldonna Lewis-FernandezVeteran negotiation and contracts expert Eldonna Lewis-Fernandez, author of Think Like a Negotiator, has over 30 years of experience crafting killer deals both stateside and internationally, many in excess of $100 million. She’s currently the CEO of Dynamic Vision International—a specialized consulting and training firm that helps individuals hone negotiation skills—as well as a nationally regarded keynote speaker, session leader and panelist on the Art of Negotiation. Eldonna may be reached online at www.ThinkLikeANegotiator.com.

Jeffrey Gitomer

Salespeople have questions. Jeffrey has answers.

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Questions from salespeople:

Jeffrey, As you suggest, my company is going to start filming client video testimonials. There will be some clients we would not invite to give a testimonial due to their less than stellar reputation in our community. What is the diplomatic response to such clients if they ask, “How come you didn’t ask me to do a testimonial?” Leonard

Leonard, Dude, invite them. Feed them. Make them feel good. You don’t have to use their testimonial, but it doesn’t hurt you to shoot one with them. C’mon. Use your head. Why would you not invite somebody to your birthday party? Don’t you like birthday presents? Bring them. Best regards, Jeffrey

Jeffrey, What do you suggest as a follow-up after providing a prospect with quotes or offers? I don’t want to come across as pushy or put them on the defensive. Anna

Anna, Why are you giving them a quote anyway? Why aren’t you having a meeting with them? Why aren’t you sitting down with them to address what’s going to happen after they take ownership and make certain that productivity and profitability are maximized by you? Anybody that gives a quote and is waiting for an answer is a fool because they’re going to lose to somebody with a 10-cent lower price. Best regards, Jeffrey

Jeffrey, How do I overcome the “price issue” when the retailers only concern is to buy a cheaper product so they can enjoy a fatter margin? Walt

Walt, Answer: Your premise in incorrect. The retailer wants to ring the cash register, not just have a fatter margin. If they’re selling crappy products at a high margin, eventually they’re going to get caught. In today’s world, you can’t do that anymore and it’s because of one word: Amazon. Anything that anybody sells, trying to get a fatter margin than Amazon does, they’re going to get caught in two seconds. What you want is something the customer can win on value, and then go home and tell all their friends, “This is the best stuff I’ve ever had! You’ve got to go to Bob’s retail marketplace and buy it.” It’s all about reputation. It’s all about quality. It is not all about price anymore. Best regards, Jeffrey

Jeffrey, I’m new to the mortgage business after a 10-year career as a professional athlete. Since being hired two months ago, I’ve spent every available minute learning the seemingly endless amount of information that’s required to do this job correctly. I’m expected to do the daily tasks of loan originator for my company, but coming from a zero experience, I’m also trying to learn along the way and not to mention learn how to sell at the same time. You say you must become an expert at what you’re trying to sell to have any hope of future success but what I’m selling requires loads of previously acquired knowledge and the ability to implement that knowledge in a world where the market is constantly changing. So, would it be in my best interest to put making sales on the back burner? Mary

Mary, No it would not, especially until you fully educate yourself about mortgage banking. Even if it takes months, NO. What you want to do is talk to people. People are not interested in a mortgage; people are interested in the home of their dreams. Make friends with people. Make them your fans. When you were a professional athlete you were inspired by your fans. Go get more fans, bring them into your stadium, have them sit in the front row or on the 50-yard line, or on the third base line right by the dugout, and talk to them about what they’re really hoping for with their home. Get them to like you first.

You can do all that stuff in the background. They don’t have to know if you know or you don’t know. You only have to get them a mortgage that will help them move in to the home of their dreams.

Talk to people that already have mortgages. Talk to other people in the company. Get experience from others who already have the experience. Find somebody that likes you and find somebody that takes a liking to you and is willing to help you, but go talk to people. People are your answer. Make them fans. Best regards, Jeffrey

Reprinted with permission from Jeffrey H. Gitomer and Buy Gitomer.

About the Author

Jeffrey GitomerJeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally at salesman@gitomer.com.

StrategyDriven Expert Contributor Hank Moore

The Big Picture of Business – Biggest Excuses They Use… and You Should Avoid: Rationales and Reasons Why Businesses Fail

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Some people and organizations go to great extremes to place spins, rationalize or save face. Often, sweeping generalizations involve making far-fetched excuses or scapegoating someone else.

Criticizing others may be cloaked as a subtle or even polite dialog. Yet, behind these often-voiced expressions lie fallacies in reasoning, the wrong facts, jealousy, animosity, personal self-defeat or cluelessness of the speaker.

When people pose the following questions or statements, there often lurk sarcasm or hidden agendas behind the ‘seemingly innocent’ comments.

Failing to make investments in future company success:

  • I’m building a new house right now. Just took a vacation. Got to send the kid to college (or some other personal reason).
  • We just bought a piece of computer software.
  • Have to make cuts everywhere else to pay for rising production costs.
  • We make a good product… that should be enough.
  • Why must we spend time on things other than our core business?
  • We can dispense with all that employee training and professional development.
  • We just cannot afford to make the investments.

Rationalizing organizational setbacks:

  • We were growing too fast anyway.
  • It was time to pull in our reins and get back to basics.
  • We took a risk once, and it didn’t work out.
  • This hasn’t been our lucky year.
  • If we didn’t have so much (any) competition, then we would be on Easy Street.
  • That was caused by previous management. We blame it on them.
  • We’re lean and mean now… cut out all the fat.
  • Our people just need to work a little harder.
  • Economic forces beyond our control are at work. But, we’re still making money.
  • If our people would think more about what they’re doing, then we would be successful.
  • That’s our problem… people thinking but not doing… people doing but not thinking.

Rationalizing poor service or quality:

  • You won’t get it any better elsewhere. If you don’t believe it, go try to find out.
  • We’re number one in sales.
  • Our people were hired to do their jobs. They know what they’re doing.
  • Nobody has complained about this issue before. The problem must be with you.
  • Quality is our middle name.
  • We’ve got the latest technology.
  • If you can do so much better, why don’t you go try.
  • Profitability is all that matters.
  • Customers are a dime a dozen. They can be easily replaced.
  • We’re running this business for us, not for them.
  • We got an automated phone system to take care of all that.
  • Customer service is as good as it always was. Quality is as good as it ever will be.

Blaming problems upon others:

  • Our consultant told us to do it.
  • We’re waiting to see what (governmental entity) will do.
  • We’re good at what we do. No need to change.
  • People are expendable. If they don’t like it, they can leave. Workers are easily replaced.
  • Our accountant says we cannot afford that right now.
  • Our ad campaign backfired.
  • We’re too worried about _____ (some item in the news… the latest source of gossip).
  • Interest rates are too high.
  • Our lawyer can take care of any problems that arise. Until then, it’s business as usual.
  • Ethics and standards… those are for chumps. Making the big bucks is all that matters.

Avoiding change, denying the need for change:

  • What worked before works now… always will.
  • Things will always stay the same here.
  • Once the PR crisis passes, things will get back to normal.
  • Can’t change the weather or the world. So, why bother trying to change anything else.
  • That’s just the way he-she is. Learn to live with it.
  • Our human resources department takes care of that.
  • We’re afraid of litigation.
  • There’s not a thing that we can do to change things. The status quo is perfectly acceptable.
  • That’s the way the cookie crumbles. That’s life. What are you gonna do about it?

Not engaging in planning for future operations:

  • So what are you gonna do about it?
  • There’s too much talk about planning. We’re just busy doing things.
  • We have a Mission Statement.
  • Money covers up a lot of ills.
  • We have annual sales projections.
  • Good things happen to good people. It will be our turn soon.
  • Surely, things will work themselves out.

Common Sense Retorts to Sweeping Generalizations

Here are some of the common mis-statements that people make. Some do so to avoid addressing the real business issues head-on. Others never had the rationales and their implications explained to them properly.

The savvy business executive or advisor will offer pro-active follow-ups. Trite statements should not just sit as they are made. By responding realistically and with an eye toward company improvement, you’ll be doing colleagues a service. Examples:

This company reflects the character of its CEO. Sadly, that’s true… to extremes. Many companies are ego-driven. The wise CEO is one who listens to others, surrounds himself-herself with smart people and fosters a spirit of teamwork. A good company is not predicated upon one personality but, instead, has adopted a corporate culture that thinks and feels.

Our company has got the most up to date technology. Companies spend disproportionate amounts of money on technology and neglect their people, processes and policies. Technology represents less than 1% of an organization’s pie chart. Technology should be addressed as a tool of the trade… the bigger issues being a cohesive plan of action and organizational vision.

We must be doing something right. Some companies succeed in their early stages because of raw energy. Conditions change…as should the companies. We must encourage colleagues to honestly examine reasons for their initial success and caution them that Continuous Quality Improvement is necessary. Companies must always grow to “the next tier” and not rest upon laurels.

If it ain’t broke, don’t fix it. This is probably the worst cop-out. There is no organization that is totally perfect and cannot stand some fine-tuning.

We are a very quality-oriented company. Quality is as quality does. Some organizations pay considerable lip service to quality but are clueless as to what it really is, what it means or how it can be sustained. Quality is a conscious, continuous effort to plan, think, act and measure. Quality is neither a quick fix for problems nor a shortcut to success and riches.

We know what our customers want. This is usually said to challenge suggestions that better customer service might be necessary. Sadly, companies pay mostly lip service toward customer service. They don’t stimulate enough dialog. When you suggest that a more targeted customer focus would benefit all, including their bottom line, management often gets pious, argumentative and confrontational. Or, they just look the other way, while the customers go elsewhere.

Success speaks for itself. People who enjoy temporarily high sales love to crow. To them, monetary volume is the ‘definition’ of success. You should do with business with them because they are a “winner,” so they claim. In reality, no single market shift speaks completely for itself. Sales rankings vary, with various influencers. Many factors contribute toward long-term success, which is a road filled with ups and downs. Everything is subject to interpretation. Organizations must educate consumers, in a pro-active way, on how to best utilize their products-services.

Ways to Avoid Negative Euphemisms:

  • Put more emphasis upon substance, rather than flash and sizzle.
  • Look outside the organization, instead of keeping your total focus internal.
  • Challenge negative comments and make accusers accountable for false claims.
  • Keep communications open and continual.
  • Refrain from making false representations.
  • Abilities to think, reason, take risks and feel gut human instincts must all be nurtured.
  • Take advice from all sources. Do research. Get informed counsel from seasoned advisers.
  • Document and comprehend the reasons for successes.
  • Empower the organization to embrace/embody the corporate culture.
  • Learn to manage change, rather than become a victim of it.

About the Author

Hank MoorePower Stars to Light the Business Flame, by Hank Moore, encompasses a full-scope business perspective, invaluable for the corporate and small business markets. It is a compendium book, containing quotes and extrapolations into business culture, arranged in 76 business categories.

Hank’s latest book functions as a ‘PDR of business,’ a view of Big Picture strategies, methodologies and recommendations. This is a creative way of re-treading old knowledge to enable executives to master change rather than feel as they’re victims of it.

Power Stars to Light the Business Flame is now out in all three e-book formats: iTunes, Kindle, and Nook.