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<title>Jonathan Farrington - EzineArticles Expert Author</title>
<link>http://EzineArticles.com/expert/Jonathan_Farrington</link>
<pubDate>Wed, 15 Feb 2012 06:16:11 -0600</pubDate>
<image><title>Jonathan Farrington - EzineArticles Expert Author</title>
<link>http://EzineArticles.com/expert/Jonathan_Farrington</link>
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<copyright>Copyright 2012 EzineArticles.com - All Rights Reserved.</copyright>
<description><![CDATA[Jonathan Farrington is a globally recognized business coach, mentor, author and consultant, who has guided hundreds of companies and thousands of individuals around the world towards optimum performance levels. He is Chairman of The JF Corporation, CEO of Top Sales Associates and Senior Partner at Jonathan Farrington & Associates. Formerly, Jonathan was the Managing Partner of The jfa Group which he established in 1994. Prior to that, he earned his spurs in some of the most demanding and competitive market sectors i.e. IT, Telecommunications and Finance: Outstanding achievement at an early stage in his career provided a 'fast-track' passage to ... ]]></description>
<lastBuildDate>Mon, 30 Jan 2012 18:51:32 -0600</lastBuildDate>
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<item>
<title>We Should Never, Ever, Doubt Our Ability to Succeed</title>
<link>http://EzineArticles.com/6847120</link>
<guid>http://EzineArticles.com/6847120</guid>
<pubDate>Mon, 30 Jan 2012 18:51:32 -0600</pubDate>
<description><![CDATA[In conversation with one of my learned chums this week, the subject of success came up - or more precisely, just what makes some people more successful than others, and I have very strong views about this. I believe that one of the defining and most significant qualities of the most successful people we know is confidence. It is their inner belief that they can achieve anything they want to achieve, and enjoy as much success as they wish - however they personally define success.]]></description>
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<title>Sales Leadership - Building a Shared Mental Model</title>
<link>http://EzineArticles.com/2911692</link>
<guid>http://EzineArticles.com/2911692</guid>
<pubDate>Tue, 15 Sep 2009 16:19:43 -0500</pubDate>
<description><![CDATA[The role of a Sales Leader is to translate the organisation's vision, mission and values into a meaningful context that sales teams can relate to and feel excited by. If this is achieved then the Sales Leader will have created a sales team with a shared mental model. This transforms an ordinary sales team into a high performing one.]]></description>
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<item>
<title>Objectively Re-Assessing Your Current Opportunities</title>
<link>http://EzineArticles.com/2911540</link>
<guid>http://EzineArticles.com/2911540</guid>
<pubDate>Tue, 15 Sep 2009 15:12:45 -0500</pubDate>
<description><![CDATA[All sales professionals claim to be permanently time constrained: We always have limited time and resources with which to achieve our targets. We can be involved in only so many accounts or sales situations before we begin to lose your ability to manage what is taking place. At that point we lose control and the competition takes control.]]></description>
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<item>
<title>The Twelve Golden Principles of Selling - 2.0 Version</title>
<link>http://EzineArticles.com/1812393</link>
<guid>http://EzineArticles.com/1812393</guid>
<pubDate>Fri, 26 Dec 2008 13:56:59 -0600</pubDate>
<description><![CDATA[Selling is the most wonderfully exhilarating, satisfying and fulfilling career in the world - but only if you are selling successfully. Someone has to be the best - why not you? Here then are my revised "Twelve Golden Principles Of Selling - Version 2.0"]]></description>
</item>
<item>
<title>How We Conceived And Delivered &quot;The Top 10 Sales Articles&quot;</title>
<link>http://EzineArticles.com/517211</link>
<guid>http://EzineArticles.com/517211</guid>
<pubDate>Fri, 06 Apr 2007 15:30:36 -0500</pubDate>
<description><![CDATA[Imagine a single location, where time strapped business captains, sales professionals and publishers can locate a review of the very best sales articles every week: Where authors, have a unique opportunity to showcase their work and benchmark the quality of their writing, against that of their contempories, and have it reviewed by globally recognised sales experts.]]></description>
</item>
<item>
<title>Conducting Appraisals - The Essential Skills</title>
<link>http://EzineArticles.com/489735</link>
<guid>http://EzineArticles.com/489735</guid>
<pubDate>Thu, 15 Mar 2007 15:22:20 -0500</pubDate>
<description><![CDATA[All managers expected to carry out performance appraisal should have some training. Ideally this should not just be on the skills of performance appraisal - the 'how' to do it, but also on the reasons for performance appraisal the 'why' we do it. Managers should understand how it fits into the wider strategic process of performance management and how the information and data generated contributes to understanding of the capacity of the human capital of the organisation to contribution to business strategy and value. ]]></description>
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<item>
<title>Do We Need Leaders Who Are Left-Brained, Right-Brained Or Something In Between?</title>
<link>http://EzineArticles.com/489730</link>
<guid>http://EzineArticles.com/489730</guid>
<pubDate>Thu, 15 Mar 2007 15:01:15 -0500</pubDate>
<description><![CDATA[I have always known that the very best sales professionals are predominantly right-brained: I also suspected the Finance Directors and Technical Directors were predominantly left-brained - so where does that leave CEO's and Managing Directors? 
]]></description>
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<item>
<title>Engineering Team Spirit Is An Essential Leadership Responsibility</title>
<link>http://EzineArticles.com/480058</link>
<guid>http://EzineArticles.com/480058</guid>
<pubDate>Wed, 07 Mar 2007 12:59:03 -0600</pubDate>
<description><![CDATA[A very good friend and ex-client of mine runs a highly successful information technology service in the South of England and his private-sector customers include many Times Top 100 companies. We often exchange opinions and I recently asked his views on leadership, because I have always been impressed with his commitment to "people development" This is his take on successful leadership...]]></description>
</item>
<item>
<title>What Leadership Was And What It Has Become</title>
<link>http://EzineArticles.com/480082</link>
<guid>http://EzineArticles.com/480082</guid>
<pubDate>Wed, 07 Mar 2007 12:57:12 -0600</pubDate>
<description><![CDATA[Leadership was once about hard skills such as planning, finance and business analysis. When command and control ruled the corporate world, the leaders were heroic rationalists who moved people around like pawns and fought like stags. When they spoke, the company employees jumped.

Now, if the gurus and experts are right, leadership is increasingly concerned with...
]]></description>
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<title>How To Plan And Prepare For An Effective Appraisal</title>
<link>http://EzineArticles.com/480071</link>
<guid>http://EzineArticles.com/480071</guid>
<pubDate>Wed, 07 Mar 2007 12:39:04 -0600</pubDate>
<description><![CDATA[Both parties should prepare for an appraisal meeting beforehand if a successful outcome is to be delivered - as with most things in life the quality of the planning and preparation will certainly affect the quality of the final outcome. ]]></description>
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<item>
<title>What Happens When You Have Too Many Sales Leads?</title>
<link>http://EzineArticles.com/480063</link>
<guid>http://EzineArticles.com/480063</guid>
<pubDate>Wed, 07 Mar 2007 12:08:04 -0600</pubDate>
<description><![CDATA[Few marketers will question the value of sales leads generated by direct mail and other direct response methods. However, a poorly integrated lead generation programme can actually reduce the overall productivity of a salesforce. This is a true story and only the company name has been changed.]]></description>
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<item>
<title>Psychometric Testing And Professional Salespeople - Uncomfortable Bedfellows?</title>
<link>http://EzineArticles.com/471232</link>
<guid>http://EzineArticles.com/471232</guid>
<pubDate>Thu, 01 Mar 2007 06:37:11 -0600</pubDate>
<description><![CDATA[I have to tell you that when I was first introduced to psychometrics in 1983, I was somewhat sceptical and that scepticism has remained with me ever since; so why my scepticism and why do I believe that psychometric testing and professional salespeople are uncomfortable bedfellows?    ]]></description>
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<title>How To Negotiate With The Four Personality Types</title>
<link>http://EzineArticles.com/471273</link>
<guid>http://EzineArticles.com/471273</guid>
<pubDate>Thu, 01 Mar 2007 06:30:20 -0600</pubDate>
<description><![CDATA[People negotiate differently and behave differently during the negotiation process.    We can observe different styles of negotiation and how different types of behaviour can affect the outcome of negotiations.    In commercial negotiations, some people negotiate quickly and take risks, others take their time and try to avoid risk.]]></description>
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<title>Negotiation - Understanding Your Sources Of Power</title>
<link>http://EzineArticles.com/471198</link>
<guid>http://EzineArticles.com/471198</guid>
<pubDate>Thu, 01 Mar 2007 05:54:47 -0600</pubDate>
<description><![CDATA[One of the main differences between negotiators is how confident they feel when 
negotiating. Typically, the more confident we feel, and the better we are prepared, 
the more successful will be the outcome of our negotiations. 

Personal power comes from many sources. To build up and increase our confidence 
as negotiators we need to step back and analyse the sources of our personal power 
and compare them with those of the people with whom we are negotiating. 
]]></description>
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<item>
<title>New To Sales Management? Begin With Your People In Mind</title>
<link>http://EzineArticles.com/471212</link>
<guid>http://EzineArticles.com/471212</guid>
<pubDate>Thu, 01 Mar 2007 05:04:56 -0600</pubDate>
<description><![CDATA[Before you do anything, have the likely expectations of your people in mind. They will tend to define a good manager as one who ...]]></description>
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<item>
<title>What Should An Effective And Professional Sales Team Appraisal Contain?</title>
<link>http://EzineArticles.com/471187</link>
<guid>http://EzineArticles.com/471187</guid>
<pubDate>Thu, 01 Mar 2007 05:03:46 -0600</pubDate>
<description><![CDATA[Every sales manager has to appraise subordinates and the mechanics of it vary from ticking little boxes, through marking on five-point scales, to writing an open ended report. The primary purpose of an appraisal is to help the subordinate, whilst at the same time ensuring that the company is receiving an appropriate return on it's considerable investment. Here I discuss just what precisely an effective sales specific appraisal document should contain.
]]></description>
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<title>Successful Leaders Take Decisive Action In Order To Maintain Standards Of Behaviour</title>
<link>http://EzineArticles.com/462738</link>
<guid>http://EzineArticles.com/462738</guid>
<pubDate>Wed, 21 Feb 2007 12:34:21 -0600</pubDate>
<description><![CDATA[Successful modern leaders should be supportive of staff, but should also take decisive action to maintain standards of behaviour: The worst leaders are those who fail to support staff. These conclusions came from research by The Industrial Society, carried out among 3000 business people, published in 1999. The survey, "Liberating Leadership 1999", identified 38 key competencies for leadership, and exposed some myths about modern leadership, derided by some as 'too soft' and people-centred.
]]></description>
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<title>Negotiation - Understanding Movement, Concessions And Bargaining</title>
<link>http://EzineArticles.com/462735</link>
<guid>http://EzineArticles.com/462735</guid>
<pubDate>Wed, 21 Feb 2007 12:30:17 -0600</pubDate>
<description><![CDATA[Asking questions and listening effectively are important skills both in selling and 
negotiating. The first phase of negotiation involves both parties agreeing the background to the negotiation and fishing for the opening demand or offer. It is often better to present the opening demand or offer in terms of a hypothetical question, as this allows the negotiator to retreat to his initial position if necessary. 
]]></description>
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<title>New To Sales Management? Assess Your Team Sooner Rather Than Later</title>
<link>http://EzineArticles.com/462751</link>
<guid>http://EzineArticles.com/462751</guid>
<pubDate>Wed, 21 Feb 2007 12:21:28 -0600</pubDate>
<description><![CDATA[The importance of assessing the skills-sets, experience, promotion potential andaspirations of your team as early as possible, cannot be over-estimated. Knowledge is power!]]></description>
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<title>Leadership - Just How Important Is Emotional Competence?</title>
<link>http://EzineArticles.com/462747</link>
<guid>http://EzineArticles.com/462747</guid>
<pubDate>Wed, 21 Feb 2007 12:14:25 -0600</pubDate>
<description><![CDATA[As business changes, so do the traits needed to survive, let alone excel. All these transitions put increased value on emotional intelligence. Competitive pressures put a new value on people who are self-motivated, show initiative, have the inner drive for outdoing themselves, and are optimistic enough to take reversals and setbacks in their stride. The ever-pressing need to serve customers and clients well and to work smoothly and creatively with an ever more diverse range of people makes the ability to empathise all the more essential.
]]></description>
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<title>Leadership Is About Constantly Challenging Paradigms But Staying Within The Overall Strategy</title>
<link>http://EzineArticles.com/462742</link>
<guid>http://EzineArticles.com/462742</guid>
<pubDate>Wed, 21 Feb 2007 12:14:23 -0600</pubDate>
<description><![CDATA[One of the key tasks of a leader  is to continually seek ways to improve the way in which their team operates - constantly challenging paradigms and questioning "the way we do things around here", will ensure the team remains at optimum performance levels. However, it is also important to stay within an overall long term strategy and not effect change for change's sake. Here are some thoughts on moving forward in a structured manner.
]]></description>
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<title>The Importance Of Working Together With Your Team</title>
<link>http://EzineArticles.com/455486</link>
<guid>http://EzineArticles.com/455486</guid>
<pubDate>Thu, 15 Feb 2007 09:57:11 -0600</pubDate>
<description><![CDATA[The principle of working together with your team should underpin how you operate. Managing people doesn't just mean acting as overseer, to see that they get their work done satisfactorily. It means involving people throughout the team in a creative role, to ensure that together you are all able to succeed. ]]></description>
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<title>What A Performance Appraisal Is And What It Is Not</title>
<link>http://EzineArticles.com/455488</link>
<guid>http://EzineArticles.com/455488</guid>
<pubDate>Thu, 15 Feb 2007 09:27:12 -0600</pubDate>
<description><![CDATA[The performance appraisal or review is essentially an opportunity for the individual and those concerned with their performance - most usually their line manager - to get together to engage in a dialogue about the individual's performance, development and the support required from the manager. It should not be a top down process or an opportunity for one person to ask questions and the other to reply. It should be a free flowing conversation in which a range of views are exchanged. 
]]></description>
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<title>Leaders Who Balk At Taking The Journey Of Self-Development Could Find Themselves Becoming Isolated</title>
<link>http://EzineArticles.com/454418</link>
<guid>http://EzineArticles.com/454418</guid>
<pubDate>Wed, 14 Feb 2007 13:53:46 -0600</pubDate>
<description><![CDATA[Traditionally, one of our largest clients ran its business from manuals. Staff who wanted to know how something should be done would be directed by a senior manager "to look in staff manual 108" for the answer. It was not a motivational style of management, and had become unsuitable for fast-changing modern business conditions.]]></description>
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<title>Customer Service - The Huge Gap Between Intention And Reality</title>
<link>http://EzineArticles.com/454123</link>
<guid>http://EzineArticles.com/454123</guid>
<pubDate>Wed, 14 Feb 2007 13:50:39 -0600</pubDate>
<description><![CDATA[When it comes to looking after our customers, quite often there's a gap, a huge gap between theory and practice. There are books about customer relations; there are videos about customer relations; there are Gurus (mostly self-appointed) about customer relations. None of them actually have to deliver customer relations. That chore is left to what was known in the last two World Wars as the PBI - as in "Poor B....y Infantry"- the foot soldiers. The front line people, your front line people. So what do they make of it all?
]]></description>
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<title>New To Sales Management? - How To Quickly Establish Authority</title>
<link>http://EzineArticles.com/454426</link>
<guid>http://EzineArticles.com/454426</guid>
<pubDate>Wed, 14 Feb 2007 13:10:50 -0600</pubDate>
<description><![CDATA[Sometimes a new Sales Manager has to face awkward, contentious, embarrassing or tough issues. Difficult situations, you may have noticed, don't tend to get easier if delayed or ignored. For the manager, dealing with such problems goes with the territory.

]]></description>
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<title>Negotiation - Planning For A Successful Outcome</title>
<link>http://EzineArticles.com/454128</link>
<guid>http://EzineArticles.com/454128</guid>
<pubDate>Wed, 14 Feb 2007 13:01:52 -0600</pubDate>
<description><![CDATA[In any kind of negotiation the planning stage is probably the most important. Too often we go in badly prepared and end up giving concessions that reduce the overall profitability of the final deal. The importance of planning is in having a very clear idea before entering into the negotiation. ]]></description>
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<title>Poor Performance - Your Options For Dealing With It Effectively</title>
<link>http://EzineArticles.com/451446</link>
<guid>http://EzineArticles.com/451446</guid>
<pubDate>Mon, 12 Feb 2007 13:58:00 -0600</pubDate>
<description><![CDATA[Poor performance is an issue that faces any manager from time to time. You can deal with it in several ways, however choosing the correct option can often be critical.]]></description>
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<title>Leadership - Some Thoughts About Structure, Self-Sufficiency And Responsibility</title>
<link>http://EzineArticles.com/451458</link>
<guid>http://EzineArticles.com/451458</guid>
<pubDate>Mon, 12 Feb 2007 13:47:09 -0600</pubDate>
<description><![CDATA[The organisational structure of a team is important. Who does what, how one job relates to another, the lines of reporting and communication - all affect effectiveness. This is something to continually re-assess. ]]></description>
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<title>Leadership - The Importance Of Remaining Focussed On The Present But Always Looking To The Future</title>
<link>http://EzineArticles.com/451454</link>
<guid>http://EzineArticles.com/451454</guid>
<pubDate>Mon, 12 Feb 2007 13:47:05 -0600</pubDate>
<description><![CDATA[The environment in which you work is, no doubt, dynamic. Change is the order of the day. We may not know exactly what is coming but, during the course of your career as a manager, you can be sure that change will continue and that the pace of change will increase. Never forget this and help - and expect -your people to recognise it too.
]]></description>
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<title>Why Appraising Performance Regularly Against Relevant Criteria Is So Important</title>
<link>http://EzineArticles.com/451440</link>
<guid>http://EzineArticles.com/451440</guid>
<pubDate>Mon, 12 Feb 2007 12:06:43 -0600</pubDate>
<description><![CDATA[Every manager has to appraise subordinates and the mechanics of it vary from ticking little boxes, through marking on five-point scales, to writing an open ended report. However, in all cases the primary purpose of an appraisal is to help the subordinate.
]]></description>
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<title>The Ten Easiest Ways To Lose Your Customers</title>
<link>http://EzineArticles.com/445779</link>
<guid>http://EzineArticles.com/445779</guid>
<pubDate>Wed, 07 Feb 2007 12:41:45 -0600</pubDate>
<description><![CDATA[Most of us are involved in some form of business acquisition for our respective companies. We all know that winning business often requires a significant investment in time, resources and energy and that the thrill of the chase is an exciting one. Isn't it a shame that sometimes the customer, who you worked so hard to win, cancels the order during the initial stages because someone somewhere has let them down.]]></description>
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<title>Some Thoughts About Leadership And Greatness</title>
<link>http://EzineArticles.com/445759</link>
<guid>http://EzineArticles.com/445759</guid>
<pubDate>Wed, 07 Feb 2007 11:53:58 -0600</pubDate>
<description><![CDATA[Shakespeare was good about leadership, as about most other things. The spoof letter which caused poor Malvolio to make such a fool of himself contains words that say a lot about the subject. "Some men are born great, some achieve greatness, and some have greatness thrust upon them". Greatness and leadership are so closely akin that the words give us a useful point of departure.
]]></description>
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<title>Styles Of Negotiation </title>
<link>http://EzineArticles.com/445751</link>
<guid>http://EzineArticles.com/445751</guid>
<pubDate>Wed, 07 Feb 2007 11:49:13 -0600</pubDate>
<description><![CDATA[Our style of negotiation will be influenced by the style of the other party. If both 
sides are adversarial; there will be little trust between the two parties, however, if 
one side decides to be co-operative, there is a danger the other side will use this 
apparent sign of weakness to their advantage. 
]]></description>
</item>
<item>
<title>The Four Essential Component Parts Of Successful Selling Part Three - And Finally, Knowledge</title>
<link>http://EzineArticles.com/436243</link>
<guid>http://EzineArticles.com/436243</guid>
<pubDate>Tue, 30 Jan 2007 10:51:00 -0600</pubDate>
<description><![CDATA[It is fairly common knowledge that even today, in most industries, a very high percentage of training budgets are spent on "product knowledge" workshops and training sessions. This is understandable to a degree particularly in the more technical sectors, but what about all the other types of "knowledge?"
]]></description>
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<title>Understanding The Nature Of Dynamic Leadership</title>
<link>http://EzineArticles.com/436280</link>
<guid>http://EzineArticles.com/436280</guid>
<pubDate>Tue, 30 Jan 2007 10:47:19 -0600</pubDate>
<description><![CDATA[To those who would suggest that great leaders are born not made, I would say this: We can examine all of the great leaders in history and identify some common characteristics but we cannot say they were "Born Leaders". They all developed into their leadership roles over a period of time, learning the skills along the way. I do believe that leaders can be developed - I have to believe that because currently we have far too few of them in the world 
]]></description>
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<title>Reactive Salespeople, Pro-Active Salespeople And Vilfredo Pareto</title>
<link>http://EzineArticles.com/431298</link>
<guid>http://EzineArticles.com/431298</guid>
<pubDate>Thu, 25 Jan 2007 14:39:09 -0600</pubDate>
<description><![CDATA["Winners in life constantly think in terms of I can, I will and I am. Losers on the other hand concentrate their waking thoughts on what they should have done or what they don't do"
-Dennis Waitley 

Can we all become "Winners"? Yes, of course we can. We cannot have everything we want in life but we can have anything that we really want, because if we want it badly enough we will find the means to bring about its happening - this is called "fulfilled expectation"
]]></description>
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<title>Negotiation - Tactics, Tricks And Threats</title>
<link>http://EzineArticles.com/431340</link>
<guid>http://EzineArticles.com/431340</guid>
<pubDate>Thu, 25 Jan 2007 14:00:25 -0600</pubDate>
<description><![CDATA[Most successful negotiators recognise that the way people involved in negotiations behave does not always reflect their true feelings or intentions. This article looks at negotiating tactics that may be used by you or on you. ]]></description>
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<item>
<title>How To Use A Pareto Analysis As A Sales Management Tool</title>
<link>http://EzineArticles.com/422067</link>
<guid>http://EzineArticles.com/422067</guid>
<pubDate>Thu, 18 Jan 2007 11:54:27 -0600</pubDate>
<description><![CDATA[Pareto Analysis is a very simple technique that helps you to choose the most effective changes to make. It uses the Pareto principle - the idea that by doing 20% of work you can generate 80% of the advantage of doing the entire job. It is also a formal technique for finding the changes that will give the biggest benefits. It is useful where many possible courses of action are competing for your attention.
]]></description>
</item>
<item>
<title>How To Structure A Negotiation</title>
<link>http://EzineArticles.com/422074</link>
<guid>http://EzineArticles.com/422074</guid>
<pubDate>Thu, 18 Jan 2007 11:46:29 -0600</pubDate>
<description><![CDATA[People who are successful negotiators, always have a well thought out strategy before entering into the negotiation, are well prepared, self confident and structure the negotiation, so that they remain in control of the negotiating process. 
]]></description>
</item>
<item>
<title>Sales Managers Need To Be Adept Jugglers And Trained Diplomats</title>
<link>http://EzineArticles.com/422069</link>
<guid>http://EzineArticles.com/422069</guid>
<pubDate>Thu, 18 Jan 2007 11:09:28 -0600</pubDate>
<description><![CDATA[Sometimes (regularly?) conflicts arise: something is right for the department and the people, but not for either the organisation or you. On occasions you will find yourself disagreeing with a company policy but having to support it even though you know that your people see it as wrong and personally inconvenient. How you handle this balancing act is important, and it may be necessary to explain the reasons behind your actions. It is an area for some consistency.]]></description>
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<title>Negotiation-Dealing With Price And The Closing Stages</title>
<link>http://EzineArticles.com/422079</link>
<guid>http://EzineArticles.com/422079</guid>
<pubDate>Thu, 18 Jan 2007 11:06:51 -0600</pubDate>
<description><![CDATA[Price is an issue in most negotiations. We need to deal with the price issue confidently, but with an understanding of the needs of the other side. Here are some notes to help you: 

]]></description>
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<item>
<title>Transactional Analysis And It's Effect On Our Customer Interactions</title>
<link>http://EzineArticles.com/415929</link>
<guid>http://EzineArticles.com/415929</guid>
<pubDate>Fri, 12 Jan 2007 10:45:40 -0600</pubDate>
<description><![CDATA[Knowing the basics about "Transactional Analysis" will give you a better understanding of why people communicate in a certain way. For example, why they feel the need to be aggressive or manipulative to get their point across when they are unhappy about something.
]]></description>
</item>
<item>
<title>Sales Management Is All About Motivating</title>
<link>http://EzineArticles.com/415946</link>
<guid>http://EzineArticles.com/415946</guid>
<pubDate>Fri, 12 Jan 2007 10:41:50 -0600</pubDate>
<description><![CDATA[Resolve now - right now - that you will give motivation priority. Don't be mistaken, motivation makes a difference - a big difference. People perform better when they feel positive about their job. Your intention should be to make people feel, individually and as a group, that they are special. Doing so is the first step to making sure that what they do is special.
]]></description>
</item>
<item>
<title>The Role Of Communication In Sales Management</title>
<link>http://EzineArticles.com/415935</link>
<guid>http://EzineArticles.com/415935</guid>
<pubDate>Fri, 12 Jan 2007 10:30:44 -0600</pubDate>
<description><![CDATA[In my mailbox this week was a message from a young guy in Australia who has just taken his first step up into management: His question was quite simply - "What is the most important management trait I should consider developing first?" Very interesting question, because there are several essential traits that need to be developed as early as possible, but choosing just one - the most important, was a "no-brainer" for me and this is an extract of my response to him.
]]></description>
</item>
<item>
<title>How To Get The Best From Your Sales Team</title>
<link>http://EzineArticles.com/415955</link>
<guid>http://EzineArticles.com/415955</guid>
<pubDate>Fri, 12 Jan 2007 10:08:55 -0600</pubDate>
<description><![CDATA[In terms of achieving and sustaining optimum performance levels within your team it is vital to recognise from the outset that effectiveness depends on  the interaction of the following three factors-]]></description>
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<item>
<title>Professional And Dedicated Sales Professionals Are Busy Setting Goals And Objectives For 2008</title>
<link>http://EzineArticles.com/398799</link>
<guid>http://EzineArticles.com/398799</guid>
<pubDate>Fri, 29 Dec 2006 11:59:29 -0600</pubDate>
<description><![CDATA[It is that time of year when all professional and dedicated sales professionals should be focusing on what they want to achieve next year. Having said that, most people, and I would estimate 80%, because Pareto's principle is always pretty accurate, will not set objectives and in failing to plan will in effect, be planning to fail.  The greatest difficulty most people have is knowing where to begin, so here are some thoughts that will hopefully assist you in constructing an achievable plan for the next twelve months and beyond. ]]></description>
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<item>
<title>Who Should Be Involved In The Induction Process</title>
<link>http://EzineArticles.com/398694</link>
<guid>http://EzineArticles.com/398694</guid>
<pubDate>Fri, 29 Dec 2006 10:41:08 -0600</pubDate>
<description><![CDATA[A common mistake in induction schemes is to leave it all to one person to organise. This puts a lot of pressure on that individual and may reduce the effectiveness of the programme. It is advisable to involve as many people as you can in the process, by splitting the responsibility and making it more interesting.
]]></description>
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<item>
<title>Sales Presentations - Tips On Dealing With Anxiety From An Old Pro</title>
<link>http://EzineArticles.com/398709</link>
<guid>http://EzineArticles.com/398709</guid>
<pubDate>Fri, 29 Dec 2006 10:13:17 -0600</pubDate>
<description><![CDATA[The first thing to remember is that anxiety or nerves means you are alive and without them your resulting presentation would be like you - dead! What you need to do is learn to control your anxiety and use it to fuel your enthusiasm.]]></description>
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<item>
<title>The Essentials Of Decision Making</title>
<link>http://EzineArticles.com/398705</link>
<guid>http://EzineArticles.com/398705</guid>
<pubDate>Fri, 29 Dec 2006 10:12:14 -0600</pubDate>
<description><![CDATA[Decision-making is something that happens throughout our day but with different degrees of importance, urgency and consequential outcomes. Success comes from the quality of the decision itself as well as the robustness of implementation or application.

]]></description>
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<item>
<title>Sales Networking - The Best Way To Begin Is To Dive Right In</title>
<link>http://EzineArticles.com/398736</link>
<guid>http://EzineArticles.com/398736</guid>
<pubDate>Fri, 29 Dec 2006 10:10:26 -0600</pubDate>
<description><![CDATA[Like any adventure,when you begin networking you may have some fear and trepidation about facing the unexpected, but you should also feel some of the thrill of the challenge and excitement in finding new people with whom you can really connect. By making time in your schedule to network, you can use early opportunities to watch others networking and to get into the habit of talking to the people you meet. Don't forget, networking successfully means that we sometimes have to stretch ourselves to the edges of our comfort zones - hard at first but much easier with practice.]]></description>
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<item>
<title>It Is Vital To Set Objectives Prior To Delivering An Induction Programme</title>
<link>http://EzineArticles.com/398693</link>
<guid>http://EzineArticles.com/398693</guid>
<pubDate>Fri, 29 Dec 2006 10:02:08 -0600</pubDate>
<description><![CDATA[Many people leave a job because they are disillusioned, let down or misinformed. A good induction will illustrate to new comers that the organization is committed to them and will do everything it can to retain them as long as possible. This results in reduction of staff turnover and recruitment costs. However, it is vital to set objectives so that the results can be benchmarked.
]]></description>
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<item>
<title>How To Deliver A Professional Sales Presentation</title>
<link>http://EzineArticles.com/393945</link>
<guid>http://EzineArticles.com/393945</guid>
<pubDate>Fri, 22 Dec 2006 14:14:01 -0600</pubDate>
<description><![CDATA[All professional salespeople have to be involved in a presentation at some time in their sales career and Top 5 % players present their proposals every time.
]]></description>
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<item>
<title>Are You Achieving Sustained Sales Growth Efficiently - Reliably And By Design</title>
<link>http://EzineArticles.com/393944</link>
<guid>http://EzineArticles.com/393944</guid>
<pubDate>Fri, 22 Dec 2006 14:10:00 -0600</pubDate>
<description><![CDATA[In his book "Fundamentals of Selling," Charles Futrell identifies careful use of selling time as perhaps the distinguishing characteristic of the successful salesperson. Frequently there are two main pitfalls that even experienced salespeople can fall into in terms of activities. First, they simply aren't doing enough. What's enough? Enough telephone calls to make appointments, enough face-to-face calls, enough calls that involve or influence the decision-makers. In general, the more focused sales activity salespeople generate, the greater the number of sales opportunities they can create.
]]></description>
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<item>
<title>Recruitment - The Process Of Selection</title>
<link>http://EzineArticles.com/393951</link>
<guid>http://EzineArticles.com/393951</guid>
<pubDate>Fri, 22 Dec 2006 14:07:03 -0600</pubDate>
<description><![CDATA[A good advertisement is not measured by the number of suitable candidates it attracts. If you have carefully and thoroughly considered the experience and formal qualifications required, a number of applicants can be dismissed immediately because they lack basic qualifications or because the age is incorrect. Never the less keep one eye open for the exceptional person who departs from the ideal.
]]></description>
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<item>
<title>The Selection Interview And It's Aims</title>
<link>http://EzineArticles.com/393949</link>
<guid>http://EzineArticles.com/393949</guid>
<pubDate>Fri, 22 Dec 2006 14:03:02 -0600</pubDate>
<description><![CDATA[In spite of widespread and growing criticism of the personal interview as a selection procedure, it is still by far the most common method. It is flexible, relatively inexpensive and acceptable to the candidate and management. The selection interview has other advantages. It has been discovered that certain areas of information can be assessed more accurately by interview than by other methods i.e. the candidates interpersonal behaviour and the likelihood of them adjusting to the social aspects of the job situation and also the candidates motivation to work
]]></description>
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<item>
<title>How To Conduct A Successful Interview</title>
<link>http://EzineArticles.com/389340</link>
<guid>http://EzineArticles.com/389340</guid>
<pubDate>Mon, 18 Dec 2006 13:56:04 -0600</pubDate>
<description><![CDATA[	It is easy to forget that the recruitment interview is a selling event: Obviously the interviewee is doing everything he or she can to impress the interviewer(s) and provide sufficient evidence of their suitability for the vacancy, ahead of the other candidates. However, it is also important to remember that we need to sell our company in order to attract the very best staff and during that first interview, candidates will begin forming their opinions of our professionalism and our suitability as potential employers.
]]></description>
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<title>Identifying The  Stages Of  A Consultative Sales Cycle</title>
<link>http://EzineArticles.com/389347</link>
<guid>http://EzineArticles.com/389347</guid>
<pubDate>Mon, 18 Dec 2006 13:51:33 -0600</pubDate>
<description><![CDATA[Before we identify a typical "Consultative Sales Cycle", it is important to discover if you are currently selling in a traditional way or if in fact, you are already selling consultatively.    Vending or Traditional Selling...]]></description>
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<item>
<title>Induction Programmes Are Not Just For New Recruits</title>
<link>http://EzineArticles.com/389344</link>
<guid>http://EzineArticles.com/389344</guid>
<pubDate>Mon, 18 Dec 2006 13:42:31 -0600</pubDate>
<description><![CDATA[Induction is not just for newcomers, but for anyone who is in a new situation at work or who has special needs.]]></description>
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<item>
<title>How We Relate Maslow's Theory To Induction</title>
<link>http://EzineArticles.com/386746</link>
<guid>http://EzineArticles.com/386746</guid>
<pubDate>Thu, 14 Dec 2006 16:57:16 -0600</pubDate>
<description><![CDATA[Even though newcomers will have anxiety, they will also be feeling enthusiastic and motivated to do a good job. The main goal of induction is to maintain this enthusiasm and motivation for as long as possible. This will result in more effective performance.

]]></description>
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<item>
<title>Just How Important Is The Induction Process?</title>
<link>http://EzineArticles.com/386677</link>
<guid>http://EzineArticles.com/386677</guid>
<pubDate>Thu, 14 Dec 2006 15:57:06 -0600</pubDate>
<description><![CDATA[Just how important is the "Induction Process"? Well, frankly, it is incredibly important - I was prompted to write this article after hearing of the experiences of an ex-student of mine last week. Suffice to say, I was disappointed for her but not surprised. My perception is that far too little thought is given to "inducting" new recruits and what she endured is commonplace.]]></description>
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<item>
<title>The Nature Of Sales Networking</title>
<link>http://EzineArticles.com/386660</link>
<guid>http://EzineArticles.com/386660</guid>
<pubDate>Thu, 14 Dec 2006 15:15:01 -0600</pubDate>
<description><![CDATA[Networking effectiveness starts with a positive personal attitude and an understanding that successful networking is built on a spirit of giving and sharing and not of bargaining and keeping score. Armed with this knowledge, we can now look at how the process of good sales networking actually works in practice.
]]></description>
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<item>
<title>How To Create A Sales Network Map</title>
<link>http://EzineArticles.com/386654</link>
<guid>http://EzineArticles.com/386654</guid>
<pubDate>Thu, 14 Dec 2006 14:53:56 -0600</pubDate>
<description><![CDATA[There is ultimately no better way to start networking than to try it for real. The easiest way to do this to commence with the clients  you already have, rather than to find new ones.
]]></description>
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<item>
<title>Sales Networking - How To Research Potential Contacts</title>
<link>http://EzineArticles.com/386646</link>
<guid>http://EzineArticles.com/386646</guid>
<pubDate>Thu, 14 Dec 2006 14:53:42 -0600</pubDate>
<description><![CDATA[I truly believe that every individual in the whole world is potentially only five or six contact steps away. This 'five or six degrees of separation' shows that even an entire population of over five billion people is still highly accessible. However, for practical purposes , we don't necessarily want or need to meet millions, or even thousands of people in different organizations, age groups, religions, professions, culture or places. We are just looking to develop a network that will eventually provide us with additional business. Ideally therefore, we need some kind of filtering or research system that will help us to build a set of relationships of high quality, or a strong network that can find people and resources both efficiently and effectively.
]]></description>
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<item>
<title>Are You Really  Making The Most Of Your Most Important Customers?</title>
<link>http://EzineArticles.com/381369</link>
<guid>http://EzineArticles.com/381369</guid>
<pubDate>Sat, 09 Dec 2006 13:00:08 -0600</pubDate>
<description><![CDATA[A vitally important sales activity is that of managing existing customer accounts to consolidate and grow the relationship. Yet unfortunately, when compared over time, the customers' interest levels increase while salespeople's interest levels tend to decrease. This creates a "relationship gap" and is due entirely to complacency.
]]></description>
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<item>
<title>You Have Made An Important Decision - Now You Need To Sell It To The Troops</title>
<link>http://EzineArticles.com/381319</link>
<guid>http://EzineArticles.com/381319</guid>
<pubDate>Sat, 09 Dec 2006 12:47:50 -0600</pubDate>
<description><![CDATA[So, you have reached a decision that will affect other people and you need to now advise them of your deliberations and conclusions so that the decision can be put into effect or implemented without further delay.]]></description>
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<item>
<title>Why Some Decisions Are Harder Than Others</title>
<link>http://EzineArticles.com/381316</link>
<guid>http://EzineArticles.com/381316</guid>
<pubDate>Sat, 09 Dec 2006 12:38:49 -0600</pubDate>
<description><![CDATA[While some decisions are easy (what to eat for supper) many more are extremely hard. Usually, a hard decision involves greater consequences/implications or, in some cases, a higher level of resource commitment. In reality, not all so-called hard decisions are hard. Some feel harder than others owing to scale:
]]></description>
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<item>
<title>The Five Main Drivers For Improvement Within Organisations</title>
<link>http://EzineArticles.com/380569</link>
<guid>http://EzineArticles.com/380569</guid>
<pubDate>Fri, 08 Dec 2006 16:41:48 -0600</pubDate>
<description><![CDATA[Whatever got you where you are today will not be sufficient to keep you there. A rapidly changing environment is the regular background against which organisations must develop. Change is continuous and will become more rapid as we move forward over time. Senior management must be capable of reacting to those changes and be prepared to take advantage of them and yet stay within the overall framework and agreed strategy.
]]></description>
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<item>
<title>Making The Most Of Customer Service</title>
<link>http://EzineArticles.com/380545</link>
<guid>http://EzineArticles.com/380545</guid>
<pubDate>Fri, 08 Dec 2006 16:20:37 -0600</pubDate>
<description><![CDATA[Customer care has become one of the most important issues facing businesses in every market. Customer care programmes come under a number of titles - customer services, customer satisfaction, customer focus, customer orientated etc. 

Their common theme is meeting the customer's requirements and ensuring that all aspects of the business contribute to customer satisfaction. The intention is to build repeat business if customers are satisfied with the product and the standards of service they receive, they will return again and again.]]></description>
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<item>
<title>How To First Understand And Then Develop Your Emotional Skills</title>
<link>http://EzineArticles.com/380567</link>
<guid>http://EzineArticles.com/380567</guid>
<pubDate>Fri, 08 Dec 2006 16:17:48 -0600</pubDate>
<description><![CDATA[All forms of stress have an emotional element, but the emotional energy created by stress can be used to your advantage. Essentially, emotions are resources which when used skilfully, will have a positive effect.

]]></description>
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<item>
<title>How To Begin Improving Your Sales Networking Skills</title>
<link>http://EzineArticles.com/380564</link>
<guid>http://EzineArticles.com/380564</guid>
<pubDate>Fri, 08 Dec 2006 16:16:45 -0600</pubDate>
<description><![CDATA[Before you even begin to look at engaging seriously in lots of sales networking effort, it is useful to look at your own temperament or disposition,. This is the individual's internal desire to network and to find value and enjoyment from the whole process of building relationships, which will in turn lead to increased sales]]></description>
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<item>
<title>How To Become Truly Assertive</title>
<link>http://EzineArticles.com/380541</link>
<guid>http://EzineArticles.com/380541</guid>
<pubDate>Fri, 08 Dec 2006 16:04:35 -0600</pubDate>
<description><![CDATA[If you want to become more assertive, pay particular attention to your non-verbal behaviour as this needs to be in line with your verbal behaviour. If they are at odds it is the non-verbal behaviour that is usually believed ]]></description>
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<item>
<title>How To Apply The Herrmann Brain Theory To Decision Making</title>
<link>http://EzineArticles.com/379603</link>
<guid>http://EzineArticles.com/379603</guid>
<pubDate>Thu, 07 Dec 2006 18:18:25 -0600</pubDate>
<description><![CDATA[Everyone has a different make-up that influences how they take decisions. Ned Herrmann's extensive research in this field led to the Herrmann Brain Theory which when understood, can be a very useful tool for decision making. ]]></description>
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<item>
<title>The Signs That Should Tell You Your Business Is Heading For Trouble</title>
<link>http://EzineArticles.com/379594</link>
<guid>http://EzineArticles.com/379594</guid>
<pubDate>Thu, 07 Dec 2006 18:10:22 -0600</pubDate>
<description><![CDATA[There are a number of obvious signs that a small business is in trouble but the reality is that however severe the situation may appear to be, ignoring the symptoms will not remedy the situation. The "ostrich" approach should not be an option, because there always solutions.]]></description>
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<item>
<title>Decisions - What They Are And What They Are Not</title>
<link>http://EzineArticles.com/376202</link>
<guid>http://EzineArticles.com/376202</guid>
<pubDate>Mon, 04 Dec 2006 06:56:44 -0600</pubDate>
<description><![CDATA[Decision making is an essential requirement of management and the very best leaders appear able to make crucial decisions effortlessly "standing on their feet"  But what exactly is a decision - and what is it not?
]]></description>
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<item>
<title>Lessons In Leadership From Earnest Shackleton</title>
<link>http://EzineArticles.com/376199</link>
<guid>http://EzineArticles.com/376199</guid>
<pubDate>Mon, 04 Dec 2006 06:29:44 -0600</pubDate>
<description><![CDATA[Sir Ernest Shackleton has been called "the greatest leader that ever came on God's earth bar none" for saving the lives of twenty-seven men stranded with him on an Antarctic ice floe for almost two years. Unlike most of the polar expeditions, every man survived - not only in good health, but also in good spirits - all due to the leadership skills of Shackleton.]]></description>
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<title>Are You Fully Prepared For A Fresh Set Of Challenges? A Sales Management Checklist</title>
<link>http://EzineArticles.com/376161</link>
<guid>http://EzineArticles.com/376161</guid>
<pubDate>Mon, 04 Dec 2006 04:35:57 -0600</pubDate>
<description><![CDATA[As we near the end of the year, this is an excellent time to take stock and ask yourself some important questions to ensure that you are totally prepared for the fresh set of challenges that lay ahead next year
]]></description>
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<item>
<title>How To Deliver More Next Year With Less!</title>
<link>http://EzineArticles.com/376160</link>
<guid>http://EzineArticles.com/376160</guid>
<pubDate>Mon, 04 Dec 2006 04:14:57 -0600</pubDate>
<description><![CDATA[Year on year, sales leaders are being asked to achieve improved results with fewer resources or, at least, more from the same. To most Sales Directors, the attainment of a permanent increase in sales revenues must seem like the search for eternal youth; unending and, ultimately, unavailing.
]]></description>
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<item>
<title>What Does Your Calling Card Say About You?</title>
<link>http://EzineArticles.com/376156</link>
<guid>http://EzineArticles.com/376156</guid>
<pubDate>Mon, 04 Dec 2006 04:05:56 -0600</pubDate>
<description><![CDATA[Of the four business meetings I have held so far this week; only in one case was the other person able to produce an up to date and informative business card, despite the fact that they were all very senior executives. As I have said on numerous occasions, a common (and often overlooked) image feature for every would-be business professional, is the business or calling card (the summary information about yourself you choose to give to others).
]]></description>
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<item>
<title>Discipline - It Is Vital To Get The Punishment/Improvement Balance Just Right</title>
<link>http://EzineArticles.com/368682</link>
<guid>http://EzineArticles.com/368682</guid>
<pubDate>Sat, 25 Nov 2006 14:18:05 -0600</pubDate>
<description><![CDATA[The view of discipline as punishment may originate from childhood associations, and the view that discipline is all about a 'wrong' to be 'corrected'. A balance needs to be struck between viewing discipline as punishment or improvement.

]]></description>
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<item>
<title>Building A Network Of Contacts Is Vital For Success In A Front-Line Sales Role</title>
<link>http://EzineArticles.com/367877</link>
<guid>http://EzineArticles.com/367877</guid>
<pubDate>Sat, 25 Nov 2006 05:59:29 -0600</pubDate>
<description><![CDATA[To some, networking means simply meeting or calling someone new for what might be a one-off discussion or event. In this limited sense, networking is only a trading relationship in which two parties seek to discover whether they have anything of mutual interest to talk about. They either make some sort of exchange or quickly move on. This makes networking a highly "transactional" subject, much like buying and selling or negotiating with someone. My view is very different because I believe that networking has a much wider definition. In fact it can be a major social and life skill to be used in both a business/organisational and personal setting.]]></description>
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<item>
<title>It Is Important To Keep Our Internal Customers Happy Too</title>
<link>http://EzineArticles.com/367884</link>
<guid>http://EzineArticles.com/367884</guid>
<pubDate>Sat, 25 Nov 2006 05:10:34 -0600</pubDate>
<description><![CDATA[Ask a colleague to define the customer and they will probably say "Someone who buys from us" What about internal customers? Colleagues, other departments, branches, suppliers? They are equally as important and deserve to have their problems and complaints taken seriously. External customers sense if there is a good working atmosphere, a co-ordinated approach to customer service, teamwork and high morale. It gives them confidence to stay with you.]]></description>
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<item>
<title>Professional Salespeople Can Learn So Much From Covey's Seven Habits</title>
<link>http://EzineArticles.com/367821</link>
<guid>http://EzineArticles.com/367821</guid>
<pubDate>Sat, 25 Nov 2006 04:45:58 -0600</pubDate>
<description><![CDATA[Covey's view focuses on interdependence, on what he calls "mature interaction". When we are truly interdependent, then we have achieved and are practising all seven habits. The habits are in fact steps, leading us from dependent through independence to interdependence and making use of our innate human characteristics - moving us in effect from what Covey terms "private victories to public victories".]]></description>
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<item>
<title>How To Organise A Successful And Professional Seminar</title>
<link>http://EzineArticles.com/366385</link>
<guid>http://EzineArticles.com/366385</guid>
<pubDate>Wed, 22 Nov 2006 15:56:22 -0600</pubDate>
<description><![CDATA[To sell effectively in any environment, companies need to project a clear sales message to groups of prospects. The most cost effective method of doing this is a professionally organised seminar, which is specially tailored to the prospects areas of interest and offers an unrivaled opportunity to explain "up front" what the company stands for and outlines their solutions and services.
]]></description>
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<item>
<title>Selling Is The Key Element In The Total Marketing Process</title>
<link>http://EzineArticles.com/366395</link>
<guid>http://EzineArticles.com/366395</guid>
<pubDate>Wed, 22 Nov 2006 15:52:24 -0600</pubDate>
<description><![CDATA[Business people in the UK have devalued selling for far too long and some managers have convinced themselves that they would do better if they did not employ salespeople - after all good products sell themselves, don't they? As a consequence, until very recently, salespeople have done everything possible to avoid calling themselves "A Salesman or a Saleswoman". They have developed a series of euphemisms such as: "Sales Engineer", "Account Executive", "Technical Sales Consultant" etc. But nowadays we accept that we all sell everyday. ]]></description>
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<item>
<title>How To Deal Effectively With Grievances</title>
<link>http://EzineArticles.com/366079</link>
<guid>http://EzineArticles.com/366079</guid>
<pubDate>Wed, 22 Nov 2006 10:22:24 -0600</pubDate>
<description><![CDATA[Grievances are often below the surface - they are the moans and groans that provide fodder for the grapevine. They are the hygiene factors of the Hertzberg view of motivation: those issues that need to be cleaned up to maintain a sense of order. ]]></description>
</item>
<item>
<title>How To Develop Active Listening</title>
<link>http://EzineArticles.com/365077</link>
<guid>http://EzineArticles.com/365077</guid>
<pubDate>Tue, 21 Nov 2006 12:41:56 -0600</pubDate>
<description><![CDATA[Your role in the sales situation alternates between sender and receiver of messages. The very best sales professionals devote a large portion of the sales interview to listening. However, there is a huge difference between merely listening and listening actively - this is a skill which has to be developed.]]></description>
</item>
<item>
<title>The Importance Empathy Plays In Professional Selling</title>
<link>http://EzineArticles.com/365072</link>
<guid>http://EzineArticles.com/365072</guid>
<pubDate>Tue, 21 Nov 2006 12:36:53 -0600</pubDate>
<description><![CDATA[Empathy is the magical word in human to human interaction. It means feeling as the other person feels, not just with them. It means putting yourself in their shoes and shaping your attitudes accordingly. Beyond getting the order, the plus factor in selling is to make people look good in their own eyes and in the eyes of others. Rather than sell to them, we help them buy.]]></description>
</item>
<item>
<title>Problem Solving Is The Bedrock Of Successful Selling</title>
<link>http://EzineArticles.com/363653</link>
<guid>http://EzineArticles.com/363653</guid>
<pubDate>Mon, 20 Nov 2006 06:15:52 -0600</pubDate>
<description><![CDATA[The human mind is a computer. You programme your computer by the input you feed into it: learning, knowledge, experience and so on. If you programme your mind with images of failure, you will fail. If you build a bank of success images, your computer will direct you to success.]]></description>
</item>
<item>
<title>How To Identify The Four Personality Types Resident In Every Boardroom</title>
<link>http://EzineArticles.com/361279</link>
<guid>http://EzineArticles.com/361279</guid>
<pubDate>Fri, 17 Nov 2006 06:49:28 -0600</pubDate>
<description><![CDATA[There are four personality types or social styles - Analyticals, Drivers, Expressives and Amiables - and all four have their own unique approach to business, their own language and thought processes etc. As a consequence, the very best sales professionals have become adept at recognising which personality they are dealing with and adapt their approach and communication style accordingly. In every boardroom, you will always find three of the four personality types, occasionally, all four: I have discovered over the years which personality is likely to fill which position on the board. ]]></description>
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<title>How To Communicate With And Sell To The Four Personality Types Or Social Styles</title>
<link>http://EzineArticles.com/361265</link>
<guid>http://EzineArticles.com/361265</guid>
<pubDate>Thu, 16 Nov 2006 16:18:05 -0600</pubDate>
<description><![CDATA[Sometimes we get on instantly with other people, occasionally there's a clash. Changing your behaviour to suit different people is perfectly normal. It doesn't change you as an individual, nor is it manipulative. ]]></description>
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<title>How To Prepare A Professional Presentation</title>
<link>http://EzineArticles.com/360176</link>
<guid>http://EzineArticles.com/360176</guid>
<pubDate>Wed, 15 Nov 2006 13:58:50 -0600</pubDate>
<description><![CDATA[As with all things in life, the quality of the preparation affects the final outcome and this is certainly true when it comes to planning and preparing a presentation. I have experimented with a number of methods over the years but I do believe that the simplest are usually the best.
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<title>Introducing Scotsmen - A Simple But Highly Effective Opportunity Analysis System</title>
<link>http://EzineArticles.com/360201</link>
<guid>http://EzineArticles.com/360201</guid>
<pubDate>Wed, 15 Nov 2006 13:54:55 -0600</pubDate>
<description><![CDATA[As I have highlighted in a number of articles dealing with opportunity assessment, having a tilt at every windmill that presents itself, is neither practical nor profitable. Qualification, is a core competency that every professional salesperson should take on board as quickly as possible. Working to the maxim that "All business is good business" is unrealistic and totally erroneous.]]></description>
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<title>Planning Is Key To The Success Of A Professional Presentation</title>
<link>http://EzineArticles.com/360168</link>
<guid>http://EzineArticles.com/360168</guid>
<pubDate>Wed, 15 Nov 2006 13:15:48 -0600</pubDate>
<description><![CDATA[There are of course, a number of key elements within a professional presentation, for example: Planning and preparation, structure, verbal delivery, physical delivery, the use of visual aids and  the management of the question and answer session. Each element is important andeach needsto be planned thoroughly.]]></description>
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<title>Presentations - What Audiences Want And What They Definitely Do Not Want</title>
<link>http://EzineArticles.com/360181</link>
<guid>http://EzineArticles.com/360181</guid>
<pubDate>Wed, 15 Nov 2006 12:31:16 -0600</pubDate>
<description><![CDATA[In today's business world of 'quality circles' and 'managing for excellence', the most successful individuals are often accomplished presenters. That's because a successful presenter is more than just a fact dispenser - he or she really knows how to communicate with their audience, someone to whom people listen. The effective speaker in business, just as in the political arena, is the one who can make people hear the facts and believe the message.]]></description>
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<title>How To Communicate Effectively With A Dissatisfied Customer</title>
<link>http://EzineArticles.com/360191</link>
<guid>http://EzineArticles.com/360191</guid>
<pubDate>Wed, 15 Nov 2006 12:29:19 -0600</pubDate>
<description><![CDATA[Handling any sort of conflict requires you to draw on all your resources. In particularly your communication skills. The reality is that we all have many communication skills but don't always use them effectively and certainly we do not take the opportunity to improve them as often as we should.
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<title>Handling Interruptions And Feeding Monkeys</title>
<link>http://EzineArticles.com/357769</link>
<guid>http://EzineArticles.com/357769</guid>
<pubDate>Mon, 13 Nov 2006 13:55:36 -0600</pubDate>
<description><![CDATA[Despite being a busy person, it is easy to get sucked into doing things for others. Often these tasks have nothing to do with your job (perhaps they interest you or you are flattered to be asked!). Each time we say 'yes' to these requests we collect another 'monkey', namely a problem that started with someone else (who is working for whom?).]]></description>
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<title>Customer Complaints - Techniques For Special Occasions</title>
<link>http://EzineArticles.com/356975</link>
<guid>http://EzineArticles.com/356975</guid>
<pubDate>Mon, 13 Nov 2006 08:07:01 -0600</pubDate>
<description><![CDATA[Some customers aren't worth having. They are bad business. Don't be frightened about losing them providing you are certain that you have been fair, acted with integrity and endeavoured to obtain a "win-win" conclusion. ]]></description>
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<title>What Are The Characteristics Of The Very Best Sales Performers?</title>
<link>http://EzineArticles.com/356961</link>
<guid>http://EzineArticles.com/356961</guid>
<pubDate>Mon, 13 Nov 2006 05:52:34 -0600</pubDate>
<description><![CDATA[As you can imagine, I am often asked by sales leaders, anxious to recruit the best salespeople they can afford, just what is it that makes a consistently top performer, what are their characteristics, where are their strengths and what differentiates them?  Over the past twelve years I have trained and developed thousands of sales professionals, from foundation right up to "master craftsman" level and this has given me the opportunity to formulate an accurate profile of a Top 5% Achiever. So What Is It That Top 5% Players Do?]]></description>
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<title>When It Comes To Making Presentations The Very Best Salespeople Are Seekers</title>
<link>http://EzineArticles.com/356964</link>
<guid>http://EzineArticles.com/356964</guid>
<pubDate>Mon, 13 Nov 2006 05:28:35 -0600</pubDate>
<description><![CDATA[All professional salespeople have to be involved in a presentation at some time in their sales career and Top 5 % players present their proposals every time.
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