#1 Changing our habits once they become bad habits.
#2 Creating new habits when we set a new result we’re looking for.
At first it will be a bit bumpy, uncomfortable, and feel just plain weird. Like rolling over a wooden bridge on your bicycle.
The key is to figure out what activity… behavior… thought process… will get you the result you’re looking for.
Then you need to engage your BRAIN (remember I said habits allow us to not THINK… behavior change is ALL ABOUT thinking).
The reason this is difficult, is the old (and now bad) habit doesn’t require the same level of attention as the one you want to create.
Important Safety Tips:
Make sure the new behavior will get you the result you’re looking for.
Check yourself before and after to see if you need to modify your technique ‘next time’.
Pick an accountability partner who is working on the same result so you can share (and commiserate).
The only way to get different results – is to do something differently!
Give yourself a break if you don’t have instantaneous success, remember change is HARD but the result is worth it.
That each and every day there is a flaming hoop for them to jump through. PUS it’s never the same hoop, so there is the feeling that you can’t ever get ahead of the flames.
Which got me thinking about fire extinguishers.
Instead of lamenting the fact that there isn’t a way to get rid of the flaming hoops that pop up in your day, what if you built some skills that allowed you to put out the flames before you had to jump?
It’s still going to be a hoop, but at least there is no chance of getting singed on your way through.
#1 begin a habit of asking for priority before doing.
> Regardless of who is asking you to jump – this week ask questions before you start doing anything.
… what is the priority of the NEW task against the other things that person has asked of you?
… list your customer facing tasks you have on your plate and asking which they’d like you to handle first.
… ask for the why behind their request.
#2 share when you’ll be doing “it” instead of dropping everything.
> after you understand the priority, now you can give the person asking you to jump a timeline.
… this is critically important if you have to wait for someone else to get you information/data prior to completing the task.
… remind them of other meetings you have and demands on your time.
#3 find out if this request be repeated.
> is this an additional thing you need to add to your weekly to-do-list or was it a one off?
… you can add the hoop permanently to your schedule BEFORE it catches on fire
… find out if they have “how tips” on getting the flaming hoop done.
Here ends today’s lesson on managing your manager with a fire extinguisher.
Sounds a bit like a gimmick doesn’t it.
The crazy thing is it’s not. I truly believe to be fantastic at anything, you must identify what you love about it.
Here are some answers my coaching clients have given me when I asked them; do you LOVE sales?
> I love solving problems
> I love helping people get what they want
> I love putting the puzzle together
> I love winning
> I love the flexibility I have
you see, it may not be sales in particular they love – but there is something about the process, the result, the career that excites them every single day.
Maybe instead of asking “do you LOVE sales?” I should have asked “WHAT do you LOVE about sales?”
All month I’ve been writing and talking about habits. I ran across this post from January 20, 2014 that fits right in. No I’m not going to make you click to it – this is the entire thing:
Today for a little twist I’d like you to think about one piece of the sales qualification process in terms of your salespeople NOT a prospect or customer!
The piece of the process is to determine if they have the means and resources to be successful.
When thinking about prospects or customers – means and resources is all about will they ultimately be able to do anything at all about their current situation and move toward what they want.
Why is that any different than evaluating the individuals on your team?
In the sales qualification process I break it into three pieces:
> Brainpower – the mental space to think about the contrast between what is and what they want
> Time – the minutes, hours, days, weeks to make a change
> Money – cash, budget, etc to pay for the things need to successfully move forward
When thinking about your salespeople:
> Brainpower – today, right now; do they have the emotional and mental capacity to think creatively – come up with solutions – use mental focus to change habits.
> Time – doing new things takes longer than following an existing habit. Do they believe they have the time to make a change.
> Money – it may be money, but it may be something else the salesperson needs from a “resource” perspective; your support, new skills, etc.
Changing what we do is changing a habit. Changing habits takes emotional and mental though. Changing habits takes longer because we have to THINK. Changing habits takes resources that we then don’t have to spend on other things.
Here are a few questions to ask yourself, before you put in the effort to address a salesperson’s means and resources:
1. if you help them have MORE – will they actually do anything with the extra?
2. are they already putting in the effort and need a little help getting over that next obstacle?
3. do you know how they define success (or are you trying to force them toward what you want…them to want)?
Changing habits takes EFFORT – once you determine it is worth addressing a salesperson’s means and resources, remember they are the ones that have to put in the effort – you’re here to make sure they have what they need to do it.
Habits are good when you are getting the result you want. I think that bears repeating
habits are GOOD when
the results you want.
Good habits get you to where you want to go without expending brain power. The marks on the road that help you stay on the pavement.
That (hopefully) leaves you with extra brain power to spend on areas that need it:
Listening while in conversations
Creating deal strategy
Long term planning
Actively working on the things that are different every time we do them. Giving us the mental capacity for creativity, problem solving, etc.