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సంఘము » సందేశాలు - పేజీ 3779
arrow right Free to Succeed: Effective Sales Leadership Using A Coach Approach

About 2 years ago, I participated in a training program I'll never forget. The leader divided us into two teams. Each team's task was to fire a whack of darts into each number on a dartboard. The leader of Team A was given instructions that his team had to hit the numbers in a certain sequence. He then related the sequence, number by number, to his team.The leader of Team B was told that her team could hit the numbers in any sequence. Her task was to encourage and motivate us (I was on Team B) to achieve.We fired away. Team B won. Team A complained about their rules and that Team B won because we were free to hit any number in any order. They felt that the results didn't fairly reflect their ability.What did we learn?After the whining died down, we reflected on what we learned:· Both teams were given the same goal: to hit all the numbers · Those given free rein to reach the goal any way they wanted did it more quickly, effectively and enthusiastically · Freedom, coupled with support, will inevitably result in higher achievement and commitment levels than dictated actions and steps.CONSIDER THE IMPLICATIONS FOR SALES TEAMSSales people are promoted into management because they are fabulous, effective and motivated. However, when they become sales managers they often turn into the Team A kind of leader, telling their sales people what to do and how to do it, insisting that if the sales team just did it 'my way' they would achieve results. With this kind of leadership, most of the team starts a fast track to mediocrity.News flash: No one likes being told what to do. Especially adults.HOW CAN YOU HELP?One of the most critical roles a sales manager (or any manager, for that matter) can play is that of coach. A coach is more than a cheerleader. A coach holds people to a higher standard than they would for themselves, and then helps them get there. A coach asks questions, rather than offers advice, so that people can arrive at their own conclusions of how they want to proceed.NOTICE...AND THEN NOTICE MOREAs you go about your week, consider the following questions around your ability to develop and motivate others. Let them inform and shape the quality of your interactions.· What do I believe about the others on my team? (Capable? Incompetent? Can figure things out if given a chance?)· What is my intent in working with this person? (Check off my 'To Do' list? Have fun? Learn from them? Have them learn from me?)· What kind of relationship do I want with my team?· How are my negative beliefs about team members leading to self-fulfilling prophecies?· What does control mean to me?· What would happen if I let go of some of my control?· What does that look like in practice? (Asking more questions? Really listening? Allowing people to come up with, and implement, their own ideas?)· What do I need to do 'more of' or 'less of' in order to develop and motivate others?SUCCESS CHALLENGE: KEEP A JOURNALSpend five minutes each day writing a daily journal. Try posing to yourself one of the above questions, and then jot down your answer.Writing in a journal can help you see some subtleties in your world you didn't notice before and can open up your mind to new ideas. This daily practice can keep you sharp, and on the path to success.This article may be reprinted in its entirety with express written permission from Nicki Weiss. The reprint must include the section "About the Author".About the AuthorNicki Weiss is an internationally recognized Certified Professional Sales Management Coach, Master Trainer, and workshop leader. Since 1992, Nicki has trained, certified, and/or coached more than 6,000 business executives, sales managers and salespeople.Nicki guarantees increased sales performance when sales managers become better sales coaches. Sign up for her FREE monthly e-zine, Something for NothingTM, which has powerful tips and techniques for sales managers who are ready to make this transformation. Sign up at http://www.saleswise.ca You can email her at nicki@saleswise.ca or call 416-778-4145.

Bandu2 - Herit.gif  వర్గం: సంఘము   »   0 పుస్తకాలు   »   తేదీ: 02/01/2012 05:46   »   ద్వారా: Mouhamadou-bamb ...

arrow right Stop Drowning: Nine Strategies For Managing Your Priorities

I just got off the phone with Susan. She is a well-meaning, big-hearted, caring, effective and creative sales manager. Susan is also exhausted.Her day is packed with conflicting priorities, all demanding her time. She goes out on calls with her sales team, trying to motivate and develop them; she deals with endless phone calls and e-mails and interruptions; she fights fires; launches new products; participates in cross-functional team meetings; and mediates conflicts in schedules and resources. Susan also tries to have a full life outside work, which means dealing with the family commitments, volunteering, and bookclub.To Susan, every task is a priority, and she can't keep them in sequence and in place. She feels her life is an exercise in herding cats, and we all know how easily cats pay attention and stay in line. Susan is far from alone. The relationship between knowing what needs to be done and actually accomplishing the tasks (either by yourself or through delegating the work to others) can be rocky. Add to this a number of ways we can sabotage ourselves -- including acting as a "lone ranger", always saying yes, and focusing on secondary goals -- and we can quickly get into cat-herding territory.I've been in this quandary myself and I have found that it is possible to manage priorities and maintain sanity. However, it takes commitment and focus, and the willingness to change some ways of operating. Below are nine strategies that can help. Any one of them could be a perfect fit or utter hogwash depending on your circumstances. These strategies are not intended as a one-size-fits-all recipe for managing your priorities, but simple wake-up calls to alert you to possibilities.1. TAKE TIME TO THINK BEFORE SAYING YESIf you feel overwhelmed, buy yourself some time when you are asked to add another piece of work to your list of priorities. Don't say yes to anything until you've thought it over and analyzed how you can fit a new task or project into your schedule.2. DEVELOP AN APPROACH FOR DEALING WITH INTERRUPTIONSSET UP TIME for routine tasks· Try to arrange routine times for jobs such as going through the mail, talking with your staff, and answering phone calls and e-mail.· Fix definite times when you would not like to be disturbed, and let your staff and colleagues know that you will only be available for genuine emergencies during those hours.· Plan a certain time to discuss routine matters with your staff and colleagues. By planning discussions, you avoid interrupting each other.SET UP A PLAN for unexpected visitors· Establish at the start why they have come to see you.· Stand when they enter the room, so that they also remain standing.· Avoid engaging in small talk.· If it's necessary to deal with them, suggest a later meeting, at your convenience. If possible, hold the meeting in their office, and set time limits for your discussion.· If you really can't get them out of your office, leave the office yourself.3. SET HEALTHY, FLEXIBLE BOUNDARIESYou don't need to give in to whatever shows up in the moment. Get used to asking yourself, 'Am I the right person for this job?' If the answer is no, state it directly. Previous commitments are a valid reason for saying no.4. LEARN MORETo manage your workload, you need information about how to accomplish a particular task and where that task fits into your network of priorities. By clarifying what's expected, you can work more efficiently.5. ASK FOR HELPIt can be hard to admit that you need help, but you're in the best position to know when you can't realistically accomplish everything. By asking for help, you show your willingness to give your best effort and your desire to fulfill all of your commitments. Consider all the alternatives, request a meeting with the appropriate people, explain the situation, and discuss possible solutions. Even if you are not completely comfortable with this route, you put yourself in a better position when you voice your concerns.6. GIVE IT AWAYWhenever delegating a task to someone else is the best solution to an overload, it's important to hand off the task effectively. You need to give the person enough information to perform the task according to expectations.I've noticed that many sales managers have misconceptions about delegating, thinking that handing a task over to someone else means completely letting go of control. But giving others a share in the responsibility extends influence and creates commitment to the cause. Control isn't lost; you're just letting go of the burden of doing everything yourself.7. TAKE A BODY INVENTORYAre you sleeping well? How are you eating? What's your energy level? If these are not up to par, get a professional evaluation and take the steps that will restore your well-being and help you think clearly.8. TELL THE TRUTHSometimes our energy flags when we're into a pattern of pleasing others or living according to standards that are not our own. Notice where you're being less than forthright and get clear about your motives.9. KEEP IT SIMPLEStem the panic by reminding yourself that in any given moment there is only one person to talk to, one breath to take, one thing to be done.MANAGING YOUR PRIORITIES CHALLENGE: GIVE IT AWAYDeclare your intention to give things away. Then actively look for a daily opportunity to delegate good (not grunt) work, asking yourself this question: If I delegate this item to one of my staff, will the time spent up front providing guidance and support pay off later in productivity gains, smoother functioning of the group, or in better use of my time?If the answer is 'yes,' delegate it. If it is 'no,' keep it. If you delegate it, provide ongoing support, spell out clear expectations, and give the freedom to do the job. That means no hovering.Then, congratulate yourself on gaining more time.ABOUT THE AUTHOR Nicki Weiss is an internationally recognized Certified Professional Sales Management Coach, Master Trainer, and workshop leader. Since 1992, Nicki has trained, certified, and/or coached more than 6,000 business executives, sales managers and salespeople.Nicki guarantees increased sales performance when sales managers become better sales coaches. Sign up for her FREE monthly e-zine, Something for NothingTM, which has powerful tips and techniques for sales managers who are ready to make this transformation. Sign up at http://www.saleswise.ca You can email her at nicki@saleswise.ca or call 416-778-4145.

Bandu2 - Herit.gif  వర్గం: సంఘము   »   0 పుస్తకాలు   »   తేదీ: 02/01/2012 05:46   »   ద్వారా: Mouhamadou-bamb ...

arrow right How to Keep Projects From Spinning Out Of Control

Are you involved in projects that seem to go nowhere in a hurry?Change usually happens in an organization through projects, which can take many forms, and may not always be called projects. The easiest to recognize is the traditional type, with a beginning, middle and end, such as the launch of a new product or the implementation of a system. Other projects involve developing people and are ongoing, without easily identified phases.The key to keeping projects from spinning out of control is to know the roles that you and others play. Although individuals can play more than one role, it is critical that they clearly understand which role they are occupying at any one time, and that they work within the appropriate boundaries of that role.Often projects fail because these roles are not aligned with each other. The consequences range from:· underutilization of some people while others burn out· resentment· people working inefficiently· work stagnating· all of the aboveIn other words, the status quo reigns.CASE STUDYCarolyn is the VP of Sales in a software development organization, with a number of department heads reporting to her. One of the department heads hired Mike, a technical salesperson, to provide as much sales coverage as possible for the launch of a new software product. Sales for this new product were proving difficult.Mike had been a successful salesperson in another software company and, it was hoped, would have very little trouble opening doors. However, he had been struggling since he joined the organization, and Carolyn decided to directly intervene to bring him up to speedAll of her efforts were either ineffective, annoyed the department heads who report to her, led to confusion, or infringed on someone else's territory. For instance, she approached Mike directly about getting him sales training without involving his boss. She also reassigned some of his work to others sales staff, hoping to relieve him of some of the more complicated work. The strategy backfired ? Mike was unsure to whom he was reporting and felt paralyzed; the salespeople who got more work became resentful, and sales in general started to tank.Carolyn then hatched a new idea that, upon reflection, was headed for disaster. She even considered moving him to another department without the department head's consent. That would have taken him off the launch and had him selling core products.Carolyn needed to define the roles of each person involved in Mike's situation, and to clarify the boundaries for everyone. When she figured out which role each individual was playing in trying to bring Mike up to speed, and in launching the product, she was able to defuse the situation, go through the proper channels to get him help, and clarify what constituted stepping-on-toes. Her change in behaviour had very positive results. Mike is learning quickly, and Carolyn's relationships with her department heads are stronger. Sales projections for the launch are on target.Below are the five key roles people play when working on project teams, and the do's and don'ts of each role.1. SPONSOR ROLEThe sponsor has the authority to make the change happen. Good sponsors clearly articulate the vision, champion the change, and identify measurable goals. They control the resources and have direct line authority over the people who will implement the change. Carolyn decided that this was her role in both the development of the employee and in the launch of the product.When she figured out the boundaries of her role, and behaved within those boundaries, the project flourished.DO'S? Create a compelling future. Remember to tell people the benefits of change for them and for the organization. For example, during the launch Carolyn let each member know how he or she fit into the larger picture, and how their work mattered. To develop sales people, she created a vision for continuous learning and support, and painted an exciting picture of possibilities.? Champion, champion, champion. Carolyn backed away from directly working with Mike, and she involved her department heads in decisions about the project. She also recognized their contributions publicly during meetings and later in writing.? Set clear goals, time frames, and measurements of success. Carolyn created clear SMART goals (specific, measurable, achievable, realistic, time frame) with each department head, including the expectations for developing staff.? Be a problem solver. In the sponsor-role, she allowed the doers (implementers) to accomplish tasks and stopped taking them over herself. She eased up on micromanaging, and helped untangle issues when they were brought to her. Carolyn also began to work more closely with other departments to troubleshoot potential problems.? Be as generous as possible with resources. Carolyn increased the training and coaching budget, hired part-timers to help during the crunch, and proactively looked for creative ways to help remove obstacles for the implementers.? Find a coach to help you stay within the boundaries of your role. Carolyn found an external coach to help her align her behaviour with the organizational goals. It took time for her to clearly define the role boundaries, and her coach helped her to stay within them.DONT'S? Don't do the doers' (implementers') work. Carolyn frequently took over others' work, particularly when the launch was faltering. However, with the help of a coach, she was able to see that she was undermining the project by constantly re-doing and/or reassigning work.? Don't undervalue implementers' feedback. Carolyn started to actively seek information from the sales teams' about their experience with customers. In previous launches, she hadn't asked for their observations, relying instead on second-hand information from department heads. Implementers are closest to the impact of the change and can keep you from being surprised.? Don't drop the ball on openly promoting the change. Carolyn openly promoted the legitimacy and necessity of developing sales people. She worked cross-functionally to help salespeople get the training, mentoring, and coaching they needed. Without the sponsor's continued, visible support, change becomes the "flavour of the month".2. DEPARTMENTAL SPONSOR ROLEDepartmental sponsors only focus on the change in their own departments. They commit to understanding the depth, breadth and implications of the change. In this example, the departmental sponsors were the Directors of Sales and Branch Managers.DO'S? Ask the sponsor lots of questions so you fully understand the need for the project/change and can back the decision.? Remove obstacles for the implementers.? Keep the sponsor informed of successes and challenges.DON'TS? Don't panic if there is resistance from your team.? Don't weakly comply with the sponsor's vision if you do not agree with it. Keep challenging the vision for change until you can fully accept and promote it.? Follow the don'ts of the sponsor (above).3. IMPLEMENTER ROLEThese people accomplish the tasks of the project. Mike is one of the implementers on the launch of the new software. He is responsible for sales and reporting.In the sponsor role, Carolyn asked Mike's boss to design a developmental plan for him (departmental sponsor-role). As part of the plan, Mike's boss accompanied him on sales calls to observe his selling skills (coach role). To stay in the coach role, his boss didn't take over when Mike struggled. By quietly watching, his boss got a good idea of Mike's strengths and areas for improvement.DO'S? Listen, inquire, and clarify your questions and concerns at the beginning of a project.? Regularly give feedback on what you are experiencing.? Tell the sponsor when he or she is overstepping a boundary (i.e. taking over your work; telling you what to do rather than coaching you).? Ask for help when you get stuck.DON'TS? Don't withhold bad news.? Don't withhold good news.? Don't undervalue your opinion and experiences.4. ADVOCATE ROLEAdvocates have ideas for projects/change, but need a sponsor to help make these ideas a reality. In this case study, a salesperson had the original product idea based on a conversation he had with a client. This salesperson found a sponsor in his manager, who took the idea to the president. The president saw opportunities, and sponsored the project.DO'S? Find a sponsor for your idea. Otherwise, projects go nowhere.? Show how your idea is compatible with issues near and dear to the sponsor's goals.DON'TS? Don't give up if your idea is going nowhere. Ask around to find the appropriate sponsor.? Don't forget to clearly articulate the benefits for the organization, customers, and employees.5. COACH ROLEA coach can be anyone who helps to facilitate the project/change, and keeps sponsors and implementers working together within the boundaries of their roles. The two main tasks of this role are:1. To help the sponsor and the implementers stay within the boundaries of their roles.2. To help people reach the goals set by the sponsor by giving people support, encouragement, and information in order to raise their awareness so they can: · Solve problems on their own · Take risks · Make decisions · Tackle new challengesCoaches can be from inside an organization, perhaps a representative from HR, or brought in from outside. Since an objective perspective is useful, coaches ideally do not have direct-line authority over the sponsors or implementers.Carolyn chose to work with an external coach, who helped her clarify her different roles in the project.Mike's boss had the dual role of sponsoring Mike's development, and then coaching him to achieve the goals. By talking through the development plan with his boss, Mike also saw opportunities to seek out other people to coach him. He role-played potentially difficult customer situations with other sales people; he worked with marketing and engineering to improve his product knowledge; and he actively sought out customer feedback. He took ownership for his development.WHAT YOU CAN DOHow do you contribute to the effectiveness or the ineffectiveness of projects in which you are involved?Make a list of all your projects and initiatives, and then identify the role that is most appropriate for you to play in each one.Next, assess whether you are playing that role. For example, if you are a vice president of sales, and your role is to develop your sales staff (coach role), are you continuously solving other people's problems (sponsor role) or doing the sales work yourself because you think you are more effective (implementer's role)?Have fun with it! You'll be taking steps towards becoming more effective, and keeping projects from spinning out of control.---This article may be reprinted in its entirety with written permission from Nicki Weiss. The reprint must include the section "About the Author".About the AuthorNicki Weiss is an internationally recognized Certified Professional Sales Management Coach, Master Trainer, and workshop leader. Since 1992, Nicki has trained, certified, and/or coached more than 6,000 business executives, sales managers and salespeople.Nicki guarantees increased sales performance when sales managers become better sales coaches. Sign up for her FREE monthly e-zine, Something for NothingTM, which has powerful tips and techniques for sales managers who are ready to make this transformation. Sign up at http://www.saleswise.ca You can email her at nicki@saleswise.ca or call 416-778-4145.

Bandu2 - Herit.gif  వర్గం: సంఘము   »   0 పుస్తకాలు   »   తేదీ: 02/01/2012 05:46   »   ద్వారా: Mouhamadou-bamb ...

arrow right Change in Sales Organizations Starts with Me

Question: What do the following have in common?- I spend a lot of time spinning my wheels and not getting very much done.- I am continually frustrated with the performance of my sales team.- Why can't my sales team be more independent thinkers? They come to me with EVERYTHING!Answer: These statements reflect people who are continually frustrated with the same problem. They are stuck and their problems can probably be traced back to making Big Assumptions.Making assumptions about yourself or others, without checking them out, can diminish your effectiveness.Now, there are assumptions . . . and then there are Big Assumptions. A Big Assumption is an assumption about ourselves that masquerades as the truth. We don't even know we hold them, yet they inform how we make decisions, and then how we act based on those decisions.Note: our Big Assumptions always have dire consequences attached if we don't live up to them. They're nasty.A Big Assumption in the 'spinning my wheels' example could be that this sales manager can't say no to requests. She assumes that if she does, she won't be seen as a strong leader, people won't like her and she'll be shunned.Here are some common Big Assumption that I see many sales people and sales managers hold:· They assume that the have to do everything themselves, do it well, and do it today. If they don't, they assume they will be seen as weak, ineffective, or a loser.· Many sales managers constantly solve other people's problems. The Big Assumption could be that if the salesperson solved the problem themselves in a less than perfect way (i.e. the sales manager's way), the sales manager would be seen as a failure. Or, that the sales manager's service would no longer be needed. Who needs a manager when people can solve their own problems?The list is endless. I have noticed that my own Big Assumptions are bigger when I am in a bad mood and begin to disappear when I am feeling good. My definition of a bad mood is feeling lonely or overwhelmed.I can (usually) interrupt the downward spiral of a Big Assumption by looking at my moods. When I feel overwhelmed and/or lonely, I look for my Big Assumption and I question it.My moods remind me to challenge my Big Assumptions by doing something different. First, I have to notice and admit I am caught in the Big Assumption spiral (the hardest part.) I keep a list on my desk of the Big Assumption to challenge, and note what is going on to make me feel this way. Then, I intentionally take a walk, notice things that make me smile, give myself permission to be imperfect, and make a date to see a colleague who I know will give me feedback, advice or energy.What are your Big Assumptions, and how are they keeping you stuck?BUSTING ASSUMPTIONS CHALLENGE1. Observe how your Big Assumptions show up in your thoughts and behaviours. This month, look at your moods and see if they reflect a Big Assumption playing itself out. Don't try to change anything; just notice (and maybe write down) where and how Big Assumptions show up and what happens as a result.2. Once you firmly understand your Big Assumptions, actively look for proof that casts doubt on them. In the case of solving other's problems, hold off giving advice, let people run with their ideas, and see what happens. Did you get fired? Do people really see you as a failure? Or, did something else happen?Have fun with it! You'll be taking steps toward becoming a more effective sales manager, inspiring success in your sales team, and connecting more deeply and authentically with others.---This article may be reprinted in its entirety with express written permission from Nicki Weiss. The reprint must include the section "About the Author".About the AuthorNicki Weiss is an internationally recognized Certified Professional Sales Management Coach, Master Trainer, and workshop leader. Since 1992, Nicki has trained, certified, and/or coached more than 6,000 business executives, sales managers and salespeople.Nicki guarantees increased sales performance when sales managers become better sales coaches. Sign up for her FREE monthly e-zine, Something for NothingTM, which has powerful tips and techniques for sales managers who are ready to make this transformation. Sign up at http://www.saleswise.ca You can email her at nicki@saleswise.ca or call 416-778-4145.

Bandu2 - Herit.gif  వర్గం: సంఘము   »   0 పుస్తకాలు   »   తేదీ: 02/01/2012 05:46   »   ద్వారా: Mouhamadou-bamb ...

arrow right It?s Time For A Sales Management Revolution

Are you dog tired because of the way you manage your sales team? Many managers tell me that they cannot see a way out of traditional sales management methods that keep them working like dogs, including focusing strictly on revenue goals, staying late, traveling up to three weeks a month, tightly controlling teams, and constantly reacting to emergencies. There has to be a better way.Are you satisfied with the way your life as a sales manager is turning out? Is it giving you all that you wanted? If not, perhaps it's time to make a revolution. Here are some revolutionary ideas you might consider:1. THINK THREE TO SIX MONTHS INTO THE FUTUREWhat you want to accomplish right now was set in motion a few months ago. The results of your decisions three to six months ago are coming to fruition today. Think and talk strategically about three and six months down the line as if it were "today." Describe and write down what you see about:· The culture of your sales team· The size of your sales team· Your ideal customers· Revenue you are generating· Your competition· Your target markets· How your team has changed in the last three to six months· How hard you are workingWhile crystal-ball gazing is never an exact science, it can be enormously helpful to "live" in the possibilities.2. GO BACKWARDFrom the vantage point of three to six months in the future, identify what you did over the past three to six months. Ask yourself the following questions:· What did I accomplish?· What did my team accomplish?· What tasks did we complete· What actions made us successful?· What were some of the obstacles?· How did we overcome the obstacles?3. CREATE A PLAN WITH MEASURABLE GOALSIf you want better clients, the #1 sales team, more money, more time for yourself, and more enjoyable work, you need an effective business plan.Use your insights from No. 1 "Think three to six months into the future" and No. 2 "Go Backward" to create a plan.· Don't know how to build one? Make this the year you learn.· Already know how but haven't built it? Get support from a colleague, mentor, coach, or group to make it happen.· Have a system but aren't using it? Pull your plan out of the drawer and re-commit to doing what it takes to have your dream career.To help you get started, here is a simple tool I use. You can also ask each salesperson on your team to create a plan using the same template.Top 5 Goals ? 3 months1.2.3.4.5.Top 5 Goals ? 6 months1.2.3.4.5.Top 5 Goals ? 12 months1.2.3.4.5.HOT TIPS:· Do not put your goals in a drawer! Post your goals where you will see them every day (computer, fridge, bathroom mirror, wall next to the phone). When you see your written goals, you increase your chances of accomplishing them.· Communicate your goals. Let others know what you are thinking. Take regular opportunities to talk to your staff and superiors about your plans. It usually takes a village to accomplish great things. You'll need buy-in and help reaching your goals from many levels within the organization.4. CHOOSE THE BESTServe only those clients you, your organization, and your sales team care about and enjoy. Everything becomes a struggle when you work with people you don't enjoy. You wouldn't hire someone you couldn't amicably work with, so why let them hire you?Begin today to let go of clients you and your sales team find difficult, and start seeking out those you want. Have the courage to refuse new clients who don't fit your picture of who you most want your business to serve.5. CREATE ACCOUNTABILITIY FOR YOURSELF AND OTHERSHow many times have you said that you were going to do something and then not done it because nobody else would know the difference? Try spreading the word. Just the simple act of telling your plan to another person raises the stakes. Most of us place a high value on doing what we say we'll do. There is something profound about taking our commitments seriously when we profess them to another person or when we join in a pact to reach a common goal.To hold employees accountable, have them declare their intentions to you. Use these three simple questions to help you:What will you do? When will you do it? How will I know you've done it?Then, schedule a follow up time to talk about their accountabilities.Enjoy reaping the rewards of your revolution.'Revolutionary' Challenge: BE THE FUTURENOW is a good time to plan. Conduct a visioning exercise with your team where you go into the future.Ask your team to close their eyes and focus on the future, one month at a time. First, ask them to see themselves today. Then proceed one month at a time. When you all open your eyes, it is six months from where you started.Discuss what you see, using the points in the "Think Three to Six Months into the Future" section at the beginning of this newsletter. Make sure you capture the ideas on a flip chart.Please let me know how this worked for you, and any suggestions you have to improve the process. Have fun with it!---This article may be reprinted in its entirety with express written permission from Nicki Weiss. The reprint must include the section "About the Author".About the AuthorNicki Weiss is an internationally recognized Certified Professional Sales Management Coach, Master Trainer, and workshop leader. Since 1992, Nicki has trained, certified, and/or coached more than 6,000 business executives, sales managers and salespeople.Nicki guarantees increased sales performance when sales managers become better sales coaches. Sign up for her FREE monthly e-zine, Something for NothingTM, which has powerful tips and techniques for sales managers who are ready to make this transformation. Sign up at http://www.saleswise.ca You can email her at nicki@saleswise.ca or call 416-778-4145.

Bandu2 - Herit.gif  వర్గం: సంఘము   »   0 పుస్తకాలు   »   తేదీ: 02/01/2012 05:46   »   ద్వారా: Mouhamadou-bamb ...

arrow right Franchise Sales; Recruiting of Laid Off Employees

Because of corporate downsizing, many people have been laid-off or voluntarily taken early retirement packages and/or incentives. This happens when times are good due to mergers and acquisitions or when the economy is in the dumps and corporations are working to cut payroll costs. Almost all of these people have absolutely had it with corporate life; they feel burned and unappreciated. They realize that there is no such thing as job security. If a franchiser sales team gets the lead in time, they may still have good credit. If not, these laid off employees will have spent their savings on family crisis type emergencies and day-to-day living expenses. They will have either taken a job for less pay somewhere else out of necessity or be in a line of work totally foreign or unrewarding. Once this happens, they may no longer be in the market for a franchise.These corporate victims may have never even considered owning a small business, but if they have, now is the time their desire would be the strongest. Since they won't know a thing about running a business, they will be very interested in what we have to offer, because we have taken all the guess work out of it.Most franchise companies believe this to be their best market for franchise candidates. They have responsibility, families and don't have a way out. They are usually quite serious and are at the end of their rope. It's either sink or swim from here on out. The bank will take their house and cars if they don't have an income. They can't afford to lose, they have to win. They will dig in deep and give it 110%. Franchise companies need this level of dedication to grow strong.The best thing you can possibly do for a person who has been laid off is give him/her a job. Their self-esteem and self-worth will come back and they will be whole again. No more mid-life crisis for them. They've been to the bottom and like a super ball; they will bounce back.There are some drawbacks to this type of prospective franchisee and a franchisor needs to decide if they can over come these issues in their particular business model. Here are some of the drawbacks:Many Are Out Of ShapeMany Have Never Done Any Physical Or Manual LaborMany Are Introverts To The Third DegreeMany Are So Desperate That They Will Try Anything Even If They Know It's Not For ThemMany Have Defaults, Judgments, Bankruptcies Or Collection Accounts On Their CreditMany Are So Analytical That They Will Sign The Franchise Agreement Based Upon The Numbers Instead Of Their Ability To Sell, Manage And Operate A FranchiseThere are lots of good reasons why they should become franchisees however and why a franchising company should look to laid off employees as potential candidates to become franchise team members:They Will Completely Understand Our Computer SystemThey Will Follow Our Manual/Model To The Ninth DegreeThey Have Always Followed Systems ManagementThey Have A Knack For PerfectionThey Don't Have A Strong Ego To SatisfyThey Are Used To Stress And Work Better When The Pressure Is RemovedThey Are Used To Everything In Moderation, Which Is Great As Long As They Don't Over Do ItThey Are Smart, Fast Learners And Will Read All ManualsThey Can Achieve Greatness As A Franchisee (With Our Proper Guidance)So where some of these are major drawbacks, many are absolute advantages. Any franchise company who truly wishes to expand their numbers needs to look a the large corporation laid off employees lists. Think about it.

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arrow right Whats a Professional Sales Manager?

I was in the depths of a major depression. As a third year salesperson with a good company, I was doing well, and was on my way to becoming the top salesperson in the nation for that company. But business had slowed down a little, and I didn't have my usual number of proposals out for consideration. So, I wasn't as busy as usual. As my activity slowed, I began to worry. My doubts increased to the point where I had thought myself into a real depression, stuck on the question of

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arrow right To Increase Your Sales and Revenue Make Sure To Add Value

What are you and your company's services and products worth to customers? What is the value you and your company bring to your customers? When working with customers and organizations, it is important to distinguish the difference between worth and value and to set a baseline value for the contributions you bring to the table. To illustrate, following is a simple example based on a company that provides training to other companies:Terry Trainer will develop and deliver from scratch a one-time 4-hour workshop on teamwork. Estimated time for design and development is 20 hours. Prep time is 2 hours. Delivery time is 4 hours. Post-delivery time is 4 hours (evaluations, follow up, etc.).Terry's rate of pay is $100.00 per hour for a total of 30 hours = $3000.00. Estimated materials cost is $1000.00. No travel or other expenses. Total for project = $4000.00.So in this example, Terry Trainer's worth is established at $100.00 per hour and the expenses incurred are $1000.00. However, what is the value that the customer is getting for his or her investment of $4000.00?To establish what it is worth to the client, both Terry and the customer need to determine the perceived effectiveness of the training. Will it solve the issue at hand or will it only solve a portion of the issue at hand? Keeping with our example, let's assume that Terry Trainer and the customer have met and determined that this training is exactly what is needed to solve a workflow problem that is costing the customer's organization $1000.00 per month in lost efficiency.Terry has explained the process she intends to take, the alternatives this process provides to solve the issue, and how the training is going to be applied and measured once attendees leave training. Through evaluations and follow up observation, the customer and Terry will determine the overall effectiveness and value of the training.Terry and the customer also identified as many obstacles as they could that might get in the way of a successful learning experience for attendees. Through this process they found several tradeoffs including delivering the training on a backshift rather than asking attendees to come in on their day off during the day. If the training is effective, it will take four months to recoup the cost of the training and then each month after that is value added to the bottom line. That is a pretty good investment-to-value ratio to consider.To make sure you are adding value to the customers and organizations you work with, keep the following in mind and make sure to:-- Identify two or more possible solutions or courses of action-- Identify the value of requested solution(s) by comparing1. The cost to design, develop, implement, maintain each solution2. The likelihood that solution(s) will be used by target audience3. The probability of solution(s) achieving desired outcomes4. The impacts on all stakeholders involved including the organization's ability to support solution(s) and the risks of success and failure of proposed solution(s)-- Recommend only solutions that add value, are feasible, and are most likely to accomplish the desired outcomes with a minimum of risk-- Describe potential value added and how it will be measured for example:1. Increased safety, customer service, job satisfaction, productivity, etc.2. Increased revenue/profit3. Decreased costs/expenses4. Decreased error rate, lost time, time to market, etc.5. Increased on-time delivery6. Increased reliability7. Better retention rate of employees-- Outline risks, tradeoffs, assumptions-- Document the expected value added through use of a contract, memo of understanding, project scope, etc.-- Be honest, challenge assumptions, and act with integrity-- Don't mislead clients or customers on your expertise or overextend your capabilities. Don't over-promise and under-deliver-- Find ways to over-deliver to your clients or customers ? give them more added value than they ask forBy defining you and your company's worth and value as two separate processes, you will go a long way in convincing customers that they should buy your product or service.Dr. Dan Strakal has been an expert on the changing workplace, business life, and career transition for nearly 20 years. He is the coauthor of and contributor to two books, Better Job Search in 3 Easy Steps and Better Job Skills in 3 Easy Steps. He is also the creator of numerous audio programs including Undaunted Courage in Leadership: 7 Lessons From Lewis and Clark, Networking to Increase Your Net Worth, Creating An Empowered Workplace, Increasing Employee Motivation in 3 Easy Steps, Balancing the 7 Sides of the Work and Home Life Equation, and many others. Through his consulting engagements, workshops, and one-on-one coaching sessions, Dr. Dan helps dozens of organizations and hundreds of people each year to overcome the challenges and barriers they face in creating satisfying and successful workplaces. Dan is a former executive in the corporate sector and is now a high energy entrepreneur who brings a well-rounded and realistic perspective to issues occurring within Fortune 500 companies, mid-sized organizations, and small businesses. More info at http://www.capable-consulting.com

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arrow right Why Performance-Based Recruiting Produces Top Sales Performers

Many recruiting ads and job descriptions include "knockout factors" that can actually screen out qualified sales candidates. One example is a requirement that candidates have an undergraduate degree, a graduate degree, or a degree in a specialized field of study such as Engineering. Another example is a requirement that candidates have a minimum number of years of sales experience.When my customers' recruiting ads and job descriptions include these types of knockout factors, I like to have a little fun with them. I say something like:

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arrow right How to Sell Strategically

If you want to maximize your sales performance, take a strategic approach to selling. After all, wouldn't you agree that "the 80/20 rule" applies to customers, where approximately 20 percent of customers produce approximately 80 percent of sales?The starting point for strategic selling is figuring out a) which customers produce the bulk of your sales, and b) what they are buying. Armed with this information, you can strategically plan how to increase sales.Critical Data ElementsIf you want to sell strategically, you need to have access to specific data elements. Plus, you need to be willing to perform data analysis.Which data elements do you need? This list provides a reasonable starting point: Customer NameRevenue by Month by CustomerGross Margin or Gross Profit by Month by Customer (this is only necessary if it impacts your performance measurements)Product or Service Name (for each product or service purchased by each customer)Product or Service Quantity (for each product or service purchased by each customer)Product or Service Unit Price (for each product or service purchased by each customer)Product or Service Extended Price (quantity x unit price) This data can be used to analyze the buying habits of your customers. Sort it in various ways to answer the following questions: Which customers buy the most from you?What is the trend for each customer's purchases? Are they buying more or less when you compare the current month to preceding months? How about when you compare the current month to the same month in the previous year?Which products or services are they buying?Are the amounts purchased in line with your expectations and the commitments that have been made by your customers?Which products or services are they not buying?Why aren't they buying these other products or services? Once you have completed the first stage of analysis, consider this next set of questions: How much time should you allocate to each customer in your territory? (Tip: You should spend 80 percent of your time with the customers that buy the most and/or offer the greatest potential for sales growth.)What is your plan for increasing sales to each of your customers? (This includes selling more of what they have already been buying, and selling other products or services that they haven't purchased from you previously.)Which new prospects should you pursue? (Tip: Which prospects can your existing customers refer you to? Which prospects have the greatest potential to produce significant sales?) It may not be easy for companies to extract the data that is required to support strategic selling. However, arming salespeople with this data is the best investment a company can possibly make. Strategic selling enables salespeople to maximize their sales, which in turn maximizes the company's overall sales and profitability.How frequently should the data be made available to salespeople? If sales cycles are relatively short, it would be ideal for the data to be available on demand, with the minimum frequency being weekly. For longer sales cycles, providing the data on a monthly basis may be adequate.Strategic selling begins with data availability. If you are going to maximize sales, you need to be able to analyze your customers' buying patterns to determine how to prioritize your efforts. Which customers should you spend the bulk of your time with? How much time should you allocate to each customer? How will you increase sales to specific customers? Which new prospects should you pursue?Plan your work, work your plan, and compare your results frequently against your quota and personal goals. Sell strategically to maximize your sales, minimize unpleasant surprises, and maximize your earnings!Copyright 2005 -- Alan RiggSales performance expert Alan Rigg is the author of How to Beat the 80/20 Rule in Selling: Why Most Salespeople Don't Perform and What to Do About It. To learn more about his book and sign up for more FREE sales and sales management tips, visit http://www.8020performance.com.

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arrow right Beyond the Golden Rule

There are several types and sub types of people in the world. Getting to understand the differences will help you connect with other people. This is taught in sales 101, because the need to connect with the people to make the sale.However if we realize that we are always selling ourselves to others for cooperation and mutual benefit, it goes a long way to greater understanding and connection.Dr. Tony Alessandra, noted that we need to take the golden rule of

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arrow right How To Have A Successful Retail Sales Event

In the 30-plus years I spent working in advertising and marketing, one of the most frequently asked questions I got from retailers was "how can I make sure I have successful sale?" While there are no hard and fast answers to this question, there are some guidelines you can follow to maximize your chances of that sale being successful.First, if your store is in an area with fairly frequent rains (or snows), do not, and I mean, do not have a one-day sale. You put in a lot of work preparing for and advertising a sale and what could be more depressing than sitting in your store for 12 hours on your sale day watching the rain come down and no customers come in?Second, make the sale a legitimate one. We have one chain of department stores here that has so many sales, we often wonder what its prices would really be during a non-sale week. If you really are clearing out old inventory, don't be afraid to say so. Don't have a moving or going out of business sale unless you really are moving or going out of business. If you have genuine markdowns, feature them. Titles like Carnival of Values, Red Tag Sale or Bargain Days are pretty much clichés and should be avoided unless you just can't do any better.People are getting to be very sharp buyers and can usually tell the different between a real bargain and a "sale bargain." Your competition today isn't a store across town that sells the same things you do. It's sources on the Internet like eBay, Overstock.com, and Amazon.com.How can you beat these Goliaths? There's only one way I can think of and that's personal service. You might not be able to sell your merchandise cheaper than Amazon.com or Overstock.com, but you can treat customers like royalty and everybody likes to be treated as if they were someone special. Keep track of your customers' names and addresses so that you can send them special offers, a thank you note for shopping with you or, depending on the nature of your store, a newsletter.In this same vein, I also like to see retailers give customers an extra- special reason to come in the store. Free giveaways are powerful even if they seem tired. Try offering something free to the first 25 or 50 customers to give people a reason to come in the story early. It doesn't have to be anything expensive; people love to get free stuff even if it has little value. If your business is antiques and collectibles, maybe there is an inexpensive "super wax for furniture" you could give the first 25 customers. If yours is a jewelry store, how about free silver polish? A tire store could offer a free tire gauge. Or if you own a liquor store, how about a booklet of drink recipes? And so on.So far as advertising is concerned, you will want to run ads a couple of days in advance of the sale and you should buys as large an ad as you can possibly afford. I have seen too many retailers cheap out with small ads that are barely noticeable and then wonder where the customers are. In fact, given a small ad budget, I feel it's better to run only one big ad the day before your sale than two or three small ads.Following these suggestions won't guarantee a successful sale but it will help ensure your next sale goes great!Douglas HannaArticle by Douglas Hanna. Douglas is a retired advertising and marketing executive and long-time Denver resident. He is the webmaster of http://www.all-in-one-info.com, a free resource for information on a variety of subjects. Please visit his site to subscribe to his free newsletter, "Tips & Tricks to Save Money & Live Better."

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arrow right Make Time, Not Excuses

There are four primary activities that successful salespeople engage in on an ongoing basis. These are Prospecting (45% of time), Presenting (20%), Product Knowledge/Malleability (20%), and Professional and Personal Development (15%)Recently we were presenting this information in a workshop on Prospect Management, when one of the participants raised his hand and said: "That's great. But you just don't understand. We spend so much of our time having to service our existing clients and putting out fires, there's no way to have that much time for prospecting and all this other stuff."Sound like something you face?We understand, because we're out there selling too. Just like you, we go out and find new prospects, show them how we can help them, deal with client service, make sure training materials show up where they're supposed to be, etc? And, we spend a good deal of time consulting, conducting workshops, and working with clients.Like most sales professionals, we, too, have to juggle my time to focus on actually selling and prospecting.The key is effective time planning.Time planning is really more than time management. You really can't manage time at all when you think about it ? no matter what we do time marches on. No matter what we do there are 52 weeks in a year, 24 hours in day, and 60 minutes in an hour. Try as we might, we just ain't gonna change that. So, let's not bemoan that we don't have enough time ? the time you spend complaining about not having enough time is time you could spend on something more productive and rewarding. (Ever notice that the people who complain the most about not having enough time are usually the ones getting the least amount done? Think about it and observe.)So, we can't control time itself, but what we can control is how we use our time. In fact, when you come right down to it, our use of own time is the ONLY thing in life that we really have complete control over. Every minute of every day you are making a choice, whether consciously or not, over how you use your time. The key to effective time planning is to make conscious decisions over how you spend this most valuable resource.Here are some tips to help you plan and utilize your time more effectively:Be obsessive about planning:Everybody these days uses some sort of planner whether electronic or paper; that's a personal choice and either one is fine. But, real effective planning is more than making a daily to-do list.Plan Weekly: Look at everything you have going on for the next two weeks. First appointments, follow-up meetings, presentations, internal meetings etc? In addition to actual meetings, you need to schedule in time for:- meeting preparation - travel time to and from meetings - administrative and paperworkSchedule these things into your calendar so you know exactly when you are going to do them!Next, schedule in time ? make a firm appointment with yourself ? for prospecting activities. When will you make calls? I can guarantee that if you don't make a firm appointment with yourself, those calls won't happen.Taking this weekly view is vital to effective time planning; many things that we do can't get done in one day, but if know what we want and need to accomplish in the broader space of a week, we're more likely to be productive with our time.Plan Daily: Look ahead to the next day. What urgent things will you need to attend to? When will you do them? What things did you not get done today that you need to do tomorrow? Do this each day at the end of the day so you can start your next day fresh with the knowledge of exactly what you're setting out to do.TIP: Don't overpack your time too much. You do need to allow for the unexpected. You also need to constantly reevaluate your time in the face of changing priorities. Give yourself the cushion for this.Analyze Regularly: Keep track of how you spend your time, and analyze its level of productivity; look at whether each activity is moving you closer to your goals or is not. Try doing this for a period of two weeks; you'll be amazed to realize how much time we spend on non-productive things. Just the sheer act of tracking this will make you more productive, guaranteed.Apply "Zero-Based Thinking": Author and speaker Brian Tracy, in his book "Focal Point" talks about applying "Zero-Based Thinking" as a way to form your goals and mission. It applies at this level as well. As you get a sense of where you're time is currently spent, ask yourself these questions:- What things do I need to start doing? - What am I currently doing that I need to do more of? - What am I currently doing that I need to stop doing?What things can you delegate? What things could you stop doing that aren't really necessary? (Think hard on this one; there are certainly things we all do that don't really need to be done at all.)Take time for reflection and planning: "But wait", you say! "I don't have time to do stuff now, how can I take all this time for planning. Sounds nice in an ideal world, but I have to live in reality!" Taking the time for planning and thinking will actually make you more productive. You will be in more control of your time, and you will be focused on the activities that will yield you the best results. 15 minutes a day is all you'll really need. And those 15 minute could well be the most important time you spend!To help you, here some great tools you can download:Daily Time Tracking WorksheetWeekly Planning WorksheetMark Dembo and Thomas J. Baskind are Managing Partners in DEI/Lexien of Greater New York, a sales performance improvement and management consulting company. They invite you to visit their website, http://www.lexien.com/, and welcome your comments and inquiries.

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arrow right How to Sharpen Your Sales Message with Do-it-Yourself Focus Groups - Small

You've probably heard of focus groups. It's a tool that the big guys use to quickly test a new product or service or to get fast feedback from potential customers. Focus groups do not provide real, actionable information but are great for what I call "clue hunting." For example, I once sat through a series of focus groups on a new camera-related product. After three focus groups, we were able to pretty well conclude there wouldn't be much of a market for this particular product, and the idea was dropped. The three focus groups probably cost this advertiser around $5000 vs. the hundreds of thousands of dollars that would have been wasted had they put the product into manufacturing.While you may not want to hire a full-fledged market research company to conduct a focus group for you, there is nothing to prevent you from doing your own informal focus group or groups.How should you use a focus group?I like to test new product ideas in focus groups (see paragraph #1, above) or to solicit ideas for new products or services. For example, suppose your company manufactures a line of pet supplies ? leashes, dog dishes, chew toys and the like. I think you could easily pull together a group of six or eight dog owners to brainstorm ideas for new pet products. A good place to start is by asking, "What do you need for your dog that you can't find at the local pet store?"Another way to approach this is get together a group of dog or cat owners, explain the idea or service you've come up with, and see how they react to it. You do have to be careful when you ask friends, what they think of your idea because friends don't want to have to look you in the face and tell you that this brilliant idea of yours if just plain awful.If you don't mind being a little aggressive, you can hang out around stores that cater to the people whose opinions you would like and ask them if they would be willing to participate in a focus group. I've found that you usually need to offer some reward like $25 or coupons for a free lunch or dinner. But if you ask nicely, and make sure people understand you're not trying to see them something, you might be surprised at how many people will say "yes." Plus, these people are not your friends, so they may give you better, more honest answers.Where to hold your focus group? If you're doing a focus group with friends or neighbors, you can probably do it around your kitchen table. If you;re doing it with strangers and have a conference room in your business that will hold seven to nine people comfortably, have a focus group there. Or you should be able to rent a small conference room in a hotel or motel at reasonable cost. Plan on having soft drinks for your attendees and maybe some munchies. I like to run focus group in the evening, as it can be hard to get people to come during the day.Naturally, your focus group should consist of the people you feel are most likely to be customers for your product or service.How do you run a focus group? Start by asking everyone to tell a little about themselves ? to break the ice. Next, you might ask the group to talk about some of their problems or issues ? as they relate to your products or services. Take the example of the working moms. Once they've introduced themselves, ask a question like "you're busy, probably stressed out, working hard ? what bothers you the most about being a working mom?" You just might get some ideas for future products.Be sure to ask open-ended questions like the "what bothers you the most?" "How do you feel about that?" Don't ask questions that can be answered with a yes or no. This can be the death knell of a focus group.If you're unlucky, you will get one person who wants to dominate the conversation. This is the guy or gal who has all the answers and doesn't care about other people's opinions. If you get one of these in a focus group, you just have to take control, "Bob, we really value your opinion, but I'd like to hear from some other members of the group."When you get around to introducing the product or service on which you want the group's feedback, be low key. You might not even want to say that it's something you're thinking of marketing. Instead, talk in general terms such as "I've been sitting here listening to you all and it seems to me that a product you could use would be a (whatever)." Then listen to their responses. Try to keep the conversation going with sentences like, "can you tell me more?" "What made you think of that?" "Is there anything about this idea that could be changed that would make it more useful?" "Are there any products like this on the market?" What do you think of them?"And, finally, I always like "what do you think a product like this should cost?" This is sort of where the rubber meets the road, If your group assigns a really low cost to your product or service idea, this means they really don't have much interest in it ? no matter what they have been saying.Don't get defensive or try to sell your idea. You might think you have just the most brilliant product idea since the iPod, but if your group thinks the idea is really bad, don't argue with them. Learn a lesson about your product and move on.The first time you try to do a focus group, you may feel awkward and uncomfortable. But try a couple and it should become easier than falling of a log. Plus, it's a cheap way to get information that could help you earn thousands of dollars in new sales.Article by Douglas Hanna. Douglas is a retired advertising and marketing executive and long-time Denver resident. He is the webmaster of http://www.all-in-one-info.com, a free resource for information on a variety of subjects. Please visit his site to subscribe to his free newsletter, "Tips & Tricks to Save Money & Live Better."

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arrow right How Do I Manage Workplace Conflict?

Workplace ConflictConflict is an inevitable part of business life and not all conflict is negative. Most people would agree that where there are people there is conflict.Some workplace conflict is healthy and if viewed positively can be an opportunity and catharsis for you and your business to effect positive change! It's all how you think about it.However where unhealthy conflict raises its head repeatedly this has potential risk to cause your business negative consequences. These negative consequences can have far reaching effects and added costs to your bottom line if not nipped in the bud quickly.Common causes of workplace conflict may include? Poor communications? Mushroom effect ? no one knows what's happening around here? Unrealistic work expectations? Overwork? Stress? Personality clashes (a lack of ability to get on or want to get one with people different from you)? Favouritism? Poor leadershipCommunication is the glue that holds relationships together in your business. Your employees want to feel valued and know that you are interested in them. Poor communication is the number one topic raised by employees in questionnaires conducted in the workplace.Negative stress has the power to cripple your business! Sometimes as a business owner you may allow referred stress (our personal stress) to be transferred unwittingly on your employees. This is likely to lead to your business experiencing the negative consequences of friction, decreased morale and potentially employees may undermine your business.Personality clashes are often where one person at the workplace has an inability to get along another colleague or simply doesn't want to! There are many reasons for this however it is imperative that you hire the person who has the right cultural fit for your business.In Australia as is common in many countries where their is Occupational Health and Safety legislation, the law places a legal obligation (something you must do) on employers to provide a healthy and safe workplace.You can be found vicariously liable for the actions of your employees if you have been found not to have complied with your obligations.What can your business do? You can be proactive and manage workplace conflict by? Inducting Employees into the workplace? Implement a Grievance Policy and Procedure? Regular employee communications? If you sniff trouble act!? Take advice? Consider mediation? Do not procrastinateYour business may be experiencing workplace conflict but there are practical and positive solutions available to your business. You are not alone! By way of example Biz Momentum (www.biz-momentum.com)have assisted a number of businesses who faced potential ruin because of employee conflict and today those same businesses are thriving.Your business can move through difficult phases and thrive - its all how you see conflct and how soon you take action.Philip Lye started his career in banking and finance as postage clerk for a major bank. He moved through various industry sectors and achieved executive management roles in business as Chief Executive Officer.He has worked in small business, national and global companies and has significant international experience. Previous to founding Biz Momentum, Philip managed two companies out of pending ruin while being able to retain and develop the current employees.Philip is a Certified Professional Human Resources Consultant and a qualified Accountant. He has significant international expereince.Contact details for Philip at http://www.biz-momentum.com

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