Overview

1
Overview

• Extra Credit Explanation (Survey takes five
  minutes)
• Instructor Evaluations
• Final Information
• Chapter 13 - Managing Yourself and Your Time
• Extra Credit Survey
• 5 points on Test 2

2
Instructor Evaluations

• Malkewitz
• BA 491-001
• I take the time to read these, so if you feel so
  inclined, write to me
• If youre on the border between a lower and a
  higher evaluation, dont be afraid to bump it up!

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Final Format (001)

• Final Exam
• 250 Points Total
• Seventy-Five Questions
• 3 1/3 Points Each
• Approximately 9 Questions on 10, 11, 13
• Approximately 5 Questions on Other Chapters
• Monday, Dec 3, 200 pm

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Final Review

• Same as Earlier Reviews
• Culls Earlier Test I and Test II Reviews
• Let me Know if You Have Questions

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CHAPTER 13

• Managing Yourself and Your Time

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Demand the best from yourself,because others
will demand the best of you. . . .Successful
people do not simply give a project hard work.
They give it their best work.

• Win Borden

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Becoming An Agility Master

• Great leaders have learned the art and science of
  mastering self-improvement and time management
• In many ways, these principles apply to
  salespeople
• To be effective in sales, one must have courage
  and a positive attitude, even in the face of
  adversity

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Six Aspects of Leadership

• Each aspect can be applied to selling and to life
  in general
• Having a set of beliefs and sticking with them
• Optimism
• Courage
• Relentless preparation
• Teamwork
• Communication

Mayor Rudy Giulianni, from a speech given to the
Direct Selling Association on June 11, 2003
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Self-Discipline

• Learning to manage oneself and ones time
  requires self-discipline, which requires
  determination
• Determination begins with a purpose or a
  calling, the creation of passion, which drives
  one toward reaching specific goals

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Becoming Self-Disciplined

• Self-discipline is defined as making a disciple
  of ones self
• Becoming ones own teacher, trainer, coach,
  disciplinarian
• Becoming disciplined helps salespeople develop
  and manage their personal and professional goals
  (their purpose)

Source William J. Bennet, The Book of Virtues
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Habits Powerful Factors

• A good habit, consisting of three elements, is
  defined as the intersection of knowledge
• Knowledge the what to do
• Skill the how to do
• Desire (motivation) the want to do

Source Stephen Covey, The Seven Habits of Highly
Effective People
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Seven Habits of Highly Effective People

• Stephen Coveys seven habits are
• Be proactive
• Begin with the end in mind
• Put first things first
• Think win/win
• Seek first to understand and then to be
  understood
• Synergize
• Sharpen the saw

Refer to Table 13.1--How the Seven Habits Apply
to Salespeople
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Sharpen the Saw

• Effectiveness and Efficiency
• Successful people are accountable for how they
  manage both themselves and their time
• Managing oneself is largely concerned with
  learning how to make oneself more effective
• Managing time is largely concerned with making
  oneself more efficient

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Always demanding the bestof oneself, living
with honor, devoting ones talents and gifts to
the benefit of othersthese are the measures of
success that endure when material things have
passed away

• Gerald Ford

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Managing Oneself

• When people engage in self-management, they are
  engaging in a practice of determining what
  qualities lead to agility and success
• Self-management also involves learning how to
  develop those qualities to build and maintain
  relationships

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Success In TodaysKnowledge Economy

• Success in todays knowledge economy comes to
  those who know
• Their strengths
• Their values
• How they best perform

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Accountability

• Why some people succeed and others do not is
  largely due to how they manage their
  accountabilities
• Accountability refers to being responsible for
  someone or some activity
• Two facets
• Simply performing the activities specified
• How effectively the person performs those
  activities

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Maintaining Accountability

• Maintaining accountability involves several
  aspects
• What the salesperson wants to be
• How the salesperson is going to get there
• The salespersons assessment of how she is doing

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A great attitude does much more than turn on the
lights in our worlds it seems to
magicallyconnect us to all sorts of
serendipitousopportunities that were
somehowabsent before we changed

• Earl Nightingale

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Attitude The Great Motivator

• The difference between the professional and the
  amateur is more a matter of attitude
• Having the agility to compete successfully
  depends on many things, but high on the list is
  attitude
• Attitude conveys a zeal for the work and a
  sincerity of interest in it

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Image

• A professional image is extremely important
• Image is a function of both physical qualities
  and personal qualities
• A persons image is a mental picture of what
  others think of that person
• Remember, a person never gets a second chance to
  make a first impression

Review Chapter 7--Attention
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Physical Qualities

• Physical qualities are those that a customer can
  see or hear
• The physical dimension of sharpen the saw is
  caring for our bodies
• Eating the right foods
• Exercising
• Getting enough rest and relaxation

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Success Breeds Success

• People who look successful will be perceived as
  successful

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Personal Qualities of Agile Salespeople

• Ego Drive
• Empathy
• Commitment
• Maturity

• Personal Magnetism
• Sincerity
• Self-Confidence
• Trainability

Refer to Table 13.3--Qualities of Successful
Salespeople
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Ego Drive

• Ego Drive is a balance within oneself
• Energy
• Some goal must energize the salesperson
• Image
• The salesperson must have a good self image
• Optimism
• The salesperson must remain optimistic about
  achieving her goal

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Empathy

• Throughout Selling ASAP, the importance of having
  empathy has been emphasized
• Empathy is the capacity to participate in another
  persons feelings or ideas
• Agile salespeople can put themselves in their
  customers situations
• Only with empathy can salespeople truly
  understand customers and inspire them

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Commitment

• The spiritual dimension of sharpening the saw
  has to do with commitment to ones value system
• A persons value system inspires that person and
  affects how he treats other people
• In a sales context, commitment encompasses the
  feelings a salesperson has toward the various
  aspects of his sales career and his customers

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Maturity

• A mature person is one who can make personal
  adjustments to people and circumstances
• Salespeople show maturity in their ability to
  control personal feelings
• Self-control is a necessary attribute of the
  successful salesperson

Review the Social Styles Matrix in Chapter 5
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Personal Magnetism

• Personal magnetism is a combination of
  enthusiasm, intelligence, and smartness
• It is a trait that strongly attracts others to
  those who have it
• Salespeople who have personal magnetism are just
  that much more ahead of their competition

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Sincerity

• A mental dimension of sharpening the saw" is
  sincerity
• Sincere salespeople develop trusting
  relationships with customers
• Sincerity convinces the prospect that the
  salesperson knows what she is talking about
• Sincere salespeople are truly convinced that
  their products and services will meet their
  customers needs and wants

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Self-Confidence

• Self-confidence is
• The belief in oneself or ones own abilities
• The belief that success comes from hard work and
  intelligent effort, not luck
• Coveys first habit, be proactive, means that
  salespeople must take responsibility for what
  they do
• Taking initiative requires self-confidence

Refer to Table 13.2--How Salespeople Can Develop
Self-Confidence
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• Break

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Trainability

• Successful people respond well to training and
  view learning as an opportunity for improving
  themselves
• Achievers are those who thrive on new data and
  welcome a new challenge

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Complacency

• Complacency is feeling secure and ignoring any
  threats that exist
• Complacency can erode salespeoples relationships
  with their customers
• Salespeople who become complacent risk using
  obsolete sales tactics

Refer to Table 13.4 Things Salespeople Should
Avoid
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Managing Time

• Coveys third principle deals with prioritizing
• The primary reason people cannot find time to be
  reflective is that they mix up what is urgent and
  what is important

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People become addicted to the urgent.They
simply define important as urgent. They neglect
preventive thinking, they neglect long-term
strategic thinking, they neglect the building of
high trust relationships, and they are consumed
by an addiction called urgency

• Stephen Covey

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Importance and Urgency

• Four combinations of importance and urgency
  relate to activities in which salespeople engage
• Not important, not urgent
• Not important, but urgent
• Important, but not urgent
• Important and urgent

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How Much Is Time Worth?

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Its About Time

• Time is a precious resource that should be used
  wisely
• The allocation of time between nonselling and
  selling activities represents one of the
  salespersons most important challenges
• The key for salespeople in building long-term
  relationships is to make sure that non-selling
  time has a focus

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Success Is a Race Against Time

• Advanced technology has accelerated the pace of
  work life
• Time is part of the agile professionals
  inventory
• Agile sales professionals adjust their work
  habits to meet the changing demands on their time

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The work you do between 800 A.M. and 500 P.M.
is what you get paid to do
The work you do between 500 P.M. and 800 P.M.
is what gets you promoted
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Professional Selling Efficiency

• Efficiency is often described in the sales
  profession in the form of advice Plan your
  work, and work your plan
• The time-management challenge for salespeople is
  to separate the unnecessary from the essential
• Salespeople must learn to assign priorities to
  important activities

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Planning

• Planning involves setting SMART objectives
• Specific
• Measurable
• Attainable
• Realistic
• Time-based

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Cycles of Productivity

• Productivity involves making the clock work to a
  persons advantage
• Individuals must determine their own peak periods
  and use them to their advantage
• Salespeople should do the most demanding
  activities when they are at their best

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Suggestions for Managing Time

• Set goals
• Manage interruptions
• Clear the clutter
• Use multiple contact media
• Learn to say no

• Manage appointments
• Call on prospects who can buy now
• Put a time value on entertainment and travel
• Increase personal efficiency

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Setting Goals

• By setting goals, people know exactly what is to
  be accomplished and where they want to be
• In order to be effective goals must
• Be in writing
• Be specific and relate to results
• Be realistic
• Have a time schedule and a target date for
  finishing each step as well as each goal

Refer to Table 13.5--Possible Goals for the
Salesperson
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Managing Interruptions

• Constant day-to-day interruptions are huge
  time-wasters for people
• Unnecessary visits
• Unplanned social conversations and meetings
• Self-sabotage is another form of wasting time
• Procrastination
• Perfectionism

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Clearing the Clutter

• A good way for salespeople to eliminate clutter
  and get organized is to
• Standardize all routine tasks
• Consolidate tasks by combining separate but
  similar ones
• Redistribute work to the appropriate people
• Anticipate what is to come by identifying tasks
  that can be done in advance

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Managing Appointments

• Salespeople should work cold calls and
  appointments concurrently because this maximizes
  the salespersons available time
• Many salespeople use both appointments and cold
  calls, reserving their cold calls for fact
  gathering and finding out about a companys
  products

Refer to Table 13.6 Working Appointments and Cold
Calls
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Calling on ProspectsWho Can Buy Now

• The salespersons best opportunity to impress
  prospects is on the first call
• The average cost of a sales call is increasing
• Calling on customers who are not real prospects
  costs a lot of money

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Personal Efficiency

• Salespeople who are striving to increase their
  efficiency should record their transactions
  using
• A Personal Digital Assistant (PDA)
• A Pocket Calendar or Day Planner
• A Tickler File

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Going Back In Time

• The following are people who believed in
  themselves in spite of criticism from others
• Michelangelo
• The Wright Brothers
• Benjamin Franklin
• Henry Ford

Can you name a few?
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Stepping Out on Faith

• History provides many accounts of individuals who
  stepped out on faith with an ideawith a dream
• Their belief system, along with determination and
  perseverance, allowed them to run with purpose,
  in spite of criticism from the masses

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Questions - 13

• Principles of Leadership and How Do They Apply to
  Salespeople?
• Three Facets of a Habit? How Do They Affect
  Personal/Interpersonal Effectiveness?
• What Five Qualities Must Salespeople Evaluate to
  Manage Themselves?
• Relationship of Efficiency to Time Management?

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Knowledge-Building Case - 13

• On What Date Did Thaldorf Lose the CT Scanner
  Sale?
• Relate Lohmann Hospital Buying Center Members to
  the chapter 5 Buying Center RolesRate Thaldorf
  on His Understanding of Buying Center Members

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Thank You

• Great Class Leaders of Tomorrow
• Thanks for Working Hard and for Teaching Me
• Keep in Touch
• Let Me Know if You Need Anything

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Extra Credit

• Two Company Scenarios
• What You think
• Place both in Folder (so we can tie the two
  together for demographics)
• Turn them in