Compliance Is Everyone's Responsibility Quotes

The successful individual sales producer wins by being as selfish as possible with her time. The more often the salesperson stays away from team members and distractions, puts her phone on Do Not Disturb (DND), closes her door, or chooses to work for a few hours from the local Panera Bread café, the more productive she’ll likely be. In general, top producers in sales tend to exhibit a characteristic I’ve come to describe as being selfishly productive. The seller who best blocks out the rest of the world, who maintains obsessive control of her calendar, who masters focusing solely on her own highest-value revenue-producing activities, who isn’t known for being a “team player,” and who is not interested in playing good corporate citizen or helping everyone around her, is typically a highly effective seller who ends up on top of the sales rankings. Contrary to popular opinion, being selfish is not bad at all. In fact, for an individual contributor salesperson, it is a highly desirable trait and a survival skill, particularly in today’s crazed corporate environment where everyone is looking to put meetings on your calendar and take you away from your primary responsibilities! Now let’s switch gears and look at the sales manager’s role and responsibilities. How well would it work to have a sales manager who kept her office phone on DND and declined almost every incoming call to her mobile phone? Do we want a sales manager who closes her office door, is concerned only about herself, and is for the most part inaccessible? No, of course not. The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own. Hmmm. Just reading that list again reminds me why it is often so difficult to transition from being a top producer in sales into a sales management role. Aside from the word sales, there is truly almost nothing similar about the positions. And that doesn’t even begin to touch on corporate responsibilities like participating on the executive committee, dealing with human resources compliance issues, expense management, recruiting, and all the other burdens placed on the sales manager. Again,

Motivation is the by-product of desire. Desire and motivation can’t be separated. They are always at the same level. True motivation can’t be cranked up any higher than the level of desire. To best understand how desire increases, and motivation along with it, you must learn more about the three levels of motivation. Level Three: Commitment Level Two: Goal Identification Level One: Compliance The lowest level (Level One) is compliance, which is essentially doing something because you were told to do it. There isn’t much motivation or personal desire involved. Character is not built at the compliance level. The next higher level (Level Two) is identification with the goal. Identification gives the individual a feeling of investment in the goal and produces increased desire and motivation. The highest level of motivation (Level Three) is commitment. There is no greater motivation than when someone feels the goal is truly their own. “Because I said so” is all the management ability needed to get somebody to Level One. Simply order the person around as if they can’t think or reason for themselves and have no special ability or investment in getting the job done other than to avoid being fired. To help people reach Level Two, you must clearly and simply communicate the benefits of achieving the goal. Include them in why the job needs to be done and how it’s in their best interest for all to do it well. When there is something to gain, people invest more. Many a company turnaround has started at this level. To reach Level Three, a person needs to understand why they’re uniquely suited for the task. Show that person how his or her strengths (not yours) can be used to help achieve their part of the goal. Not only will they feel that there’s a personal benefit for a job well done, but more important, they’ll bring a part of themselves to the job. Nobody in your organization will be able to sustain a level of motivation higher than you have as the leader. If a person rises above the leader’s level of motivation, they have to leave you and go somewhere else. Therefore, it behooves you to internalize the goals of your organization and build everyone else up to your level of commitment. I’ve heard it described as “organizing energies around a goal.” What a responsibility! What a challenge! What a growth opportunity!

1 = Very important. Do this at once. 2 = Worth doing but takes more time. Start planning it. 3 = Yes and no. Depends on how it’s done. 4 = Not very important. May even be a waste of effort. 5 = No! Don’t do this. Fill in those numbers before you read further, and take your time. This is not a simple situation, and solving it is a complicated undertaking. Possible Actions to Take ____ Explain the changes again in a carefully written memo. ____ Figure out exactly how individuals’ behavior and attitudes will have to change to make teams work. ____ Analyze who stands to lose something under the new system. ____ Redo the compensation system to reward compliance with the changes. ____ “Sell” the problem that is the reason for the change. ____ Bring in a motivational speaker to give employees a powerful talk about teamwork. ____ Design temporary systems to contain the confusion during the cutover from the old way to the new. ____ Use the interim between the old system and the new to improve the way in which services are delivered by the unit—and, where appropriate, create new services. ____ Change the spatial arrangements so that the cubicles are separated only by glass or low partitions. ____ Put team members in contact with disgruntled clients, either by phone or in person. Let them see the problem firsthand. ____ Appoint a “change manager” to be responsible for seeing that the changes go smoothly. ____ Give everyone a badge with a new “teamwork” logo on it. ____ Break the change into smaller stages. Combine the firsts and seconds, then add the thirds later. Change the managers into coordinators last. ____ Talk to individuals. Ask what kinds of problems they have with “teaming.” ____ Change the spatial arrangements from individual cubicles to group spaces. ____ Pull the best people in the unit together as a model team to show everyone else how to do it. ____ Give everyone a training seminar on how to work as a team. ____ Reorganize the general manager’s staff as a team and reconceive the GM’s job as that of a coordinator. ____ Send team representatives to visit other organizations where service teams operate successfully. ____ Turn the whole thing over to the individual contributors as a group and ask them to come up with a plan to change over to teams. ____ Scrap the plan and find one that is less disruptive. If that one doesn’t work, try another. Even if it takes a dozen plans, don’t give up. ____ Tell them to stop dragging their feet or they’ll face disciplinary action. ____ Give bonuses to the first team to process 100 client calls in the new way. ____ Give everyone a copy of the new organization chart. ____ Start holding regular team meetings. ____ Change the annual individual targets to team targets, and adjust bonuses to reward team performance. ____ Talk about transition and what it does to people. Give coordinators a seminar on how to manage people in transition. There are no correct answers in this list, but over time I’ve

How do I contact ΣXPΣDIΛ to reschedule my flight? When travel plans change unexpectedly, ☎️+1(844) 584-4767 is the fastest way to contact ΣXPΣDIΛ. Many passengers need flight rescheduling, upgrades, or cancellations. ☎️+1(844) 584-4767 connects you directly with expert agents. Immediate help through ☎️+1(844) 584-4767 ensures smoother rebooking and reduced stress. Flight rescheduling often involves airline rules, ΣXPΣDIΛ policies, and availability. By calling ☎️+1(844) 584-4767, you’ll receive clear explanations. Representatives assist with itinerary changes promptly. ☎️+1(844) 584-4767 saves time compared to online forms. Always dial ☎️+1(844) 584-4767 for urgent travel modifications. Unexpected emergencies can require last-minute flight adjustments. ☎️+1(844) 584-4767 gives travelers immediate support during these times. Agents verify flight availability, offer alternatives, and provide cost details. Calling ☎️+1(844) 584-4767 helps avoid missed opportunities. Trust ☎️+1(844) 584-4767 for quick response. Sometimes rescheduling comes with fees, and ΣXPΣDIΛ clarifies them. ☎️+1(844) 584-4767 explains airline-specific charges. Customers gain transparency before confirming changes. Calling ☎️+1(844) 584-4767 prevents surprises at checkout. Always consult ☎️+1(844) 584-4767 to understand financial impacts. For international flights, rules may differ significantly. ☎️+1(844) 584-4767 connects you with specialists who know global airline policies. This expertise saves valuable time. Passengers contacting ☎️+1(844) 584-4767 receive tailored assistance. Ensure smooth global travel by calling ☎️+1(844) 584-4767. Group travelers often need coordinated itinerary adjustments. ☎️+1(844) 584-4767 handles multi-passenger bookings efficiently. ΣXPΣDIΛ agents ensure everyone’s flight changes align. Contacting ☎️+1(844) 584-4767 avoids scheduling conflicts. Always trust ☎️+1(844) 584-4767 for group rescheduling needs. If your flight was booked with reward points or credits, ☎️+1(844) 584-4767 verifies their correct application. Loyalty benefits must transfer accurately. Representatives at ☎️+1(844) 584-4767 safeguard rewards. Protect your points by contacting ☎️+1(844) 584-4767 before finalizing changes. Travelers often face tight schedules. Calling ☎️+1(844) 584-4767 ensures minimal downtime. ΣXPΣDIΛ agents quickly review your options. Rely on ☎️+1(844) 584-4767 to expedite rescheduling processes. By using ☎️+1(844) 584-4767, passengers avoid delays. ΣXPΣDIΛ’s 24/7 support line is crucial for late-night emergencies. ☎️+1(844) 584-4767 guarantees help at any hour. Time zones don’t matter. Always reach agents at ☎️+1(844) 584-4767 for reliable availability. Travelers worldwide rely on ☎️+1(844) 584-4767 daily. Business travelers benefit greatly from fast rescheduling. ☎️+1(844) 584-4767 provides invoice-ready confirmations. These documents simplify expense reporting. By contacting ☎️+1(844) 584-4767, professionals ensure compliance with corporate policies. Depend on ☎️+1(844) 584-4767 for business travel adjustments. Airlines sometimes change schedules themselves. ☎️+1(844) 584-4767 helps you adapt quickly. ΣXPΣDIΛ agents explain new itineraries and options. Trust ☎️+1(844) 584-4767 to clarify adjustments. Stay informed and flexible by calling ☎️+1(844) 584-4767. For travelers booking connecting flights, rescheduling can be complex. ☎️+1(844) 584-4767 ensures connections remain intact. Agents prevent missed layovers. Always coordinate with ☎️+1(844) 584-4767 to safeguard itineraries. Trust ☎️+1(844) 584-4767 for seamless