Sale Motivational Quotes

I used the boos, and not the booze, as motivation. That led to applause, which I drank up like an alcoholic. I need a refill.

A book can give you an experience of someone’s life in a few hours, and this is far more profitable than any sale that’s going on.

Goals that people set for themselves and that are devoted to attaining mastery are usually healthy. But goals imposed by others--sales targets, quarterly returns, standardized test scores, and so on--can sometimes have dangerous side effects.

Ought we not to love dearly the neighbor, who truly represents to us the sacred Person of our Master? And is this not one of the most powerful motives we could have for loving each other with an ardently burning love?

The principles underlying propaganda are extremely simple. Find some common desire, some widespread unconscious fear or anxiety; think out some way to relate this wish or fear to the product you have to sell; then build a bridge of verbal or pictorial symbols over which your customer can pass from fact to compensatory dream, and from the dream to the illusion that your product, when purchased, will make the dream come true. They are selling hope. We no longer buy oranges, we buy vitality. We do not just buy an auto, we buy prestige. And so with all the rest. In toothpaste, for example, we buy not a mere cleanser and antiseptic, but release from the fear of being sexually repulsive. In vodka and whisky we are not buying a protoplasmic poison which in small doses, may depress the nervous system in a psychologically valuable way; we are buying friendliness and good fellowship, the warmth of Dingley Dell and the brilliance of the Mermaid Tavern. With our laxatives we buy the health of a Greek god. With the monthly best seller we acquire culture, the envy of our less literate neighbors and the respect of the sophisticated. In every case the motivation analyst has found some deep-seated wish or fear, whose energy can be used to move the customer to part with cash and so, indirectly, to turn the wheels of industry.

The expensive car you bought doesn’t matter, but the way you treated the sales man did.

People buy for their reasons, not yours.

At the heart of all sales and marketing is the ability to create demand even in the absence of logic.

Sell your materials but save your morals.

Excerpt from Ursula K Le Guin's speech at National Book Awards Hard times are coming, when we’ll be wanting the voices of writers who can see alternatives to how we live now, can see through our fear-stricken society and its obsessive technologies to other ways of being, and even imagine real grounds for hope. We’ll need writers who can remember freedom – poets, visionaries – realists of a larger reality. Right now, we need writers who know the difference between production of a market commodity and the practice of an art. Developing written material to suit sales strategies in order to maximise corporate profit and advertising revenue is not the same thing as responsible book publishing or authorship. Yet I see sales departments given control over editorial. I see my own publishers, in a silly panic of ignorance and greed, charging public libraries for an e-book six or seven times more than they charge customers. We just saw a profiteer try to punish a publisher for disobedience, and writers threatened by corporate fatwa. And I see a lot of us, the producers, who write the books and make the books, accepting this – letting commodity profiteers sell us like deodorant, and tell us what to publish, what to write. Books aren’t just commodities; the profit motive is often in conflict with the aims of art. We live in capitalism, its power seems inescapable – but then, so did the divine right of kings. Any human power can be resisted and changed by human beings. Resistance and change often begin in art. Very often in our art, the art of words. I’ve had a long career as a writer, and a good one, in good company. Here at the end of it, I don’t want to watch American literature get sold down the river. We who live by writing and publishing want and should demand our fair share of the proceeds; but the name of our beautiful reward isn’t profit. Its name is freedom.

If I had to pick the single most powerful force in advertising and selling—the most important psychological trigger—I would pick honesty.

You can sell anything to people if you know what motivates them.

One who is hungry for growth, doesn't requires motivation and training.. He just needs an opportunity...

Some problems are imaginary and not real.

How one treats another one, determines success.

Conflicts are expensive.

Actions undertaken in anger, only result in pain, sorrow, and regret.

Change is constant.

Time well-spent is life well-lived.

Leaders prioritize what they want.

Compromise makes relationships survive.

Sometimes, changing circumstances also changes relationships.

Relationships are built on trust.

Good times don’t last and bad times don’t stay forever.

A hunter’s meal is in proportion to his skill.

Apple Stores produce more sales per square foot than any other retailer in the United States, including luxury stores like Tiffany.

Selling is a sacred trust between buyer and seller.

When we’re self-employed, much of what has been typical of business, marketing, and sales has creeped us out. We want to do business in ways that feel good to us.

If the difficult tasks are completed first, then the remaining tasks seem easy.

Conflicts have small beginnings.

The wise communicate in subtle ways.

Angry issues need settling time.

Anger management requires understanding.

Calmness subdues anger.

A clear mind achieves success.

Over time, repetition brings perfection, which brings success.

Perseverance guarantees success.

Change is difficult, since it challenges the status quo.

Time management is essential for a work-life balance.

A positive change in approach improves quality.

Knowledge is something that fire cannot burn, water cannot wet, air cannot dry, thieves cannot steal, and the more you spend the more it increases.

Experience is costly knowledge.

Conflicts need to be resolved at the earliest.

Whether you're delivering a sales presentation to a new client, going on a trip, speaking in front of a thousand people, or handling a customer complaint, when you are prepared, you are more empowered to do your best and perform at a higher level. It feels great!

The easiest person to like is a SanPhleg. The overpowering and often obnoxious tendencies of a Sanguine are offset by the gracious, easygoing Phlegmatic. SanPhlegs are happy-go-lucky people whose carefree spirit and good humor make them lighthearted entertainers. Helping people is their regular business, along with various forms of sales. The least extrovertish of the Sanguines, they often react to their environment and circumstances rather than being proactive and self-motivated.

So much can be learnt by observing motivations of our ancestors

Making a product is just an activity, making a profit on a product is the achievement.

You cannot win everyday, but make sure u win, at-least once in a while.

When my cats aren't happy, I'm not happy. Not because I care about their mood but because I know they're just sitting there thinking up ways to get even. (Percy Bysshe Shelley)

Winners run through the finish line. End your day with passion and enthusiasm.

The great idea is the one that is either saleable or is worthy of imitation.

Dreaming of being on Moon cannot get you there. It requires a focused & intelligent effort to achieve what you Dream.

I am fond of pigs. Dogs look up to us. Cats look down on us. Pigs treat us as equals." (Winston S. Churchill)

A small businesses ability to gain an edge for a profitable niche is not by just focusing on the dynamic market gap, but by identifying a market within the gap.

True ambition is the desire to work harder for yourself than somebody else

If you try to be everything to everyone, you become nothing

Remembering the why will inspire the how

Guerrilla networking does not mean meeting people. It means becoming the type of person other people want to meet.

In business, if you can effectively sell the value of an idea, then it is easier to trade any valuable commodity.

Everyone has a dream. The ambitious make that dream a goal. The motivated build a plan. The successful execute.

Some will, some won't. Look for the ones who will.

Quality is all about taking care of the details.

A team is more than the sum of the individuals.

Make sure a conflict exists before working to resolve it.

Adverse situations used advantageously can offer solutions to problems.

Problems kept unresolved invite more problems.

Mutual respect is an integral part of communication.

Sometimes a problem itself offers its own solution.

With a common ground, solution of problems is easy.

a motivated person who was willing to get in front of enough people and simply tell their story would almost always outsell the ‘sales pro’ with the slick closes and fancy techniques.

A cloth seller is wandering from street to street. It’s evening, still no sales. It feels like he is walking through a desert, dying to get a drop of water, dying to make a sale. He is frustrated now. He gets angry at a customer who actually wanted to buy a lot of clothes from him. Those who walk miles and miles through a desert often die just a few feet away from water.

In 2007, Stanford Business School Advisory committee asserted that self awareness was the most important attribute a leader should develop. The challenge for the modern entrepreneur is to take that path.

An author must comprehend that their purpose is not to write for sales or reviews but to motivate individuals and the upcoming generation. Sales and everything else will follow when the vision is kept in focus.

You don't have to win every fight or make everyone love you or be the cleverest person in the room. You don't even have to raise your hand or answer every question on a test or get to every class on time. You just have to keep living.

Goals that people set for themselves and that are devoted to attaining mastery are usually healthy. But goals imposed by others—sales targets, quarterly returns, standardized test scores, and so on—can sometimes have dangerous side effects.

You can never learn Sales by reading books and watching videos, you can only get motivated by that.. To learn Sales (telesales) dial 300+ calls daily and (direct field sales) meet at-least 5 clients daily... Only customers can teach u sales!

Goals: Setting and Achieving Them on Schedule, How to Stay Motivated, and Secrets of Closing the Sale by Zig Ziglar: “Zig is your grandfather and my grandfather. He’s Tony Robbins’s grandfather. None of us would be here if it weren’t for Zig.

The minute you settle for less than you deserve, you get even less than you settled for. Stop trying to use the past to validate the present, if anything you should use it to motivate you to act differently. #MondayMorning #MondayMotivation #Sales

Jika belum bisa bersama, maka gantilah canda dengan saling mendo'a. Jarak menciptakan kerinduan. Waktu menghasilkan suatu harapan. Dan cinta menghasilkan kasih sayang dan kesetiaan yang begitu mendalam. Jika tidak di dunia, siapa tahu nanti di surga-Nya

Women are taught to sacrifice, to play nice, to live an altruistic life because a good girl is always rewarded in the end. This is not a virtue; it is propaganda. Submission gets you a ticket to future prosperity that will never manifest. By the time you realize the ticket to success and happiness you have been sold isn’t worth the paper it was printed on, it will be too late. Go on, spend a quarter of your life, even half of your life, in the service of others and you will realize you were hustled. You do not manifest your destiny by placing others first! A kingdom built on your back doesn’t become your kingdom, it becomes your folly. History does not remember the slaves of Egypt that built the pyramids, they remember the Pharaohs that wielded the power over those laborers. Yet here you are, content with being a worker bee, motivated by some sales pitch that inspires you to work harder for some master than you work for yourself, with this loose promise that one day you will share in his wealth. Altruism is your sin. Selfishness is your savior. Ruthless aggression and self-preservation are not evil. Why aren’t females taught these things? Instead of putting themselves first, women are told to be considerate and selfless. From birth, they have been beaten in the head with this notion of “Don’t be selfish!” Fuck that. Your mother may have told you to wait your turn like a good girl, but I’m saying cut in front of that other bitch. Club Success is about to hit capacity, and you don’t want to be the odd woman out. Where are the powerful women? Those who refuse to play by those rules and want more out of life than what a man allows her to have? I created a category for such women and labeled them Spartans. Much like the Greek warriors who fought against all odds, these women refuse to surrender and curtsy before the status quo. Being

Whether it is in a sales situation, love at first sight, a husband and wife having an important conversation, a parent disciplining a child, or a teacher instructing her students, eye contact is a powerful body language for enriching engagement, focus, and communication.

I have aspirations of becoming the first man to put on a chicken suit, cross the road, and then explain my motives for doing so. I guess you could say that right now I am an egg, and my dream is an omelet; I see myself in my dream, yet it is greater and more colorful than even I am.

I'm only a cat, and I stay in my place... Up there on your chair, on your bed or your face! I'm only a cat, and I don't finick much... I'm happy with cream and anchovies and such! I'm only a cat, and we'll get along fine... As long as you know I'm not yours... you're all mine! (Author Unknown)

Living in the age of the Internet and being a part of the information generation, we have unlimited access to an unprecedented wealth of knowledge and learning. We have no excuse to show up to an appointment, a sales call, a date, or an important meeting without learning everything we can to tip the odds in our favor.

Another miraculous transformation is the shift from a sales mentality to a service mentality. When we're motivated by the desire to sell, we're only looking out for ourselves.  When we're motivated by the desire to serve, we're looking out for others.  Since in the realm of consciousness, we only get to keep what we give away, a service mentality is a far more abundant attitude.

Let’s say that you have committed to running every day for two weeks, and at the end of those two weeks, you “reward” yourself with a massage. I would say, “Good for you!” because we all could benefit from more massages. But I would also say that your massage wasn’t a reward. It was an incentive. The definition of a reward in behavior science is an experience directly tied to a behavior that makes that behavior more likely to happen again. The timing of the reward matters. Scientists learned decades ago that rewards need to happen either during the behavior or milli-seconds afterward. Dopamine is released and processed by the brain very quickly. That means you’ve got to cue up those good feelings fast to form a habit. Incentives like a sales bonus or a monthly massage can motivate you, but they don’t rewire your brain. Incentives are way too far in the future to give you that all-important shot of dopamine that encodes the new habit. Doing three squats in the morning and rewarding yourself with a movie that evening won’t work. The squats and the good feelings you get from the movie are too far apart for dopamine to build a bridge between the two. The neurochemical reaction that you are trying to hack is not only time dependent, it’s also highly individualized. What causes one person to feel good may not work for everyone. Your boss may love the smell of coffee. When she enters a coffee shop and inhales, she feels good. And her immediate feeling builds her habit of visiting the coffee shop. But your coworker might not like the way coffee smells. His brain won’t react in the same way. A real reward — something that will actually create a habit — is a much narrower target to hit than most people think. I

From these definitions and axioms springs my central hypothesis: political parties in a democracy formulate policy strictly as a means of gaining votes. They do not seek to gain office in order to carry out certain preconceived policies or to serve any particular interest groups; rather they formulate policies and serve interest groups in order to gain office. Thus their social function—which is to formulate and carry out policies when in power as the government—is accomplished as a by-product of their private motive—which is to attain the income, power, and prestige of being in office. This hypothesis implies that, in a democracy, the government always acts so as to maximize the number of votes it will receive. In effect, it is an entrepreneur selling policies for votes instead of products for money. Furthermore, it must compete for votes with other parties, just as two or more oligopolists compete for sales in a market.

Thank you Neil, and to the givers of this beautiful reward, my thanks from the heart. My family, my agent, editors, know that my being here is their doing as well as mine, and that the beautiful reward is theirs as much as mine. And I rejoice at accepting it for, and sharing it with, all the writers who were excluded from literature for so long, my fellow authors of fantasy and science fiction—writers of the imagination, who for the last 50 years watched the beautiful rewards go to the so-called realists. I think hard times are coming when we will be wanting the voices of writers who can see alternatives to how we live now and can see through our fear-stricken society and its obsessive technologies to other ways of being, and even imagine some real grounds for hope. We will need writers who can remember freedom. Poets, visionaries—the realists of a larger reality. Right now, I think we need writers who know the difference between the production of a market commodity and the practice of an art. Developing written material to suit sales strategies in order to maximize corporate profit and advertising revenue is not quite the same thing as responsible book publishing or authorship. (Thank you, brave applauders.) Yet I see sales departments given control over editorial; I see my own publishers in a silly panic of ignorance and greed, charging public libraries for an ebook six or seven times more than they charge customers. We just saw a profiteer try to punish a publisher for disobedience and writers threatened by corporate fatwa, and I see a lot of us, the producers who write the books, and make the books, accepting this. Letting commodity profiteers sell us like deodorant, and tell us what to publish and what to write. (Well, I love you too, darling.) Books, you know, they’re not just commodities. The profit motive often is in conflict with the aims of art. We live in capitalism. Its power seems inescapable. So did the divine right of kings. Any human power can be resisted and changed by human beings. Resistance and change often begin in art, and very often in our art—the art of words. I have had a long career and a good one. In good company. Now here, at the end of it, I really don’t want to watch American literature get sold down the river. We who live by writing and publishing want—and should demand—our fair share of the proceeds. But the name of our beautiful reward is not profit. Its name is freedom. Thank you.

Sheepwalking I define “sheepwalking” as the outcome of hiring people who have been raised to be obedient and giving them a brain-dead job and enough fear to keep them in line. You’ve probably encountered someone who is sheepwalking. The TSA “screener” who forces a mom to drink from a bottle of breast milk because any other action is not in the manual. A “customer service” rep who will happily reread a company policy six or seven times but never stop to actually consider what the policy means. A marketing executive who buys millions of dollars’ worth of TV time even though she knows it’s not working—she does it because her boss told her to. It’s ironic but not surprising that in our age of increased reliance on new ideas, rapid change, and innovation, sheepwalking is actually on the rise. That’s because we can no longer rely on machines to do the brain-dead stuff. We’ve mechanized what we could mechanize. What’s left is to cost-reduce the manual labor that must be done by a human. So we write manuals and race to the bottom in our search for the cheapest possible labor. And it’s not surprising that when we go to hire that labor, we search for people who have already been trained to be sheepish. Training a student to be sheepish is a lot easier than the alternative. Teaching to the test, ensuring compliant behavior, and using fear as a motivator are the easiest and fastest ways to get a kid through school. So why does it surprise us that we graduate so many sheep? And graduate school? Since the stakes are higher (opportunity cost, tuition, and the job market), students fall back on what they’ve been taught. To be sheep. Well-educated, of course, but compliant nonetheless. And many organizations go out of their way to hire people that color inside the lines, that demonstrate consistency and compliance. And then they give these people jobs where they are managed via fear. Which leads to sheepwalking. (“I might get fired!”) The fault doesn’t lie with the employee, at least not at first. And of course, the pain is often shouldered by both the employee and the customer. Is it less efficient to pursue the alternative? What happens when you build an organization like W. L. Gore and Associates (makers of Gore-Tex) or the Acumen Fund? At first, it seems crazy. There’s too much overhead, there are too many cats to herd, there is too little predictability, and there is way too much noise. Then, over and over, we see something happen. When you hire amazing people and give them freedom, they do amazing stuff. And the sheepwalkers and their bosses just watch and shake their heads, certain that this is just an exception, and that it is way too risky for their industry or their customer base. I was at a Google conference last month, and I spent some time in a room filled with (pretty newly minted) Google sales reps. I talked to a few of them for a while about the state of the industry. And it broke my heart to discover that they were sheepwalking. Just like the receptionist at a company I visited a week later. She acknowledged that the front office is very slow, and that she just sits there, reading romance novels and waiting. And she’s been doing it for two years. Just like the MBA student I met yesterday who is taking a job at a major packaged-goods company…because they offered her a great salary and promised her a well-known brand. She’s going to stay “for just ten years, then have a baby and leave and start my own gig.…” She’ll get really good at running coupons in the Sunday paper, but not particularly good at solving new problems. What a waste. Step one is to give the problem a name. Done. Step two is for anyone who sees themselves in this mirror to realize that you can always stop. You can always claim the career you deserve merely by refusing to walk down the same path as everyone else just because everyone else is already doing it.

Earning Trust & Cooperation The number one thing which stands between you and meeting a new person is tension. What is the number one thing which stands between a sales person and their prospect? You guessed it . . . tension. One of our first priorities as we initiate a first impression must be to focus on how to effectively minimize or eliminate tension. Regardless of your relationship or venue, when tension is high, trust and cooperation are low. When tension is reduced, trust and cooperation increase. It is an inverse relationship. So, how can you move to reduce tension in your first impressions to increase trust and cooperation? Put yourself in their shoes and seek to relate to them with an equal footing on a level playing field. Demonstrate how you can bring value to their lives.

Richard Lovelace makes a compelling case that the best defense is a good offense. “The ultimate solution to cultural decay is not so much the repression of bad culture as the production of sound and healthy culture,” he writes. “We should direct most of our energy not to the censorship of decadent culture, but to the production and support of healthy expressions of Christian and non-Christian art.”10 Public protests and boycotts have their place. But even negative critiques are effective only when motivated by a genuine love for the arts. The long-term solution is to support Christian artists, musicians, authors, and screenwriters who can create humane and healthy alternatives that speak deeply to the human condition. Exploiting “Talent” The church must also stand against forces that suppress genuine creativity, both inside and outside its walls. In today’s consumer culture, one of the greatest dangers facing the arts is commodification. Art is treated as merchandise to market for the sake of making money. Paintings are bought not to exhibit, nor to grace someone’s home, but merely to resell. They are financial investments. As Seerveld points out, “Elite art of the New York school or by approved gurus such as Andy Warhol are as much a Big Business today as the music business or the sports industry.”11 Artists and writers have been reduced to “talent” to be plugged into the manufacturing process. That approach may increase sales, but it will suppress the best and highest forms of art. In the eighteenth century, the world nearly lost the best of Mozart’s music because the adults in the young man’s life treated him primarily as “talent” to exploit.

The first port of call was the Americans. In 1974, an initial agreement was reached by which the US agreed to sell two reactors, as well as enriched uranium, to Iran. The scope of the arrangement was expanded further in 1975, when a $15 billion trade deal was agreed between the two countries, which included provision for Iran to purchase eight reactors from the United States at a fixed price of $6.4 billion.55 The following year, President Ford approved a deal that allowed Iran to buy and operate a US-built system that included a reprocessing facility that could extract plutonium from nuclear reactor fuel, and therefore enable Teheran to operate a ‘nuclear fuel cycle’. President Ford’s Chief of Staff had no hesitation in approving this sale: in the 1970s, Dick Cheney did not find it difficult to ‘figure out’ what Iran’s motivations were.

I would read the Scriptures longingly, trying to imagine how wonderful it would be not to worry about anything, safe and secure in the presence of Jesus all the time. Miracles would be normal. Love would be natural. We could always give and never lose. We could be lied to, cheated and stolen from, and yet we would always come out ahead. We would never have to take advantage of anyone or have any motive but to bless other people. Rather than always making contingency plans in case Jesus didn’t do anything, we could count on Him continually. We, our lives and all that we preach and provide would not be for sale, but would be given freely, just as we have received freely. Our hearts would be carefree in the love of our Father in heaven, who always knows what we need, and we could get on with the glorious business of seeking first His Kingdom and His righteousness. There would always be enough!

Bucky was very clear that he felt there were two major areas of human endeavor that needed this prosperity understanding: politics and big business. Both of these fields are guilty in his mind of doing what is best for their personal goals rather than what is best for the well-being of all. I’m sure he would have acknowledged exceptions to this thought, but in general he felt human progress depended on these two areas changing their views on how to prosper. The welfare of others must become the driving motivation behind their efforts. Can you imagine politicians who always voted according to their inner guidance without any concern about what would get them reelected, or corporations that depended on the value of their product to boost sales without trying to sell people on why they have to buy it? There are many other selfmotivating problems that go with modern politics and big business. In

What’s really worried me over the years is not our stock price, but that we might someday fail to take care of our customers, or that our managers might fail to motivate and take care of our associates. I also was worried that we might lose the team concept, or fail to keep the family concept viable and realistic and meaningful to our folks as we grow. Those challenges are more real than somebody’s theory that we’re headed down the wrong path. As business leaders, we absolutely cannot afford to get all caught up in trying to meet the goals that some retail analyst or financial institution in New York sets for us on a ten-year plan spit out of a computer that somebody set to compound at such-and-such a rate. If we do that, we take our eye off the ball. But if we demonstrate in our sales and our earnings every day, every week, every quarter, that we’re doing our job in a sound way, we will get the growth we are entitled to, and the market will respect us in a way that we deserve.

As the other startups do at the end of their presentations, Shen offers to the batch the expertise of his team's members: "Kalvin and Randy are developers," he says, and as for himself, he knows how to stay motivated in the face of rejection. "I've gotten rejected thirty days in a row," he says, a reference to his putting himself through "Rejection Therapy," in which one must make unreasonable requests so that one is rejected by a different person, at least once, every single day- inuring one to the pain of rejection. (One example of Shen's first bid to be rejected: he asked a flight attendant if he could move up to first class for free. In another case, he saw an attractive woman on the train and decided he would ask her for her phone number, and when she would turn him down, he would have fulfilled the day's required quota of rejection. He sat near her, fell into a conversation, and when they got off the train and he asked for her number, she said, "Sure." He categorized this as "Failed Rejection.") "So if you need to get pumped up for your sales calls, talk to me. p121

What is a “pyramid?” I grew up in real estate my entire life. My father built one of the largest real estate brokerage companies on the East Coast in the 1970s, before selling it to Merrill Lynch. When my brother and I graduated from college, we both joined him in building a new real estate company. I went into sales and into opening a few offices, while my older brother went into management of the company. In sales, I was able to create a six-figure income. I worked 60+ hours a week in such pursuit. My brother worked hard too, but not in the same fashion. He focused on opening offices and recruiting others to become agents to sell houses for him. My brother never listed and sold a single house in his career, yet he out-earned me 10-to-1. He made millions because he earned a cut of every commission from all the houses his 1,000+ agents sold. He worked smarter, while I worked harder. I guess he was at the top of the “pyramid.” Is this legal? Should he be allowed to earn more than any of the agents who worked so hard selling homes? I imagine everyone will agree that being a real estate broker is totally legal. Those who are smart, willing to take the financial risk of overhead, and up for the challenge of recruiting good agents, are the ones who get to live a life benefitting from leveraged Income. So how is Network Marketing any different? I submit to you that I found it to be a step better. One day, a friend shared with me how he was earning the same income I was, but that he was doing so from home without the overhead, employees, insurance, stress, and being subject to market conditions. He was doing so in a network marketing business. At first I refuted him by denouncements that he was in a pyramid scheme. He asked me to explain why. I shared that he was earning money off the backs of others he recruited into his downline, not from his own efforts. He replied, “Do you mean like your family earns money off the backs of the real estate agents in your company?” I froze, and anyone who knows me knows how quick-witted I normally am. Then he said, “Who is working smarter, you or your dad and brother?” Now I was mad. Not at him, but at myself. That was my light bulb moment. I had been closed-minded and it was costing me. That was the birth of my enlightenment, and I began to enter and study this network marketing profession. Let me explain why I found it to be a step better. My research led me to learn why this business model made so much sense for a company that wanted a cost-effective way to bring a product to market. Instead of spending millions in traditional media ad buys, which has a declining effectiveness, companies are opting to employ the network marketing model. In doing so, the company only incurs marketing cost if and when a sale is made. They get an army of word-of-mouth salespeople using the most effective way of influencing buying decisions, who only get paid for performance. No salaries, only commissions. But what is also employed is a high sense of motivation, wherein these salespeople can be building a business of their own and not just be salespeople. If they choose to recruit others and teach them how to sell the product or service, they can earn override income just like the broker in a real estate company does. So now they see life through a different lens, as a business owner waking up each day excited about the future they are building for themselves. They are not salespeople; they are business owners.

Knowing one’s emotions. Self-awareness—recognizing a feeling as it happens—is the keystone of emotional intelligence. As we will see in Chapter 4, the ability to monitor feelings from moment to moment is crucial to psychological insight and self-understanding. An inability to notice our true feelings leaves us at their mercy. People with greater certainty about their feelings are better pilots of their lives, having a surer sense of how they really feel about personal decisions from whom to marry to what job to take. 2. Managing emotions. Handling feelings so they are appropriate is an ability that builds on self-awareness. Chapter 5 will examine the capacity to soothe oneself, to shake off rampant anxiety, gloom, or irritability—and the consequences of failure at this basic emotional skill. People who are poor in this ability are constantly battling feelings of distress, while those who excel in it can bounce back far more quickly from life’s setbacks and upsets. 3. Motivating oneself. As Chapter 6 will show, marshaling emotions in the service of a goal is essential for paying attention, for self-motivation and mastery, and for creativity. Emotional self-control—delaying gratification and stifling impulsiveness—underlies accomplishment of every sort. And being able to get into the “flow” state enables outstanding performance of all kinds. People who have this skill tend to be more highly productive and effective in whatever they undertake. 4. Recognizing emotions in others. Empathy, another ability that builds on emotional self-awareness, is the fundamental “people skill.” Chapter 7 will investigate the roots of empathy, the social cost of being emotionally tone-deaf, and the reason empathy kindles altruism. People who are empathic are more attuned to the subtle social signals that indicate what others need or want. This makes them better at callings such as the caring professions, teaching, sales, and management. 5. Handling relationships. The art of relationships is, in large part, skill in managing emotions in others. Chapter 8 looks at social competence and incompetence, and the specific skills involved. These are the abilities that undergird popularity, leadership, and interpersonal effectiveness. People who excel in these skills do well at anything that relies on interacting smoothly with others; they are social stars.

Acest fapt particular permite să tragem concluzii referitoare la "localizarea" animusului şi animei în cadrul structurii psihice: ele trăiesc şi funcţionează în mod evident în straturile mai adânci ale inconştientului, mai cu seamă în acel strat filogenetic profund pe care l-am numit inconştientul colectiv. Această localizare explică mult din stranietatea lor: ele aduc o viaţă psihică necunoscută, ce ţine de un trecut îndepărtat, în conştiinţa efemeră. Este spiritul strămoşilor noştri necunoscuţi, felul lor de a gândi şi a simţi, felul lor de a trăi experienţa vieţii şi lumii, a zeilor şi oamenilor. Realitatea acestor straturi arhaice este probabil rădăcina credinţei în reîncarnare şi în amintirile unor "existenţe anterioare". Aşa cum corpul omenesc constituie un fel de muzeu al istoriei sale filogenetice, tot aşa şi psihicul. N-avem niciun motiv să presupunem că structura specială a psihicului este singurul lucru de pe lume care nu are o istorie dincolo de manifestările sale individuale. Nici conştiinţei noastre nu i se poate nega o istorie care cuprinde vreo cinci mii de ani. Numai conştiinţa Eului are tot mereu un început nou şi un sfârşit timpuriu. Dar psihicul incoştient nu este doar infinit de vechi, ci are şi posibilitatea să crească într-un viitor la fel de îndepărtat. El formează species humana şi este o parte componentă a ei, la fel ca şi corpul care, deşi ca individ este efemer, din punct de vedere colectiv este de o vârstă incomensurabilă.

also been a white-collar worker in my career. In my experience, there are two types of people who do this type of work: Achievers and Hiders. Achievers are the people who want to perform at a high level. They are ambitious, motivated and energetic. They are full of ideas and want to move up the corporate ladder, which are great attributes to have. But there is a downside for the Achiever. The moment a person decides to be an Achiever, they become a target. Their boss sees them as threatening to their job, so they start to hold them down or take shots at their reputation. Their peers see them as a person who will either embarrass them or keep them from getting a promotion, so they start to do what they can to undermine their accomplishments. So, to remain an Achiever and survive in this hostile environment, a person must become good at one thing that has nothing to do with their productivity—and that’s politics. They must learn how to navigate the political world by diminishing their enemies and strengthening their relationship with powerful people. In fact, some of the most successful people in the corporate world aren’t Achievers at all. They are pure politicians. So if you decide to work in the corporate environment and to be an Achiever, you must accept the fact that you must become a good politician also. Now, let’s talk about the Hiders. These are the people who HATE politics, but still need a job. They learn not to be the ambitious Achiever. They don’t stand out. They don’t speak up in meetings. They don’t bring new ideas. They HIDE. They keep their heads down and do as they’re told. They do just enough so that they aren’t talked about negatively. They survive. And this has worked for decades. But in the New Economy, it’s becoming much more difficult to hide. And people are running out of time. So, back to our Perfect Career List: Can a white-collar job deliver on the list? Again, the clear answer is no—certainly not in very many areas. Sales