Sales Positive Quotes

Chasing a man is not winning. The only thing you win is the loss of your dignity. Confidence is knowing your value, instead of expecting a man’s love to provide you with value.

You think it's so easy to change yourself. You think it's so easy, but it's not. True, things don't stay the same forever: couches are replaced, boys leave, you discover a song, your body becomes forever scarred. And with each of these moments you change and change again, your true self spinning, shifting positions-- but always at last it returns to you, like a dancer on the floor. Because throughout it all, you are still, always, you: beautiful and bruised, known and unknowable. And isn't that - just you - enough.

When you give everything and expect nothing in return, only then will you be in a position to gain anything. When you love loving, you give because giving is getting. Giving is a gift unto itself, and when you realize this you understand that you can’t network if you can’t love.

Listen to people from your heart, as if your life depended on it, and you will find that in turn people will listen to you with all of theirs.

Your life feels different on you, once you greet death and understand your heart’s position. You wear your life like a garment from the mission bundle sale ever after – lightly because you realize you never paid nothing for it, cherishing because you know you won’t ever come by such a bargain again.

Spend your time designing the greatest reputation a man could possess.

People submit too easily to change from others. And yet, for some reason, whenever they consider changing themselves, the focus is always on what they are giving up, never what they are about to gain

Trust me. If you do not decide where you are heading, and refuse to take the appropriate action, you will end up being shaped into what others would have you become. Then any change will not be made for your benefit but for theirs.

A person who really likes himself or herself has high self-esteem and therefore a positive self-concept. When you really like yourself in a particular role, you perform at your best in that role.

Everything you desire is always just outside your comfort zone, dear boy. If it wasn't you would already possess it, would you not?

Be yourself! Don’t try to fabricate your personality in the guise of impressing others.

The problem with gross domestic product is the gross bit. There are no deductions involved: all economic activity is accounted as if it were of positive value. Social harm is added to, not subtracted from, social good. A train crash which generates £1bn worth of track repairs, medical bills and funeral costs is deemed by this measure as beneficial as an uninterrupted service which generates £1bn in ticket sales.

McG: 11:39 PM: Tease. A: Bushy prehistoric looking veggies frighten me. Lilliana: 11:41 PM: WTH are we talking about here? McG: 11:42 PM: Fucking auto correct. VAGINAS! Bushy vaginas put the fear of God in me. Seriously, Lilly, if you’ve got one, groom that shit unless you want to see a grown alpha male curl into the fetal position and cry. It won’t be pretty. Just sayin

Your life feels different on you, once you greet death and understand your heart's position. You wear your life like a garment from the mission bundle sale ever after- lightly because you realize you never paid nothing for it, cherishing because you know you won't ever come by such a bargain again.

How does paying people more money make you more money? It works like this. The more you pay your workers, the more they spend. Remember, they're not just your workers- they're your consumers, too. The more they spend their extra cash on your products, the more your profits go up. Also, when employees have enough money that they don't have to live in constant fear of bankruptcy, they're able to focus more on their work- and be more productive. With fewer personal problems and less stress hanging over them, they'll lose less time at work, meaning more profits for you. Pay them enough to afford a late model car (i.e. one that works), and they'll rarely be late for work. And knowing that they'll be able to provide a better life for their children will not only give them a more positive attitude, it'll give them hope- and an incentive to do well for the company because the better the company does, the better they'll do. Of course, if you're like most corporations these days- announcing mass layoffs right after posting record profits- then you're already hemorrhaging the trust and confidence of your remaining workforce, and your employees are doing their jobs in a state of fear. Productivity will drop. That will hurt sales. You will suffer. Ask the people at Firestone: Ford has alleged that the tire company fired its longtime union employees, then brought in untrained scab workers who ended up making thousands of defective tires- and 203 dead customers later, Firestone is in the toilet.

You think it's so easy to change yourself. You think it's so easy, but it's not True, things don't stay the same forever: couches are replaced, boys leave, you discover a song, your body becomes forever scarred. And with each of these moments you change again, your true self spinning, shifting positions - but always at last it returns to you, like a dancer on the floor. Because throughout it all you are still always, *you*: beautiful and bruised, known and unknowable. And isn't that - just you - enough?

Use market data, not product data. Set the buying criteria in your favor. Find the “smoking gun,” the one thing that undeniably positions you over every one else. Make sure you hit their pain points. Include your own pitch for your product or ser vice only after you have covered the education thoroughly.

Stop for a few seconds and create a clear mental picture of yourself as completely relaxed, calm, positive, smiling, and in complete control of the interview. Then inhale deeply, filling up your lungs and putting pressure on your diaphragm. Hold this breath for a count of seven and exhale for a count of seven. While you are breathing deeply, continue to hold a picture of yourself as the very best salesperson you could possibly be.

Selling is serving, helping others find solutions, impacting lives positively with passion and integrity.

You need to position yourself to your referral sources and your current clients as providing exceptional value and experiences in everything you do

Do you know what's the politics? -It's a big project for sale a conscience, buy a position and make money!

A positive change in approach improves quality.

Outlawing the sale or barter of women marked Genghis Khan’s first important departure from tribal practices regarding marriage, and gradually through a series of such changes he transformed the social position of his daughters, and thereby of all women, within his burgeoning empire.

I don’t give up on anything! I fight to the very end no matter how many setbacks I may have. Even if you fail, don’t give up! With each failure, you are only one step away from victory. Failure allows us to learn, so while you may encounter failure, use the experience positively and believe in your success.

True, things don't stay the same forever: couches are replaced, boys leave, you discover a song, your body becomes forever scarred. And with each of these moments you change and change again, your true self spinning, shifting positions - but always at last it returns to you, like a dancer on the floor. Because throughout it all, you are still, always, you: beautiful and bruised, known and unknowable. And isn't that - just you - enough?

Sales is a constant state of information gathering and analysis. There are numerous factors that will affect your sale – from market position, to manufacturing capacity, to a seemingly harmless tidbit of information received over lunch. The more quality information you have, the better your analysis, and the better your sales results will be.

Help yourself warm up and prepare mentally by repeating, “I feel happy! I feel healthy! I feel terrific!” It is not possible for you to talk positively to yourself, using words like this, without immediately feeling happier and more confident.

On the fifth day I knew Kaidan would have made it home. I held my breath and called him. I listened to every charming word of his voice mail, then hung up. That evening I sat on my bed and called again. This time I left a message. “Hi, Kai, um, Kaidan. It's me. Anna. I'm just trying to see if you made it home safely. I'm sure you probably did. Just checking. You can call me anytime. If you want. Anyway. Okay, bye.” I hung up and buried my shamed face into a pillow. Now I was leaving messages after he'd made it clear he wanted zero to do with me? Next thing I knew I'd be frequenting his shows to give him psycho stares from the back, and then doing late-night drive-bys to see what girl he was bringing home. The thought of him with another girl made me writhe in discomfort and curl up in the fetal position. Day six was our first day of back-to-school shopping. We still had a month before school began, but the state issued a tax-free day, so stores were having big sales. I eyed all the teensy skirts and fashionable shirts dangling on mannequins. I tried to imagine Kaidan's reaction if I came dressed like that to one of his shows, some guy other than Jay on my arm. Ugly stalker thoughts. I was full of them. Two weeks passed, and I was still tripping over chairs to grab the phone every time it rang, like now. This time it was Jay.

Industrial capitalism transformed nature’s raw materials into commodities, and surveillance capitalism lays its claims to the stuff of human nature for a new commodity invention. Now it is human nature that is scraped, torn, and taken for another century’s market project. It is obscene to suppose that this harm can be reduced to the obvious fact that users receive no fee for the raw material they supply. That critique is a feat of misdirection that would use a pricing mechanism to institutionalize and therefore legitimate the extraction of human behavior for manufacturing and sale. It ignores the key point that the essence of the exploitation here is the rendering of our lives as behavioral data for the sake of others’ improved control of us. The remarkable questions here concern the facts that our lives are rendered as behavioral data in the first place; that ignorance is a condition of this ubiquitous rendition; that decision rights vanish before one even knows that there is a decision to make; that there are consequences to this diminishment of rights that we can neither see nor foretell; that there is no exit, no voice, and no loyalty, only helplessness, resignation, and psychic numbing; and that encryption is the only positive action left to discuss when we sit around the dinner table and casually ponder how to hide from the forces that hide from us.

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!

It's easy to get carried away in the search for “experience.” I think that people boast of “experience” as if all experience is good. The whole world will tell you that all mistakes are good and all experiences are worthwhile. Nevertheless, I believe in an equilibrium. I always say “throw yourself out there” but at the same time, I want to tell you, that there are so many experiences in life that you’re better off not experiencing. Experience is not always a positive thing, it can affect a person in such a way that it is like finding a tulip trampled under foot, run over by bicycles and spit on. And then the tulip is set on a windowsill for sale with a sign that says “I have had so much experience, that’s why I’m more expensive.” But the truth is, there’s nothing wrong with being that tulip in the field, untouched and caressed by moonlight. Yes, we have the choice to make mistakes, but we also have the choice to choose what things we allow in to make marks upon our lives. It is okay to be untouched by darkness.

Doubting yourself can be the biggest factor in holding yourself back. If you don't believe in yourself and send messages to yourself that you can't do this, or you will never be able to do this, you won't be successful. If you carry this attitude with you, then no, you won't be successful. Change your thinking! Change is not always easy, but once you change your thinking from negative to positive, your doubts begin to go away and you begin to manifest the positive. Don’t doubt yourself!

When the guy who created the Christian children’s program VeggieTales starts arguing that evangelicals should take a more “nuanced” position on abortion,23 and when two successive presidents of the Southern Baptist Convention say the Bible only “whispers” about sexual sins,24 something is badly off in mainstream evangelicalism.

we are in a much better position when it was our own proactive sales work that created the opportunity for us to submit a proposal.

An undiscovered genius has no value in the marketplace

I’m in no position to criticize, because I’m in the fetal position, and I’m bound and gagged and stuffed in the trunk of a Mercedes.

In order to be a successful Investor you have to think positive, believe in yourself, and never give up!

Earn the Right - Ensure you put this chunk of Sales Tetris in place first and all the other pieces just take their own positions naturally.

Price is a positioning tool. In SEO, rates reflect confidence, not just cost

Entrepreneurs utilize even a negative change positively.

Psychology is the foundation of success in sales and will determine whether or not we believe we are able to succeed. Without belief, we cannot convince ourselves that we are capable of success.

Having enough other opportunities to work on is the best position a salesperson and his or her company can be in. A full pipeline gives salespeople the strongest position from which to negotiate—the ability to say no.

Girls mature faster than boys, cost more to raise, and statistics show that the old saw about girls not knowing about money and figures is a myth. Girls start to outspend boys before puberty—and they manage to maintain this lead until death or an ugly credit manager, whichever comes first. Males are born with a closed fist. Girls are born with the left hand cramped in a position the size of an American Express card. Whenever a girl sees a sign reading, “Sale, Going Out of Business, Liquidation,” saliva begins to form in her mouth, the palms of her hands perspire and the pituitary gland says, “Go, Mama.” In the male, it is quite a different story. He has a gland that follows a muscle from the right arm down to the base of his billfold pocket. It's called “cheap.” Girls can slam a door louder, beg longer, turn tears on and off like a faucet, and invented the term, “You don't trust me.” So much for “sugar and spice and everything nice” and “snips and snails and puppydog tails.

You think it's so easy to change yourself. You think it's so easy but it's not. True, things don't stay the same forever: couches are replaced, boys leave, you discover a song, your body becomes forever scarred. And with each of these moments you change and change again, your true self spinning, shifting positions - but always at last it returns to you, like a dancer on the floor. Because throughout it all, you are still, always, you: beautiful and bruised, known and unknowable. And isn't that - just you - enough?

Doublespeak that calls a bribe a "rebate" or "after sales service," the illegal overthrow of a legitimate government "destabilizing a government," and lies "strategic misrepresentations" is language that avoids responsibility, that makes the bad seem good, the negative appear positive, something unpleasant appear attractive, language that only appears to communicate. It's language designed to alter our perception of reality and corrupt our thinking. Ultimately, doublespeak breeds suspicion, cynicism, distrust and, hostility.

1. No cold calling. Ever. You should attempt to sell only to warm leads. 2. Before you try to sell anything, you must know how much you’re willing to pay to get a new customer. 3. A prospect who “finds” you first is more likely to buy from you than if you find him. 4. You will dramatically enhance your credibility as a salesperson by authoring, speaking, and publishing quality information. 5. Generate leads with information about solving problems, not information about the product itself. 6. You can attain the best negotiating position with customers only when your marketing generates “deal flow” that exceeds your capacity. 7. The most valuable asset you can own is a well-maintained customer database, because people who’ve already bought from you are way easier to sell to than strangers.

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.

Give me a person who sincerely wants to commit themselves to being a salesperson, and put them on my team and I will give you a hero. That has always been my mindset as a sales manager, whenever I have been in that position. I believe in people, and I seek to encourage them to perform at their best.

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.

The ads in the papers all said 'help wanted, will train,' but wherever she went she was turned down. "The position's just been filled," she was told again and again. Or, "We wouldn't want to upset the other employees." At the department store where she had once bought all her hats and silk stockings they would not hire her as a cashier because they were afraid of offending the customers. Instead they offered her work adding up sales slips in a small dark room in the back where no one could see her but she politely declined. "I was afraid I'd ruin my eyes back there," she told us. "I was afraid I might accidentally remember who I was and ... offend myself.

Obesity research is almost solely funded by the weight-loss industry. Conducting studies is expensive, and government funds don’t even begin to cover them all. Luckily, our good friend the diet industry is there to give millions to studies aiming to prove that fat is killing us, meaning that in turn their sales go through the roof as we all run, terrified, to our nearest weight-loss group.

Oh dear, I don’t know whether you feel this sort of thing as I do. Swann would positively have died of convulsions if he had seen it. I am sure, whatever price it fetches, I shall buy the fan at the Queen’s sale. For she is bound to be sold up, she hasn’t a penny,” he went on, for he never ceased to intersperse the cruellest slanders with the most sincere veneration, albeit these sprang from two opposing natures,

he was preparing himself to find his place anywhere, because there was no position he wanted, but only joy, and free spirits, and energy, and all that life has that is good, that is mysterious, that is not and never will be for sale. Preparing himself even by dint of poverty to be able one day to receive money without ever seeking it, to be as he was now--he, Jacques, at age forty, holding sway over so much and yet so certain that he was less than the least of people, and nothing in any case next to his mother. Yes, that was how he lived, in those games by the sea, in the wind, in the street, under the weight of summer and the heavy rains of the brief winter, with no father, with no heritage handed down, but finding a father for a year, just when he needed him, and learning through the people and the knowledge that revealed itself to him

Finding a situation that catches the key competitor or competitors with conflicting goals is at the heart of many company success stories. The slow Swiss reaction to the Timex watch provides an example. Timex sold its watches through drugstores, rather than through the traditional jewelry store outlets for watches, and emphasized very low cost, the need for no repair, and the fact that a watch was not a status item but a functional part of the wardrobe. The strong sales of the Timex watch eventually threatened the financial and growth goals of the Swiss, but it also raised an important dilemma for them were they to retaliate against it directly. The Swiss had a big stake in the jewelry store as a channel and a large investment in the Swiss image of the watch as a piece of fine precision jewelry. Aggressive retaliation against Timex would have helped legitimize the Timex concept, threatened the needed cooperation of jewelers in selling Swiss watches, and blurred the Swiss product image. Thus the Swiss retaliation to Timex never really came. There are many other examples of this principle at work. Volkswagen’s and American Motor’s early strategies of producing a stripped-down basic transportation vehicle with few style changes created a similar dilemma for the Big Three auto producers. They had a strategy built on trade-up and frequent model changes. Bic’s recent introduction of the disposable razor has put Gillette in a difficult position: if it reacts it may cut into the sales of another product in its broad line of razors, a dilemma Bic does not face.4 Finally, IBM has been reluctant to jump into minicomputers because the move will jeopardize its sales of larger mainframe computers.

During the era of that trade, Africa was largely ruled by Africans, who established the conditions under which slave sales took place. The crew of a slave ship was in no position to defy African rulers and their armies by going out across the land and capturing people willy-nilly. The stronger African peoples captured and enslaved the weaker peoples—the same pattern found over the centuries in Europe, Asia, the Western Hemisphere, and Polynesia:

You think it’s so easy to change yourself. You think it’s so easy, but it’s not. True, things don’t stay the same forever: couches are replaced, boys leave, you discover a song, your body becomes forever scarred. And with each of these moments you change and change again, your true self spinning, shifting positions—but always at last it returns to you, like a dancer on the floor. Because throughout it all, you are still, always, you: beautiful and bruised, known and unknowable. And isn't that—just you—enough?

PROLOGUE   Zoey “Wow, Z, this is a seriously awesome turnout. There are more humans here than fleas on an old dog!” Stevie Rae shielded her eyes with her hand as she looked around at the newly lit-up campus. Dallas was a total jerk, but we all admitted that the twinkling lights he’d wrapped around the trunks and limbs of the old oaks gave the entire campus a magickal, fairy-like glow. “That is one of your more disgusting bumpkin analogies,” Aphrodite said. “Though it’s accurate. Especially since there are a bunch of city politicians here. Total parasites.” “Try to be nice,” I said. “Or at least try to be quiet.” “Does that mean your daddy, the mayor, is here?” Stevie Rae’s already gawking eyes got even wider. “I suppose it does. I caught a glimpse of Cruella De Vil, a.k.a. She Who Bore Me, not long ago.” Aphrodite paused and her brows went up. “We should probably keep an eye on the Street Cats kittens. I saw some cute little black and white ones with especially fluffy fur.” Stevie Rae sucked air. “Ohmygoodness, your mamma wouldn’t really make a kitten fur coat, would she?” “Faster than you can say Bubba’s drinkin’ and drivin’ again,” Aphrodite mimicked Stevie Rae’s Okie twang. “Stevie Rae—she’s kidding. Tell her the truth,” I nudged Aphrodite. “Fine. She doesn’t skin kittens. Or puppies. Just baby seals and democrats.” Stevie Rae’s brow furrowed. “See, everything is fine. Plus, Damien’s at the Street Cats booth, and you know he’d never let one little kitten whisker be hurt—let alone a whole coat,” I assured my BFF, refusing to let Aphrodite mess up our good mood. “Actually, everything is more than fine. Check out what we managed to pull off in a little over a week.” I sighed in relief at the success of our event and let my gaze wander around the packed school grounds. Stevie Rae, Shaylin, Shaunee, Aphrodite, and I were manning the bake sale booth (while Stevie Rae’s mom and a bunch of her PTA friends moved through the crowd with samples of the chocolate chip cookies we were selling, like, zillions of). From our position near Nyx’s statue, we had a great view of the whole campus. I could see a long line at Grandma’s lavender booth. That made me smile. Not far from Grandma, Thanatos had set up a job application area, and there were a bunch of humans filling out paperwork there. In the center of the grounds there were two huge silver and white tents draped with more of Dallas’s twinkling lights. In one tent Stark and Darius and the Sons of Erebus Warriors were demonstrating weaponry. I watched as Stark was showing a young boy how to hold a bow. Stark’s gaze lifted from the kid and met mine. We shared a quick, intimate smile

Paper money in time of war, the new notes will first go into the pockets of the war contractors. 'As a result, these persons' demands for certain articles will increase and so also the price and the sale of these articles, but especially in so far as they are luxury articles. Thus the position of the producers of these articles will be improved, their demand for other commodities will also increase, and thus the increase of prices and sales will go on, distributing itself over a constantly augmented number of articles, until at last it has reached them all.

Traditionally, psychologists have studied the negative impacts of trauma and bereavement, the ways in which people are left broken and troubled, and the focus has been on how to return to so-called ‘normal’ functioning. In the past three decades, though, researchers have asked, What if people don’t return to normal, what if they develop enhanced functioning instead? The term ‘posttraumatic growth’ was coined by two American academics, Lawrence Calhoun and Richard Tedeschi, who defined it as the aspects of positive, personal change a person may experience alongside intense suffering after a major life trauma.

1. Did you conduct one-to-one meetings with each salesperson on your team? 2. Did you ask each of them how they like to be managed? Are they coachable? 3. Did you inquire about their prior experience with their past manager? Was it positive or negative? 4. Did you set the expectations of your relationship with them? Did you ask them what they needed and expected from their manager? What changes do they want to see? 5. Did you inform them about how you like to manage and your style of management? This would open up the space for a discussion regarding how you may manage differently from your predecessor. 6. Did you let them know you just completed a coaching course that would enable you to support them even further and maximize their talents? 7. Did you explain to them the difference between coaching and traditional management? 8. Did you enroll them in the benefits of coaching? That is, what would be in it for them? 9. Did you let them know about your intentions, goals, expectations, and aspirations for each of them and for the team as a whole? 10. How have you gone about learning the ins and outs of the company?Are you familiar with the internal workings, culture, leadership team, and subtleties that make the company unique? Have you considered that your team may be the best source of knowledge and intelligence for this? Did you communicate your willingness and desire to learn from them as well, so that the learning and development process can be mutually reciprocated?

Drelmere and sons, fine outfitters for the discerning magician!” he was shouting, his voice barely carrying over the hubbub. “Robes! Pointy hats! Beard grooming supplies! Yes, you sir, how can OH GOD HURRAAARRGLAB.” I waited patiently for him to finish decorating the pavement with his stomach contents. “Sorry,” he said, bent double and gulping. Impressively, he immediately continued his sales pitch from that position. “Looking for a new robe?” “Yes, this one’s starting to whiff a bit.” “Yes, I . . . gathered that, sir.” He took a few deep, groaning breaths into a star-patterned hanky and seemed to gather himself. “What sort of price range were you OH GOD YOUR EYES HURRAAARRGLAB.” I tapped my now bile-sodden foot. “Shall I come back later?

HOW TO REPROGRAM YOUR BRAIN TO ENJOY HARD HABITS You can make hard habits more attractive if you can learn to associate them with a positive experience. Sometimes, all you need is a slight mind-set shift. For instance, we often talk about everything we have to do in a given day. You have to wake up early for work. You have to make another sales call for your business. You have to cook dinner for your family. Now, imagine changing just one word: You don’t “have” to. You “get” to. You get to wake up early for work. You get to make another sales call for your business. You get to cook dinner for your family. By simply changing one word, you shift the way you view each event. You transition from seeing these behaviors as burdens and turn them into opportunities.

What we're now starting to see, as online retailers begin to capitalize on their extraordinary economic efficiences, is the shape of a massive mountain of choice emerging where before there was just a peak.... By necessity, the conomics of traditional, hit-driven retail limit choice. When you dramatically lower the costs of connecting supply and demand, it changes not just the numbers, but the entire nature of the market. This is not just a quantiative change, but a qualitative one, too. Bringing niches within reach reveals latent demand for noncommercial content. Then, as demand shifts toward the niches, the economics of provided them improve further, and so on, creating a positive feedback loop that will transform entire industries - and the culture - for decades to come.

Then there is the very salient question of what the commandments do not say. Is it too modern to notice that there is nothing about the protection of children from cruelty, nothing about rape, nothing about slavery, and nothing about genocide? Or is it too exactingly “in context” to notice that some of these very offenses are about to be positively recommended? In verse 2 of the immediately following chapter, god tells Moses to instruct his followers about the conditions under which they may buy or sell slaves (or bore their ears through with an awl) and the rules governing the sale of their daughters. This is succeeded by the insanely detailed regulations governing oxes that gore and are gored, and including the notorious verses forfeiting “life for life, eye for eye, tooth for tooth.” Micromanagement of agricultural disputes breaks off for a moment, with the abrupt verse (22:18) “Thou shalt not suffer a witch to live.” This was, for centuries, the warrant for the Christian torture and burning of women who did not conform. Occasionally, there are injunctions that are moral, and also (at least in the lovely King James version) memorably phrased: “Thou shalt not follow a multitude to do evil” was taught to Bertrand Russell by his grandmother, and stayed with the old heretic all his life. However, one mutters a few sympathetic words for the forgotten and obliterated Hivites, Canaanites, and Hittites, also presumably part of the Lord’s original creation, who are to be pitilessly driven out of their homes to make room for the ungrateful and mutinous children of Israel.

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.

Book authors are in high demand for speaking engagements and appearances; they are the new ‘celebrity’ and celebrities gain access. Authors not only make money from royalties or book advances but from their keynotes, presentations and strategically branded product lines. This includes entrepreneurial ideas for you to extend yourself beyond just writing and prepares you to add speaking and consulting to your revenue stream. You have to begin to look outside book sales and towards the speaking market. There are radio, interviews, news, television, small channel television keynotes, lectures, seminars and workshops. These types of events have the possibility to be much more lucrative than just selling books. In essence, the book builds and brands you in the public eye. It gives you credibility and the opportunity to be more than you are. It enables you to now be a voice, a teacher, a leader, an expert - after all, you wrote the book on it!

Many will argue that there is nothing morally wrong with sex work, and it should be legalized, protected, unionized, and fairly compensated for those who freely choose to seek employment in this sector of the economy. Sex work existed long before the advent of capitalism, it continued to varying degrees throughout the state socialist countries, and it will no doubt exist in some form well into the future. But overt sex work, as well as the subtler forms of commodified sexuality for sale, is the result of an economic system that provides little material security for women, and encourages all people to turn everything they have (their labor, their reputations, their emotions, their bodily fluids and ova, and so forth) into a product that can be sold on a market where prices are determined by the caprices of supply and demand. This form of amorous exchange is not sex positive empowerment for women, but a desperate attempt to survive in a world with few social safety nets.

When I discovered just how important contingency is, I performed a bit of a “garage sale” on my relationships. I identified the ones with the most possibility for growth and decided to put more of my energy into those people. On the flip side, I also chose to put less energy into the people who didn’t seem to be very supportive or capable of positive empowerment. I’m not suggesting that you do this yourself, but I do encourage you to make sure your support system is strong and nourishing. Take an added interest in people who feel safe, available, and emotionally resonant. Choose your people wisely. This doesn’t mean to avoid conflict, but focus on the people with whom you have the possibility of working things out—relationships that can weather the inevitable disagreements and disappointments and eventually become stronger and more resilient as a result. Some now say that who you eat your meals with is more important than what you eat or how you exercise. When it comes to enjoying healthy relationships and growing into your own secure attachment, it truly matters who you surround yourself with in life.

Man/Woman, it has always insisted, does not live by bread alone. The weakness of the church is that it has too often accepted the separation between the material and the spiritual … leaving the material to the economic and political power structure.… The crisis of a city like Detroit provides the church with an extraordinary opportunity to develop and practice a vision of a new economy and a new educational system which meets both the material and spiritual needs of human beings.… Churches are … in an excellent position to develop small enterprises that provide models of how to meet the needs of the community and the city and at the same time teach young people the importance of skills, process and respect for Nature. All over the city churches are surrounded by vacant and unused land. If Detroiters, and especially young Detroiters, could see this land being used by churches for organic gardens to supply produce for local needs or to plant Christmas trees for sale at Yuletide or greenhouses where vegetables are grown year round, the idea of a self-reliant living economy to meet the material and spiritual needs of people could come alive.10

Napoleon was unlucky that his time in power coincided with the flourishing of the first fully professional British political caricaturists – James Gillray, Thomas Rowlandson and George Cruikshank – still among its greatest exponents, who all fastened on him as their victim. Gillray fought in the Duke of York’s Flanders campaign and never saw Napoleon, but virtually single-handedly created the image of him as physically small – ‘Little Boney’. Yet even the British caricaturists never reached the level of pure loathing achieved by the Russian Ivan Terebenev or the Prussian Johann Gottfried Schadow, let alone the Bavarian Johann Michael Voltz, whose caricature The Triumph of the Year 1813 depicted Napoleon’s head entirely composed of corpses.52 Of course there were also pro-Napoleon engravings on sale in London for as much as 2s 6d in 1801, a reminder that he had his British admirers.53 Yet overall, British Francophobia easily matched French Anglophobia. The market for highly abusive prints of Napoleon was much larger than for positive images of him, and the standard work on English anti-Napoleonic caricature and satire covers two full volumes, even without

Insurance Adjuster Tom We have studied your case and we have decided the policy applies. That means you’re entitled to a settlement of $13,600. I see. How did you reach that figure? That’s how much we decided the car was worth. I understand, but what standard did you use to determine that amount? Do you know where I can buy a comparable car for that much? How much are you asking for? Whatever I’m entitled to under the policy. I found a secondhand car just about like it for $17,700. Adding the sales and excise tax, it would come to about $19,000. $19,000! That’s too much! I’m not asking for $19,000 or $18,000 or $20,000, but for fair compensation. Do you agree that it’s only fair I get enough to replace the car? OK, I’ll offer you $15,000. That’s the highest I can go. Company policy. How does the company figure that? Look, $15,000 is all you’ll get. Take it or leave it. $15,000 may be fair. I don’t know. I certainly understand your position if you’re bound by company policy. But unless you can state objectively why that amount is what I’m entitled to, I think I’ll do better in court. Why don’t we study the matter and talk again? Is Wednesday at eleven a good time to talk? . . .

Over the years, I’ve figured out that two of the biggest mistakes duck hunters make are choosing a poor position for their duck blinds and not properly camouflaging themselves from the ducks. It seems like every duck season, I’ll get at least one call at Duck Commander from a hunter somewhere in the world. The guy usually tells me, “Hey, I love your duck calls. They grab the ducks’ attention like nothing else, but they will not finish in my decoys. For some reason, the ducks always land two hundred yards from my blind. Do I need another type of duck call?” “Hey, save your money,” I tell him. “You need to move your duck blind two hundred yards to the other side of the lake! It’s not about the duck call. You’re in the wrong spot, buddy.” My boss and brother, Willie, is not fond of my advice because it doesn’t promote the sale of duck calls. I remember being reprimanded by him at a trade show about another response I gave to a potential customer. The guy asked me what the difference was between a forty-dollar duck call and one that cost one hundred and forty. My response was, “About a hundred dollars.” Obviously, Willie didn’t like my answer, even if I was only trying to be honest.

We are in uncharted territory" when it comes to sex and the internet, says Justin Garcia, a research scientist at Indiana University’s Kinsey Institute for Research in Sex, Gender, and Reproduction. "There have been two major transitions" in heterosexual mating, Garcia says, "in the last four million years. The first was around ten to fifteen thousand years ago, in the agricultural revolution, when we became less migratory and more settled," leading to the establishment of marriage as a cultural contract. "And the second major transition is with the rise of the Internet," Garcia says. Suddenly, instead of meeting through proximity, community connections, and family and friends, people could meet each other virtually and engage in amorous activity with the click of a button. Internet meeting is now surpassing every other form. “It’s changing so much about the way we act both romantically and sexually,” Garcia says. “It is unprecedented from an evolutionary standpoint.” And yet this massive shift in our behavior has gone almost completely unexamined, especially given how the internet permeates modern life. While there have been studies about how men and women use social media differently- how they use language and present themselves differently, for example- there's not a lot of research about how they behave sexually online; and there is virtually nothing about how girls and boys do. While there has been concern about the online interaction of children and adults, it's striking that so little attention has been paid to the ways in which the Internet has changed the sexual behavior of girls and boys interacting together. This may be because the behavior has been largely hidden or unknown, or, again, due to the fear of not seeming "sex-positive," mistaking responsibility for judgement. And there are questions to ask, from the standpoint of girls' and boys' physical and emotional health and the ethics of their treatment of each other. Sex on a screen is different from sex that develops in person, this much seems seems self-evident, just as talking on a screen is different from face-to-face communication. And so if talking on a screen reduces one's ability to be empathic, for example, then how does sex on a screen change sexual behavior? Are people more likely to act aggressively or unethically, as in other types of online communication? How do gender roles and sexism play into cybersex? And how does the influence of porn, which became available online at about the same time as social networking, factor in?

The Smiths were unable to conceive children and decided to use a surrogate father to start their family. On the day the surrogate father was to arrive, Mr. Smith kissed his wife and said, "I'm off. The man should be here soon" Half an hour later, just by chance a door-to-door baby photographer rang the doorbell, hoping to make a sale. "Good morning, madam. I've come to...." "Oh, no need to explain. I've been expecting you," Mrs. Smith cut in. "Really?" the photographer asked. "Well, good. I've made a specialty of babies" "That's what my husband and I had hoped. Please come in and have a seat" After a moment, she asked, blushing, "Well, where do we start?" "Leave everything to me. I usually try two in the bathtub, one on the couch and perhaps a couple on the bed. Sometimes the living room floor is fun too; you can really spread out!" "Bathtub, living room floor? No wonder it didn't work for Harry and me" "Well, madam, none of us can guarantee a good one every time. But, if we try several different positions and I shoot from six or seven different angles, I'm sure you'll be pleased with the results" "My, that's a lot of....." gasped Mrs. Smith. "Madam, in my line of work, a man must take his time. I'd love to be in and out in five minutes, but you'd be disappointed with that, I'm sure"  "Don't I know it," Mrs. Smith said quietly. The photographer opened his briefcase and pulled out a portfolio of his baby pictures. "This was done on the top of a bus in downtown London" "Oh my God!" Mrs. Smith exclaimed, tugging at her handkerchief. "And these twins turned out exceptionally well, when you consider their mother was so difficult to work with" "She was difficult?" asked Mrs. Smith. "Yes, I'm afraid so. I finally had to take her to Hyde Park to get the job done right. People were crowding around four and five deep, pushing to get a good look" "Four and five deep?" asked Mrs. Smith, eyes widened in amazement. "Yes," the photographer said, "And for more than three hours too. The mother was constantly squealing and yelling. I could hardly concentrate. Then darkness approached and I began to rush my shots. Finally, when the squirrels began nibbling on my equipment, I just packed it all in." Mrs. Smith leaned forward. "You mean squirrels actually chewed on your, um......equipment?" "That's right. Well, madam, if you're ready, I'll set up my tripod so we  can get to work." "Tripod?????" "Oh yes, I have to use a tripod to rest my Canon on. It's much too big for me to hold for very long. Madam? Madam? ....... Good Lord, she's fainted!!

President and Chief Operating Officer (COO), accountable for the overall achievement of the Strategic Objective and reporting to the SHAREHOLDERS who include, on an equal basis, Jack and Murray. • Vice-President/Marketing, accountable for finding customers and finding new ways to provide customers with the satisfactions they derive from widgets, at lower cost, and with greater ease, and reporting to the COO. • Vice-President/Operations, accountable for keeping customers by delivering to them what is promised by Marketing, and for discovering new ways of assembling widgets, at lower cost, and with greater efficiency so as to provide the customer with better service, reporting to the COO. • Vice-President/Finance, accountable for supporting both Marketing and Operations in the fulfillment of their accountabilities by achieving the company’s profitability standards, and by securing capital whenever it’s needed, and at the best rates, also reporting to the COO. • Reporting to the Vice-President/Marketing are two positions: Sales Manager and Advertising/Research Manager. • Reporting to the Vice-President/Operations are three positions: Production Manager, Service Manager, and Facilities Manager. • Reporting to the Vice-President/Finance are two positions: Accounts Receivable Manager and Accounts Payable Manager.

What’s an IPO, exactly? A company decides it wants to “float” part of its equity on the public markets, allowing employees and founders to sell private shares to pay them off for years of service, as well as sell shares out of the corporate treasury to have some money in the bank. Large investment banks (such as my former employer Goldman Sachs) form what’s called a “syndicate” (“mafia” might be a better term) wherein they offer to effectively buy those shares from Facebook, and then sell them into the capital markets, usually by pushing it via their sales force onto wealthy clients or institutional investors. That syndicate either guarantees a price (“firm commitment”) or promises to get the best price it can (“best effort”). In the former case, the bank is taking real execution risk, and stands to lose money if it doesn’t engineer a “pop” in the stock on opening day. To mitigate the risk, the bank convinces the offering company to expect a lower price, while simultaneously jacking up what real price the market will bear with a zealous sales pitch to the market’s deepest pockets. Thus, it is absolutely jejune to think that a stock’s rise on opening day is due to clamoring and unexpected interest. Similar to Captain Renault in Casablanca, Wall Street bankers are shocked—shocked!—that there should be such a large and positive price dislocation in the market they just rigged.

With regard to the price then of the men themselves, it is obvious that the public treasury is in a better position to provide funds than any private individuals. What can be easier than for the Council to invite by public proclamation all whom it may concern to bring their slaves, and to buy up those produced? Assuming the purchase to be effected, is it credible that people will hesitate to hire from the state rather than from the private owner, and actually on the same terms? People have at all events no hesitation at present in hiring consecrated grounds, sacred victims, houses, etc., or in purchasing the right of farming taxes from the state. To ensure the preservation of the purchased property, the treasury can take the same securities precisely from the lessee as it does from those who purchase the right of farming its taxes. Indeed, fraudulent dealing is easier on the part of the man who has purchased such a right than of the man who hires slaves. Since it is not easy to see how the exportation of public money is to be detected, when it differs in no way from private money. Whereas it will take a clever thief to make off with these slaves, marked as they will be with the public stamp, and in face of a heavy penalty attached at once to the sale and exportation of them. Up to this point then it would appear feasible enough for the state to acquire property in men and to keep a safe watch over them.

lawyer married a woman who had previously divorced ten husbands. On their wedding night, she told her new husband, "Please be gentle, I'm still a virgin." "What?" said the puzzled groom. "How can that be if you've been married ten times?" "Well, Husband #1 was a sales representative. He kept telling me how great it was going to be. Husband #2 was in software services. He was never really sure how it was supposed to function, but he said he'd look into it and get back to me. Husband #3 was from field services. He said everything checked out diagnostically, but he just couldn't get the system up. Husband #4 was in telemarketing. Even though he knew he had the order, he didn't know when he would be able to deliver. Husband #5 was an engineer. He understood the basic process, but wanted three years to research, implement, and design a new state-of-the-art method. Husband #6 was from finance and administration. He thought he knew how, but he wasn't sure whether it was his job or not. Husband #7 was in marketing. Although he had a nice product, he was never sure how to position it. Husband #8 was a psychologist. All he ever did was talk about it. Husband #9 was a gynecologist. All he did was look at it. Husband #10 was a stamp collector. All he ever did was...God, I miss him! But now that I've married you, I'm really excited!" "Good," said the new husband, "but, why?" "You're a lawyer. This time I know I'm going to get really screwed! ♦◊♦◊♦◊♦

The Metaphor That Stuck In 1996, the Summer Olympic Games were held in my home city of Atlanta. As I watched athletes from all over the world perform in their respective events, I remember wondering what motivated them to compete at the highest levels. On the surface, it seemed logical to assume that these world-class athletes were driven by all the positive rewards that would go to the champion—fame, admiration, and of course, the gold medal. After training for most of their lives, who wouldn’t want to experience “the thrill of victory”? But as I watched the games unfold, it became obvious that while some athletes were motivated by positive rewards, many others were trying to avoid “the agony of defeat.” Rather than think about all the accolades that would come from success, some athletes were motivated to run even faster, and jump even higher, because they were trying to avoid an undesirable outcome. Carl Lewis, arguably one of the greatest track and field athletes of all time, and nine-time Olympic gold medalist, was an excellent example of this. After his last event in Atlanta, when he won the gold medal on his final attempt in the long jump, the sportscaster asked, “Mr. Lewis, what were you thinking about just before you jumped?” As it turned out, Carl Lewis wasn’t thinking about medals, money, or having his picture on a box of Wheaties. Instead, he said his primary motivation was that his family was in the stadium and he didn’t want to disappoint them by losing his final Olympic event.

Suppose that you need to hire a sales representative for your firm. If you are serious about hiring the best possible person for the job, this is what you should do. First, select a few traits that are prerequisites for success in this position (technical proficiency, engaging personality, reliability, and so on). Don’t overdo it—six dimensions is a good number. The traits you choose should be as independent as possible from each other, and you should feel that you can assess them reliably by asking a few factual questions. Next, make a list of those questions for each trait and think about how you will score it, say on a 1–5 scale. You should have an idea of what you will call “very weak” or “very strong.” These preparations should take you half an hour or so, a small investment that can make a significant difference in the quality of the people you hire. To avoid halo effects, you must collect the information on one trait at a time, scoring each before you move on to the next one. Do not skip around. To evaluate each candidate, add up the six scores. Because you are in charge of the final decision, you should not do a “close your eyes.” Firmly resolve that you will hire the candidate whose final score is the highest, even if there is another one whom you like better—try to resist your wish to invent broken legs to change the ranking. A vast amount of research offers a promise: you are much more likely to find the best candidate if you use this procedure than if you do what people normally do in such situations, which is to go into the interview unprepared and to make choices by an overall intuitive judgment such as “I looked into his eyes and liked what I saw.

The collapse, for example, of IBM’s legendary 80-year-old hardware business in the 1990s sounds like a classic P-type story. New technology (personal computers) displaces old (mainframes) and wipes out incumbent (IBM). But it wasn’t. IBM, unlike all its mainframe competitors, mastered the new technology. Within three years of launching its first PC, in 1981, IBM achieved $5 billion in sales and the #1 position, with everyone else either far behind or out of the business entirely (Apple, Tandy, Commodore, DEC, Honeywell, Sperry, etc.). For decades, IBM dominated computers like Pan Am dominated international travel. Its $13 billion in sales in 1981 was more than its next seven competitors combined (the computer industry was referred to as “IBM and the Seven Dwarfs”). IBM jumped on the new PC like Trippe jumped on the new jet engines. IBM owned the computer world, so it outsourced two of the PC components, software and microprocessors, to two tiny companies: Microsoft and Intel. Microsoft had all of 32 employees. Intel desperately needed a cash infusion to survive. IBM soon discovered, however, that individual buyers care more about exchanging files with friends than the brand of their box. And to exchange files easily, what matters is the software and the microprocessor inside that box, not the logo of the company that assembled the box. IBM missed an S-type shift—a change in what customers care about. PC clones using Intel chips and Microsoft software drained IBM’s market share. In 1993, IBM lost $8.1 billion, its largest-ever loss. That year it let go over 100,000 employees, the largest layoff in corporate history. Ten years later, IBM sold what was left of its PC business to Lenovo. Today, the combined market value of Microsoft and Intel, the two tiny vendors IBM hired, is close to $1.5 trillion, more than ten times the value of IBM. IBM correctly anticipated a P-type loonshot and won the battle. But it missed a critical S-type loonshot, a software standard, and lost the war.

The climate for relationships within an innovation group is shaped by the climate outside it. Having a negative instead of a positive culture can cost a company real money. During Seagate Technology’s troubled period in the mid-to-late 1990s, the company, a large manufacturer of disk drives for personal computers, had seven different design centers working on innovation, yet it had the lowest R&D productivity in the industry because the centers competed rather than cooperated. Attempts to bring them together merely led people to advocate for their own groups rather than find common ground. Not only did Seagate’s engineers and managers lack positive norms for group interaction, but they had the opposite in place: People who yelled in executive meetings received “Dog’s Head” awards for the worst conduct. Lack of product and process innovation was reflected in loss of market share, disgruntled customers, and declining sales. Seagate, with its dwindling PC sales and fading customer base, was threatening to become a commodity producer in a changing technology environment. Under a new CEO and COO, Steve Luczo and Bill Watkins, who operated as partners, Seagate developed new norms for how people should treat one another, starting with the executive group. Their raised consciousness led to a systemic process for forming and running “core teams” (cross-functional innovation groups), and Seagate employees were trained in common methodologies for team building, both in conventional training programs and through participation in difficult outdoor activities in New Zealand and other remote locations. To lead core teams, Seagate promoted people who were known for strong relationship skills above others with greater technical skills. Unlike the antagonistic committees convened during the years of decline, the core teams created dramatic process and product innovations that brought the company back to market leadership. The new Seagate was able to create innovations embedded in a wide range of new electronic devices, such as iPods and cell phones.

Cultivating loyalty is a tricky business. It requires maintaining a rigorous level of consistency while constantly adding newness and a little surprise—freshening the guest experience without changing its core identity.” Lifetime Network Value Concerns about brand fickleness in the new generation of customers can be troubling partly because the idea of lifetime customer value has been such a cornerstone of business for so long. But while you’re fretting over the occasional straying of a customer due to how easy it is to switch brands today, don’t overlook a more important positive change in today’s landscape: the extent to which social media and Internet reviews have amplified the reach of customers’ word-of-mouth. Never before have customers enjoyed such powerful platforms to share and broadcast their opinions of products and services. This is true today of every generation—even some Silent Generation customers share on Facebook and post reviews on TripAdvisor and Amazon. But millennials, thanks to their lifetime of technology use and their growing buying power, perhaps make the best, most active spokespeople a company can have. Boston Consulting Group, with grand understatement, says that “the vast majority” of millennials report socially sharing and promoting their brand preferences. Millennials are talking about your business when they’re considering making a purchase, awaiting assistance, trying something on, paying for it and when they get home. If, for example, you own a restaurant, the value of a single guest today goes further than the amount of the check. The added value comes from a process that Chef O’Connell calls competitive dining, the phenomenon of guests “comparing and rating dishes, photographing everything they eat, and tweeting and emailing the details of all their dining adventures.” It’s easy to underestimate the commercial power that today’s younger customers have, particularly when the network value of these buyers doesn’t immediately translate into sales. Be careful not to sell their potential short and let that assumption drive you headlong into a self-fulfilling prophecy. Remember that younger customers are experimenting right now as they begin to form preferences they may keep for a lifetime. And whether their proverbial Winstons will taste good to them in the future depends on what they taste like presently.

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,

21. THE HABIT OF INDISCRIMINATE SPENDING. The spend-thrift cannot succeed, mainly because he stands eternally in FEAR OF POVERTY. Form the habit of systematic saving by putting aside a definite percentage of your income. Money in the bank gives one a very safe foundation of COURAGE when bargaining for the sale of personal services. Without money, one must take what one is offered, and be glad to get it. 22. LACK OF ENTHUSIASM. Without enthusiasm one cannot be convincing. Moreover, enthusiasm is contagious, and the person who has it, under control, is generally welcome in any group of people. 23. INTOLERANCE. The person with a "closed" mind on any subject seldom gets ahead. Intolerance means that one has stopped acquiring knowledge. The most damaging forms of intolerance are those connected with religious, racial, and political differences of opinion. 24. INTEMPERANCE. The most damaging forms of intemperance are connected with eating, strong drink, and sexual activities. Overindulgence in any of these is fatal to success. 25. INABILITY TO COOPERATE WITH OTHERS. More people lose their positions and their big opportunities in life, because of this fault, than for all other reasons combined. It is a fault which no well-informed business man, or leader will tolerate. 26. POSSESSION OF POWER THAT WAS NOT ACQUIRED THROUGH SELF EFFORT. (Sons and daughters of wealthy men, and others who inherit money which they did not earn). Power in the hands of one who did not acquire it gradually, is often fatal to success. QUICK RICHES are more dangerous than poverty. 27. INTENTIONAL DISHONESTY. There is no substitute for honesty. One may be temporarily dishonest by force of circumstances over which one has no control, without permanent damage. But, there is NO HOPE for the person who is dishonest by choice. Sooner or later, his deeds will catch up with him, and he will pay by loss of reputation, and perhaps even loss of liberty. 28. EGOTISM AND VANITY. These qualities serve as red lights which warn others to keep away. THEY ARE FATAL TO SUCCESS. 29. GUESSING INSTEAD OF THINKING. Most people are too indifferent or lazy to acquire FACTS with which to THINK ACCURATELY. They prefer to act on "opinions" created by guesswork or snap-judgments. 30. LACK OF CAPITAL. This is a common cause of failure among those who start out in business for the first time, without sufficient reserve of capital to absorb the shock of their mistakes, and to carry them over until they have established a REPUTATION. 31. Under this, name any particular cause of failure from which you have suffered that has not been included in the foregoing list.

Dear KDP Author, Just ahead of World War II, there was a radical invention that shook the foundations of book publishing. It was the paperback book. This was a time when movie tickets cost 10 or 20 cents, and books cost $2.50. The new paperback cost 25 cents – it was ten times cheaper. Readers loved the paperback and millions of copies were sold in just the first year. With it being so inexpensive and with so many more people able to afford to buy and read books, you would think the literary establishment of the day would have celebrated the invention of the paperback, yes? Nope. Instead, they dug in and circled the wagons. They believed low cost paperbacks would destroy literary culture and harm the industry (not to mention their own bank accounts). Many bookstores refused to stock them, and the early paperback publishers had to use unconventional methods of distribution – places like newsstands and drugstores. The famous author George Orwell came out publicly and said about the new paperback format, if “publishers had any sense, they would combine against them and suppress them.” Yes, George Orwell was suggesting collusion. Well… history doesn’t repeat itself, but it does rhyme. Fast forward to today, and it’s the e-book’s turn to be opposed by the literary establishment. Amazon and Hachette – a big US publisher and part of a $10 billion media conglomerate – are in the middle of a business dispute about e-books. We want lower e-book prices. Hachette does not. Many e-books are being released at $14.99 and even $19.99. That is unjustifiably high for an e-book. With an e-book, there’s no printing, no over-printing, no need to forecast, no returns, no lost sales due to out of stock, no warehousing costs, no transportation costs, and there is no secondary market – e-books cannot be resold as used books. E-books can and should be less expensive. Perhaps channeling Orwell’s decades old suggestion, Hachette has already been caught illegally colluding with its competitors to raise e-book prices. So far those parties have paid $166 million in penalties and restitution. Colluding with its competitors to raise prices wasn’t only illegal, it was also highly disrespectful to Hachette’s readers. The fact is many established incumbents in the industry have taken the position that lower e-book prices will “devalue books” and hurt “Arts and Letters.” They’re wrong. Just as paperbacks did not destroy book culture despite being ten times cheaper, neither will e-books. On the contrary, paperbacks ended up rejuvenating the book industry and making it stronger. The same will happen with e-books. Many inside the echo-chamber of the industry often draw the box too small. They think books only compete against books. But in reality, books compete against mobile games, television, movies, Facebook, blogs, free news sites and more. If we want a healthy reading culture, we have to work hard to be sure books actually are competitive against these other media types, and a big part of that is working hard to make books less expensive. Moreover, e-books are highly price elastic. This means that when the price goes down, customers buy much more. We've quantified the price elasticity of e-books from repeated measurements across many titles. For every copy an e-book would sell at $14.99, it would sell 1.74 copies if priced at $9.99. So, for example, if customers would buy 100,000 copies of a particular e-book at $14.99, then customers would buy 174,000 copies of that same e-book at $9.99. Total revenue at $14.99 would be $1,499,000. Total revenue at $9.99 is $1,738,000. The important thing to note here is that the lower price is good for all parties involved: the customer is paying 33% less and the author is getting a royalty check 16% larger and being read by an audience that’s 74% larger. The pie is simply bigger.

Picture a small South American dictatorship, weakened by economic stresses and a popular demand for more freedom, resulting from the existence of a laissez-faire society nearby. What would the dictator of such a country do if faced by a large and powerful insurance company and its defense service (or even a coalition of such companies) demanding that he remove all taxes, trade restrictions, and other economic aggressions from, say, a mining firm protected by the insurance company? If the dictator refuses the demand, he faces an armed confrontation which will surely oust him from his comfortable position of rule. His own people are restless and ready to revolt at any excuse. Other nations have their hands full with similar problems and are not eager to invite more trouble by supporting his little dictatorship. Besides this, the insurance company, which doesn’t recognize the validity of governments, has declared that in the event of aggression against its insured it will demand reparations payments, not from the country as a whole, but from every individual directly responsible for directing and carrying out the aggression. The dictator hesitates to take such an awful chance, and he knows that his officers and soldiers will be very reluctant to carry out his order. Even worse, he can’t arouse the populace against the insurance company by urging them to defend themselves—the insurance company poses no threat to them. A dictator in such a precarious position would be strongly tempted to give in to the insurance company’s demands in order to salvage what he could (as the managers of the insurance company were sure he would before they undertook the contract with the mining firm). But even giving in will not save the dictator’s government for long As soon as the insurance company can enforce noninterference with the mining company, it has created an enclave of free territory within the dictatorship. When it becomes evident that the insurance company can make good its offer of protection from the government, numerous businesses and individuals, both those from the laissez-faire society and citizens of the dictatorship, will rush to buy similar protection (a lucrative spurt of sales foreseen by the insurance company when it took its original action). At this point, it is only a matter of time until the government crumbles from lack of money and support, and the whole country becomes a free area. In this manner, the original laissez-faire society, as soon as its insurance companies and defense agencies became strong enough, would generate new laissez-faire societies in locations all over the world. These new free areas, as free trade made them economically stronger, would give liberty a tremendously broadened base from which to operate and would help prevent the possibility that freedom could be wiped out by a successful sneak attack against the original laissez-faire society. As the world-wide, interconnected free market thus formed became stronger and the governments of the world became more tyrannical and chaotic, it would be possible for insurance companies and defense agencies to create free enclaves within more and more nations, a sales opportunity which they would be quick to take advantage of.

The list goes on, and the only thing I’ve said NO to was having a live tiger at an open house—that’s just going too far. But it was that first big deal with Mr. X that showed me the true power of YES when it comes to making volume sales. I sell more because I say YES when other people would say no, and I can keep moving a client forward until that deal is done. Saying yes to every opportunity was my way of believing in myself and showing everyone I was the best—even when I wasn’t. I’ve also learned that quickly flipping negatives into positives will help you close deals faster and more frequently. Sometimes this is as simple as asking yourself, “Is this negative really even a negative?” For example, if I’m selling an apartment with no light I’ll push this as a positive to a client who is almost never home, or only home at night. Why pay for a view you won’t even see? Take the time to think about the usual objections you have in your area of sales; it’s likely you’ll hear the same objections over and over. How can you show clients that this isn’t really a negative? How can you turn this around? Anticipating objections and immediately turning them into positives will result in you selling more. Get ready to juggle more balls and cash bigger checks! AN UNEXPECTED SALES WEAPON: IMPROV If you visited my office on a random Monday morning during our team meeting, you might think you had mistakenly walked into a circus or a lunatic asylum.

was positively Shakespearean. The hero brought low at the very moment of his triumph. The house was up for sale, the bags all but packed, and suddenly – bang. It all comes crashing down around his ears.

social profiles shows that in just the first half of 2018, the skills in highest demand were leadership, management, communications, sales, and problem solving.19 (See Figure 1.1.) This all sounds promising: Human skills are in higher demand than ever, and we appear to be well positioned (as humans) to demonstrate those uniquely human skills.

Deep in my core I believed I could sell this apartment. I was positive I could. Ready, set, GO! I called everyone. I spent the entire day emailing and calling people, trying to find a buyer. I never stopped believing I could pull this off. And it worked—I found one! After two weeks of negotiations, contracts were signed. Sold!

tougher than Jim Chambers. As Jim began to call out profit margins and supply costs, Ariel almost smiled, remembering her first year in Paris, when a mercurial sous chef had thrown a frying pan full of escargots at her. She’d stepped into his position three months later and then head chef three months after that. She wasn’t scared of little ol’ Legacy Jim. Sales had been slipping, sure, but the mismanaging heir apparent was looking for a scapegoat, not a solution. It was completely and utterly unfair that she was apparently the one he was trying to lead to the slaughter. She stood her ground. “This isn’t what your father would have wanted,” she said resolutely. “And it isn’t what I signed up for. There must be a compromise.” Jim’s face began to mottle and then flush fully.

Of late, I have been attempting to increase the number of women employees at Joyalukkas. A few years ago, we hired six young women for our India operations, and I have been deeply impressed by their dynamism and dedication. They have exceptional sales skills and can handle any assignment. I intend to promote women as assistant managers and managers at our stores. I also envisage senior positions for women at our corporate office, particularly in HR and marketing.

Leave magical first impressions Become your clients’ #1 trusted advisor Communicate the value you’re bringing to the table Overcome any sales resistance Inspire, motivate, and positively influence anyone around you

What’s Slipping Under Your Radar? Word Count: 1096 Summary: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. Keywords: Dr. Karen Otazo, Global Executive Coaching, Leadership Article Body: Ben, a high-level leader in a multi-national firm, recently confessed that he felt like a bad father. That weekend he had messed up his Saturday daddy duties. When he took his son to soccer practice, Ben stayed for a while to support him. In the process, though, he forgot to take his daughter to her piano lesson. By the time they got to the piano teacher’s house, the next student was already playing. This extremely successful businessman felt like a failure. At work, one of Ben’s greatest strengths is keeping his focus no matter what. As a strategic visionary, he keeps his eyes on the ongoing strategy, the high-profile projects and the high-level commitments of his group. Even on weekends Ben spends time on email, reading and writing so he can attend the many meetings in his busy work schedule. Since he is so good at multi-processing in his work environment, he assumed he could do that at home too. But when we talked, Ben was surprised to realize that he is missing a crucial skill: keeping people on his radar. Ben is great at holding tasks and strategies in the forefront of his mind, but he has trouble thinking of people and their priorities in the same way. To succeed at home, Ben needs to keep track of his family members’ needs in the same way he tracks key business commitments. He also needs to consider what’s on their radar screens. In my field of executive coaching, I keep every client on my radar screen by holding them in my thinking on a daily and weekly basis. That way, I can ask the right questions and remind them of what matters in their work lives. No matter what your field is, though, keeping people on your radar is essential. Consider Roger, who led a team of gung-ho sales people. His guys and gals loved working with him because his gut instincts were superb. He could look at most situations and immediately know how to make them work. His gut was great, almost a sixth sense. But when Sidney, one of his team of sales managers, wanted to move quickly to hire a new salesperson, Roger was busy. He was managing a new sales campaign and wrangling with marketing and headquarters bigwigs on how to position the company’s consumer products. Those projects were the only things on his radar screen. He didn’t realize that Sidney was counting on hiring someone fast. Roger reviewed the paperwork for the new hire. It was apparent to Roger that the prospective recruit didn’t have the right background for the role. He was too green in his experience with the senior people he’d be exposed to in the job. Roger saw that there would be political hassles down the road which would stymie someone without enough political savvy or experience with other parts of the organization. He wanted an insider or a seasoned outside hire with great political skills. To get the issue off his radar screen quickly, Roger told Human Resources to give the potential recruit a rejection letter. In his haste, he didn’t consult with Sidney first. It seemed obvious from the resume that this was the wrong person. Roger rushed off to deal with the top tasks on his radar screen. In the process, Sidney was hurt and became angry. Roger was taken by surprise since he thought he had done the right thing, but he could have seen this coming.

But now I understand that it’s the journey that counts, not the destination. That heroic journey back to Focus, even when it has to be repeated countless times, is what tilts the scale toward bliss. St. Francis de Sales (1567–1622) wrote, “If the heart wanders or is distracted, bring it back to the point quite gently . . . and even if you did nothing during the whole of your hour but bring your heart back . . . though it went away every time you brought it back, your hour would be very well-employed.” It’s like flipping a switch that’s programmed to be in the “off” position. You notice you’re in the dark, and you flip the switch to “on.” You’re in the light (Focus). But then the switch flips back again, because that’s its default position (Mind Wandering). You again notice you’re in the dark (Awareness). So you flip the switch again (Shift). You’re in the light again (Focus). Discover you’re in the dark, and you regard it as a signal to flip the switch back on again. Do this often enough, and the ratio of dark versus light changes.

But now I understand that it’s the journey that counts, not the destination. That heroic journey back to Focus, even when it has to be repeated countless times, is what tilts the scale toward bliss. St. Francis de Sales (1567–1622) wrote, “If the heart wanders or is distracted, bring it back to the point quite gently . . . and even if you did nothing during the whole of your hour but bring your heart back . . . though it went away every time you brought it back, your hour would be very well-employed.” It’s like flipping a switch that’s programmed to be in the “off” position. You notice you’re in the dark, and you flip the switch to “on.” You’re in the light (Focus). But then the switch flips back again, because that’s its default position (Mind Wandering). You again notice you’re in the dark (Awareness). So you flip the switch again (Shift). You’re in the light again (Focus). Discover you’re in the dark, and you regard it as a signal to flip the switch back on again. Do this often enough, and the ratio of dark versus light changes. In each meditation, you’re gradually in Bliss Brain more than you’re out. Each deliberate flip of the switch is a declaration to the universe that you’re committed to being in the light. It isn’t the length of time you’re in the light that counts; it’s the moments you’re in the dark and flip the switch yet again.

Height’s most consequential positive association is with income, because money in modern societies does buy better nutrition, habitation, healthcare, and education. New York University’s professor Enoch Burton Gowin presented the first systematic review of the link in 1915 in his book on The Executive and His Control of Men: A Study in Personal Efficiency: bosses were taller than employees, bishops taller than preachers, sales managers taller than salespeople.

I managed to find a small spot to squeeze my bike's handlebars in between a few other fast-looking machines. As I set my helmet and shoes in position for a quick getaway, one of my new neighbors stepped up. He introduced himself and asked me how I thought I would do in the race. Not a standard question, I thought. I told him I just wanted to finish and end the race with a smile. He was not impressed.

By contrast, public health researchers place these same policies near the bottom of their list. Their top policy choice — barring gun sales to people deemed dangerous by a mental health provider with just over a 6 out of 10 rating — is the fifth most valued policy by criminologists (4.88), but their other top policies aren’t viewed positively by criminologists.