Rescuers complex.

In the beginning the client had a concrete set of images in their mind.  The sales person job is much like a lawyers. The client is like the jury members both waiting and needing to be swayed.

Through the use of  multi-media animation built up from photographs and videos that superimpose a graphic image into the mind of the client the animation gives the client a clear illustration of both the current situation and

• what may occur without your companies intervention, products or a design change.
• what might have actually happened. 

Either way the client goes the sales person follows up with a lead that takes the client through the opportunity door.

Just to practice 

1. Choose a picture from the newspaper. 
2. Draw a ring around some thing that may not be right, could go wrong or looks better with your product there.
3. Attach the picture to the reflective glass or an actual mirror surface you are standing in front of. 
4. Look into your eyes and practice saying out loud 

                               "Of course with these products this has changed, that would have been different, cost

                                factors verses compensation or insurance damages.... "

How would you feel when someone points out little things that leave niggling doubts. Now  that sales person sends you information to help you. Ahh! the rescuers complex in action.  

Close the sale now. Make a follow up date - to be confirmed of course. Move on to the next appointment. 

Way to Go Sales Team.

A sales team  is part of the overall business workforce.  Literally any business is in business to show a profit thus keeping the share holders happy, the employees employed, the bills paid and expenses managed. This said the employees take their professional bearings along with their attitudes lead from the businesses management.

A business that supports the environment it is in in a manner which overcomes challenges (both major and minor) will in turn lead the way for their employees and others that it interacts with greater ease,  manages to grow from adversity, then turns potentially negative events into positive ones can harvest that same flow of energy through their structure.  Effectively the benchmarks the company sets are passed on through the staff. Both the staff, other stakeholders and the business becoming more resilient, responding to change pro-actively rather than resisting any change factors.  After all where would you now be should electricity then light bulbs not have been invented?  Way back before then what about the garnishing of fire embers and the shaping of a wheel?

Business and people who develop the right attitude, actually become aware, develop an internal Locus of Control managing to cultivate optimism social support through a sense of humor. Meanwhile as the staff are encouraged to exercise , to explore their spiritual side  they are also prompted not to give up.

Given this positive atmosphere that is moving forward what hope does the sales team have but to emulate it and come up smiling.  Way to Go.

Resilience in our Sales People.

Selling and Sales People go hand in hand ... correct?  Like so many other positions stress and its associated triggers also are right there too.  So, how does a sales person have the ability that enables them to adapt, therefore deal with stressful selling situations? Add to this the external disasters that good sales people are able to turn into a profitable situation for both client, the business they represent and their own bank balance.  Yet every one, in the three way situation, feels satisfied as they hold firm to the belief of a job well done!

The trick is that the sales person has learned to adapt a "roll with the punches " attitude.  The benefit is that by adapting to adversity the minor or major stress factors and life changes have less impact.

Lets start with the smaller practical factors with sales.

• Know who you are.
• Have belief in what you are selling.
• Expect the help you ask for to be given.
• Keep a tab on the follow ups.
• Do your paper work
• Present well, be courteous, mannered and leave with grace.

Now the slightly harder ones.

• Acknowledge that when you are selling there will be many who are not buying.  Simple fact. Live with it or do what you have been taught to do about it.
• When you cold call there will be many knock backs. Acknowledge there is a roller coaster ride to sales. Know that you are supported on the bad days, give out to others on these days to. Be part of a forward moving team. Celebrate both the good and bad achievements. 
• Rebalance and move on.
• Wow! Are they having a bad hair day or what?  Do not take their bad hair day on or it will follow you and your sales team around like a bad smell.

All these things bring about emotional changes and surprises. How you deal with these ups and downs, negatives, knock backs, frustrations, what your family members are doing [ or could be doing] may have been observed during your infancy and may even carry through into your selling period.  Note that the resilience you are looking for can and should be developed with a little effort.  Resilience is not resistance. Resilience is not a matter of blocking, out but of how you hold onto the challenge, grab a duster and flick away a few fears, then get on with the job of selling.

That paperwork again!

• Paper work is important, be it through pen on paper or multi media means. Channelling the correct paper work through the parties involved keeps communication up front and moving on. Keep your finger on the pulse here through tracking the information as it goes through the organisation you are representing.
• Reports are a two way means of keeping everyone informed.
• Updating the journal and diary entries you keep. 
• Filling out the surveys.
• Reading newspapers, the net, and stream lined emails will assist in keeping you ahead or just on top of what is happening. The possibilities are endless so act on them yourself or through contacting your head salesman or other appropriate person.

• Today the use of multi media is prevalent.  Should things ever go to court what bis actually written in hard copy stands up in court. Anything else is an opportunity for fraud as it can be electronically tampered with or whipped out in a instant. Yes the disks may be unscrambled... at whose cost?.

Interacting and communicating with others

Having gained, practised and put into place effective people skills takes time, commitment and effort. Interacting with your business, employment or those who are you target audience challenges and expands these skills still further. Using these skills to communicate with people, while they in turn have a base to form trust from, is a method successful used effective sales people.

To the point - to gain successful sales means that the sales person has to use effective people skills, backed up through supported decision making processes. Backing management allows the new sales person to reach a decision on their own, implement that decision, take responsibility for the outcomes from that decision, move forward having learned from the actions and counter reactions.

 Primarily for the sales person to obtain the help that enables them to further develop confidence, communicate well and establish a rapport with other people, an initial stepping stone should be implemented. This could be as simple as using the introductory and handshake phase to garner the control of the situation. to have this control stabilised and past through to others the whole time you are their selling.

Once the people skills go up, the sales go up. Confidence is given by both parties. People like the way business is handled.  They become relaxed. The people skills go up to a new bench mark level.

And now we have... who are you?

As an persons gains confidence in what they are doing and how this is perceived by their colleges and peers their comfort zone are widened.  The attitude to trying new and a wider variety of 'new' challenges and concepts increases.  What has been learned in other areas of their life gets 'readjusted' to suit this new environment. That person will have both an increasingly effective performance range and depth across a series of situations.  They will have an accumulation of 'book' knowledge and environmentally absorbed knowledge. How they apply this knowledge is what an employer is looking for.

When someone sees a job that they want to apply for they make enquiries and go through the motions.  Resume may still be of some importance.  However the employer wants to know that you can do the job, bring in new spheres and dimensions with the minimal amount of training and down time.

Writing up a list of assets, presenting yourself both in person as well as on line is of greater importance.  Research into your background is now a given and acceptable benchmark before you get into the interview stage. Another step is understanding the vision and mission statements of that business, then tailoring yourself into that frame of mind. Literally making yourself into what that business wants... and what that business wants is you.

Are you prepared to sell yourself?

The ass way of doing things

Adopting a dualistic approach to building a successful business just does not work.  Effectively disharmony crashes in through the door when a business is trying to work at two poles apart. If the primary head of the business wants to work with two polarities, on the one vision, then there is a wide gap between all facets of the business. What must happen is that the range of activities either comes closer merging in a mediocre nature [of the middle line] or the diversification must slow down while one pole of activity is built, then the other. Mildly putting it - either way the owner of the business will not be satisfied. Diversionary tactics must be unleashed so that the owner will get out of your hair while you correct up the mess and deal with the other problems.

Communication is a form of 'art'. ...An art form.   Just try and explain to someone who is used to seeing their world from one perspective how to change what and how they see things - through the eyes of another.  That person knows about  what is out there.  They may be very aware of how everything fits into place.  What that person has not yet experienced is how to use their 'learned' knowledge into something of use to them.to fit into  this present situation.

For instance a person dealing in sales may have a retail certificate.  Yes they know how sales are conducted after the point of choice being confirmed. What they do not yet have is the practical working knowledge of how to use this retail certificate theory in  another work related sales area.  For instance a sales staff member re-learning their trade to become part of a Sales Markets sweep team.  One that goes from business to business 'drumming up business'. Rather than working together to overcome a "knowledge argument" qualia the two 'sides' involved in the performance argument get into the non- progress mode and will not address conflict.  One yell at the other and lets off steam, the other does not perform well with their tasks. Now they are in trouble.

While helping to diversify base line of the business I am working with a needs analysis was complied.
The following was found:

Primarily links between teams was of a low to very poor level.

• There was no sales coming in. The reasons were various, hard hitting. Overall this issue needed to be dealt with while simultaneously creating anew and building another sales team up.
• Other than a practically non-existent sales team the main thrust of the business did not know how business is garnered.
• The main business source of the income were simply being mismanaged by people with hidden agendas.
• In house training appeared one sided as performance issues were not being resolved.

In summary there was a conflict occurring.  The resolution became clear when the situation was viewed from outside the "box".  Since not everyone could, or wanted to, become position C it meant that everyone coming in would go through Position A, then be on- trained trough to B or C, or D e.t.c. The rational is that with everyone knowing exactly how hard the "drumming of the business was to get" the people in the original position C, as well as the expanded positions B, D, E... would better appreciate their role in building the business business up.  In short the professional performance would be better benchmarked to. While this better performance was adhered to other business would come through as customers would benefit and refer on in a positive word of mouth format. 

The practical side of this is that the business sales team has grown. The new ones are being mentored by those with various skills and now sales experience.  The person in head of sales has begun to coordinate where the base sales team are going each day, they have a follow up-sheet presented to them that was collated from the knock back lists the day before.

During the week those in sales communicate by phone, text, knock back sheets, follow up sheets and in house dialogue.

Once a week there is a sales team meeting. All issues and strategies are open for dialogue. 

Developing the strategy, while implementing the logistics of having a functioning, creative and active sales team as part of the in-house training has already see positive effects. 

Way to go

Cowardice is a form of In-built self-defence. The energy spent by not raising to meet new benchmarks every day of our lives, sucks our potentials away until there is nothing left, but a husk of our former selves. So be reflective, make adjustments but get out there and expand your comfort zone.

Recently I was in dialogue with a few members of our direct management team.  Having a list of what was actually holding up the inward money flow was an important step. The list was a tangible face facts mission statement.  Laid out for all of us to see.  Now action could be taken.  Importantly responsibility for that action was also both acknowledged and given.  Sounds strange one would say.  But if the upper management will not divulge some aspect that places all the pieces together, then others on the team  have difficulty fighting through the floss of what actually needs doing.

• Action one: Related to name changes of business. Owners only could do this.
• Action two: Update and sort out the financial aspects of the books.  Owners, accountant and book keeper to achieve this.
• Action three: Lay out the five year plan for the business. Owners to have major input.  Each person within the business circle to add their contributions to the main projections of goals. My field here was to connect  all the pieces and on sell the ideas as they emerged from concept to a marketable time management program.
• Action four: Public Relations development  - primarily my field. With the business teams skills/ talents/ dreams and desires lists a future development pathway has be pencilled out. 
• Action five: Develop the teams to active these goals.

Although all of us had actions, none of us could effectively do anything, unless we communicated to work together, cognitively was hampered. Then with cohesive working ability got out there and made it happen.

It is happening

The wheel is round, it has no end.

When a fresh new person goes into a new employment area they are mentored. While that new person intermingles with people with more experience, various skills and knowledge basis levels, they are being directed into keeping that business on track within the businesses practices according to that business's charter. The new person has to allow themselves to be mentally probed, opened up, redirected and re-trained in order for that business to accept both themselves and their skills within that business inclusivly protective walls.  This said- what is experienced by the new person, that new person will do back to the business.   Each are looking for a level of safety, survival, security and longevity.

 There are many unknowns and "gray areas" for all to consider. As the new person settles in and works towards being accepted, many things implode on their comfort zones. Mentors provide a bridging gap between the business processes and internal social gap and the new employees knowledge base. When a gaping void between two benchmarks is discovered by the newer employee they become aware of yet another grey area to bring to the Mentors attention. As this discovery process is happening the new employee is shown how things are actually are, compared to how things should be. Seen with a different perspective the Mentor explains what the company is going to do about the tangible and intangible aspects that have created that said void. Does the company have policies, how are these policies implemented? Who needs to know about it? Mentors have a place in training the new employee through the processes.

Voids need to be dealt with not covered up.

 Negative vortex's on the other hand are like a whirl wind. Vortexes [positive or negative] disturb the peace and progress. Usually there are other smaller vortex trailing around and behind a central Vortex. Each feeding off the other until the course of events has travelled its path.  Nothing is ever the same again. As the destructive negative vortex gets nearer the voids around them get dragged into the negative of that vortex.  The solid foundations and walls of any business needs to have been strengthen through reinforcement, not temporally shored up [propped up].Using the example of the Global Financial Crash [GFC] of 2008 as an example of an external negative vortex many business's that did not have the foresight or resources suffered greatly. While some were never heard of again others had the forethought, or ability, to have changed their focus, to  fix up weak areas, while staying afloat managed to stay in business. While some business later sold up others took the hits and stood the test of time For instance Marketing America had $80 million dollars in their bank mid October 2011.  This company was only 15 years old at that point. Why was what Marketing America working causing a large growth rate during the years from the GFC to then? One answer is that the motto of the Marketing Australia motto is "Built on Product. Powered by People". Through mentoring processes Marketing America taught it's values and ethics. As a 'family' of people moving forward sharing a common vision Marketing America strength in it's strategies did not allow the GFC negative vortex to brake up the business. In this example Marketing America is seen as a positive vortex. As a result many people have benefited.  Literally a negative vortex hit a positive vortex.

New employees or members, questions are a form of constant evaluations regarding the process, strengths and weakness of company policy and methodology. Therefore there is the likelihood that a newer employee, who sees things through a different perspective, may see the voids or approaching negative vortex more clearly will be greater. This newer perspective is what the mentor needs to nurture - or it might get squished and not flourish. A negative result is that the business falters and does not grow.

 Any business that does not take note of the voids, putting into place methods to deal with the said void  through an ongoing complete needs analysis and evaluation  is heading for trouble.  The new persons ability to communicate with others, particularly the mentor, to brainstorm what is actually happening as a team effort, to acknowledge and take the steps of what needs to be done in combination to how the business charter repairs the gray area is very valuable to the business. The mentor should respect, nurture and develop this leadership potential 

The mentor not only offers protection with knowledge but boundaries and support to that new employee. The flip side of this support being given is that the Mentor receives loyalty, understanding and full honest communication as this two way path is earned.  Understand these two things.

• The mentor and the new employee will develop a bond. 
• All training, understanding, knowledge etc is energy. This energy does not flow between one and another in a circular motion.  Unlike a vortex the Mentor will not suck the employee into their forcefield and turn the emplyee into their clone.  Instead the energy flows in a figure of eight pathway crossing over at two polar points. At these polar points other pathways of energy exchange are occurring.  At the end of the mentoring both the employee and the mentor have shared and grown. They will still be individuals with ideas, brain patterns and methods of doing something to achieve the same outcome slightly varying. A new er employee may be mentored by either of the above and the company strengthens and benefits. 

Mentors are there to reinforce those with less knowledge, on the wise choices to make. When the newer employees unwise choices result, or short cuts skipped, have effectively back fired and proceed then to fall apart, then  the mentor has already a network set up to halt the total onset of destruction. The mentor incorporates the company charter, the laws of the land, ethics, cultural awareness and a sense of morals into the redevelopment of the employee and their actions while using the mentors own skills, knowledge and networks to teach the employee the five basic things. These being -who, what, when, where and how things are meant to be, how they should be.

 The circle is round and knows no end. New trends will open new voids. New employees or members mean new looks into the procedures. Among other things the introduction of time management and technological advancements are moving and changing the business culture along with them. Through the reinvestment of time, energy and sound knowledge,  the employee and their skills do not disappear thus the business's growth will continue to flourish.

The business will have developed methods to rise and meet other new challenges. The business of mentoring does not reinvent the wheel.  However mentoring allows a team effort to have the wheel ready [in storage and checked out when necessary] for a flat tyre not to turn into a major disaster.

A "two sides of the coin" concept.

Willpower is a term for helping us grasp an intangible concept. A concept that all through lives people can be trained in, while training and exercising their brain to daily strengthen the willpower which prompts healthy life choices.

Another intangible concept is hindsight. Although hindsight is supposed to bring wisdom often the knowledge gained being released once it is too late for the first protective offensive.  Bad habits then need to be broken.  Our minds, bodies, families and peers retrained enabling the 'us' to stay on track and reach for the new foundation goals.

This being said how does one gain a functioning, resourceful, thinking on feet sales team?  One that pushes their subliminal limits, over comes hurdles at a mear thought and charges in where angles fear to tread??



References:
Luminosity
The Sydney Morning Herald

Step 1 with business communication building structures

Communication begins at home right?

Replace the word home with "business". Now choose one or more of the following add ons:

• Between the others and you <-> you and the others.
• Between yourself and what you want <-> what you want and what the others need you to do.

The third one is : What you want to do <-> what your body limits are !

Take three pieces of paper strips. label them as above.

Place the  <-> above each other, while the "arms" form a six pronged star.

The star is actually a six forked communication process that meets up through a central point. To have balanced energy flow the 'energy' must always be able to flow from one side to the other and back again continuously in harmony. Back a forward.

 Sometimes the amount of pressure the incoming arm exerts on the meeting point may block up and try to force a blow out or take over of the focal meeting point.  Should this happen the equilibrium of the six armed communication meeting point is thrown out of balance. 

Imagine a person who begins work for what ever the reasons are. In the beginning all three communication junctions are functioning evenly. Energy comes.  Energy flows through the other arms interchanging with energy from the other arms.  Harmonious. 

Both the person, and those around them, are able to communicate. Knowledge and skills are passed on and freely swapped.  The business prospers.

Over time the communication from one arm is either choked off or blocked off.  The arm becomes  toxic. Effecitively communication gangreen sets in.  The wellness balance is affected. No one knows what is happening, what needs to happen and why it is happening.

In an ideal world this point would not be reached.  people leave, contacts and contracts being to vanish. tensions rise. the blame game occurs.  No matter what way it is seen the situation fast destructs into a Lose / Lose situation.

To begin to rectify this situation watch what is happening.  Now Is what is happening process falling within the business or project charter? 

• Collect data. 
• Create a needs analysis from what you see happening.
• Compare what is happening to the benchmarks set out in the business / project charter.
• The part [gray area] between what is happening and what is desired to happen is the focus of the needs analysis.
• Draw up a needs analysis. 
• Ask for help with this project.

When people start to come on board the attitude will change.  Be warned it is a long road to get to the end.  However the journey with many people travelling in the same direction is usually fun, fulfilling and very rewarding.

*

Listing the challenges faced.

Needs analysis re a one month project called 'The 2011 Traralgon Show'

 The challenges are laid out as follows

• time frame differences.
• transportation means unable to meet timetable.
• language struggles.
• forming a work in progress team of basically unknown people.
• talents and skills of the team are not known to others or maybe the work in progress team members themselves.
• depth of understanding re where a project fits into the overall scheme of lang term goal.
• experience / depth of use re using an IT media. 
• the variety of IT gadgets that can be used to used to participate.
• using a means of communication that brings all the ideas "to the Table" for further co-development without loosing any that may be used in another activity project.
• stream lining these ideas into a media [blog] with which many are uncomfortable using.  

Read more for the strategies worked out

Strategies to meet the needs analysis

Follow on from listing the challenges
Strategies towards meeting needs analysis with the project

• Use a holistic approach that achieves a defined project focus.
• Define the project as -  2011 Traralgon Show- showcase 
• Ownership and 'creative license' by team members of project while developing that working team.
• Some initial working ethos to be there at the beginning while further development occurs.
• Use technology skills within group and their network.
• Train all members to have initial working ability that enables the members to participate in the intra-exchange of knowledge through the technology and skills levels already in action.
• Expand the comfort zones of team members so that use of new machinery, technology or situations are able to be turned into positive outcomes rather than fearful ones.
• Introduce through use of documentation that has instructions for use. 
• Successfully network through as many people and social networking sites as possible. 
• Have diverse multi stream employment opportunities within company guide lines.
• Create enough positive PR for flow on 'jobs' through the company to assist with above commitments.

Did I mention about the critical review happening  Transparency in the results and... it keeps on going. Just hang in there

Karma

A few years ago a young lady had an opportunity to gain experience as a secretary with some receptionist options.  The employment was with a firm that changed the rules as the boss desired.

During the actual time away from the home base the workers stuck together.  They did not like the fact that the employer had booked two rooms for 6 people.  The employers idea was to stick the young lady in with the seasoned men's sleeping dorm while he slept next door.  Luckily for the young lady one of the workers realised that he had worked with her father a few years earlier.   The young lady ended up next door so that she could do the typing required and not 'drive the men crazy with key board tapping' as she worked.

Things went from 'bad to worse' work wise.  The employer did not meet her wages, used her phone bill into the thousands, took her expensive reading glasses, only brought beer instead of coffee or tea. The workers tried to protect the young lady in her naivety. Eventually I was called onto the scene.

I had later talked to all the employees and found that they knew that after a hard 12 hour day -cutting logs up- they could come back to a substantial  home cooked meal, clean bedding and room.  All they had to do was put money in the food kitty and have a shower before they came to the table!

After two and a half months the young lady went home.  A ride to a highway was organised for her via the local off duty police man. A truck driver known to be a relative of the police man just happened to be passing and 'stopped' for a chat.  Strange as it may seem that truck just happened to be going past the young ladies door!.... about eleven hours travelling time away.

To this day nine years later I often wonder what happened to those men when the boss found out that the young lady had gone.  I had heard that the tuck had got impounded through men wanting what was their friends wages and expenses. that the employers wife had a holiday she had always wanted [care of the justice system] and that the employers business had ceased to exist and he was unemployable... or soon became unemployed.

Ho hum.

4 steps for a get 'there' goal.

The need is to directly communicate with others to achieve a goal.

Sometimes the awareness of the following dot point list is jumbled at best. Meaning the sequence of events may be repeated often until another step is moved through.

• Become aware that there is a potential negative aspect of work in progress.
• Complete a needs analysis
• Use the vision and mission as a support guide line.
• Work out strategies designed which enable the objectives to come within the guide lines. 

Our get there goal is to have a stall at the 2011 Traralgon Show.

Keep posted... just subscribe!!

Taking up a challenge to "market" a something into being that success where you and the employees get the maximum benefits in today's entrepreneurial world means that you need everyone's participation.

Induction and short weekly updates or training sessions mean that employees become aware and informed of decisions   Even better they have an opportunity for direct dialogue that affects that decision-making process.

With the decisions making processes having a full participation strategy the processes allow you to

• Know what you are actually marketing.
• What drawbacks to the typical approaches are in rolling out a shareable income.
• Current best methods are shared on 
• how to use a basic promoational mix that promotes the sales.
• who can do what within the firms contact basis.
• What communication strategies are set up, how they work and why the employee benefits when using them.
• What a few challenges are with marketing and promotion.
• Which best practices are when marketing the promotion.

  

Where is Meet Up taking me too?

The arts culture has really begun to use social media. The question is where will the use of the social media take them too and what are the outcomes?

The team members have set up a blogging group.Now that "Meetup.com has been introiduced into the urban sceen' ...is bringing together large crowds of similar-minded audiaences." writes Aine Creedon. With this coming together of people, talents and IT the art world, as we think we know it, will  continue to change, add new interfaces and dimensions.

As I read the article it looks like an objective was to reach into a wider audience. The strategy being through the use of social media and networking combination. Social Media for Communities article has reported is that through the social networking and social media forums of Blogging and twittering Arts Professionals are keeping abreast of the arts scene. The sheer amount of people participating in the arts genres has increased dramatically along with interactions of ideas developing a cross culture/genera influence through the art world it self.  Similar to how van Gough, Cezanne, Gogan and Seurat influenced the Twentieth century painting . The principles went wider and influenced the architecture, furniture. Social concepts flowed on into every day life.

“We use Twitter not only to connect with one another, but to share what we feel brings value to a larger online arts community,” said Ms. Merlino, senior marketing manager at the Guggenheim Museum. It has enabled us to form both professional and personal relationships that has provided countless opportunities for learning and collaboration.”

The spear headed movement includes both art professionals as well as interested stakeholders and others are keeping "up to date on creative new exhibits and lectures by following one another's updates on Twitter and using the" common hastag. While your at it, keep your friend in the loop and 'share' the post with your friends.

Yes the strategies for up -marketing the arts and culture of the world are benefiting from social media and social networking.




Reference
Linked In
Paint brush

Leadership knowledge comes from many venues in our lives. When you pass this information over where exactly have you got it from?  Everything we learn is retained within our cranium computer on a subliminal level.  Way in the back of the subliminal is our ethos on life, how we treat it and why we do things the way we do.

That said at the Leadership Training I attended [October 2011] Charlie Bear involved the audience in dialogue through many things. For example Charlie talked and showed the audience about business cards. I had seen most of this before in pieces.  Charlie joined all the dots. I remembered having used all these pieces over time.  Not as smooth as Charlie but I had used them for various things. Primarily to attain information about people I needed to re-contact with.

In my daily working life I introduced a new sales person into our team.

Firstly we went over the personal journal he is to keep.  How the tax man loved receipts. The receipts value when negatively gearing the sales income.

From this point we travelled through a approaching business. What the company we both work for want from him.  His daily log books, sales information updates, further procedures and so forth.

The part of the pre-induction I lead up to, then showed the new sales man that captured his attention was how and why to share contact information.  So simple and yet effective.  As I said I have used this with out knowing why or where I had the experience and information given to me. The lack of memory on my part relates back to a head injury twenty years ago.  Hence why I know that what goes in and is practised becomes subliminal. Charlie prompted my subliminal memory to associate what I had seen with what I had done. Hence the reason why I confidently showed the new sales person.

Today he starts. Tomorrow at nine I expect to see some contact details. These contact details will then be processed.  In the future these contact details will have commission dollars connected to them. 

Mission

Find, develop, redevelop and expand growth of company direction. 

Vision of CVE4me

To build communities that with give back into their wider community an attitude and standing within the communities functional life within which the people will know that they are of worth.