Why use a tie?

There are so many ways to tie a tie. Behind each knot is a load of history and tradition. When a sales person presents themselves to their prospective and current consumers they represent not only themselves but also everyone associated with the company they work through. So the correct wearing of a tie is enhancing the body language associated with presentation of  'the tie' build on the trust factors within the traditions but worn correctly are a subliminal stimulant towards forms profitable consumer relations.

 Yes, you are using the sublinimal belief of a tie equals a person of worth instilled into many people  through out their early lives

 The info-graph included below is just one round of tie tying to look and learn from.

Source: goodideasandtips.com via Susan on LoveIt

Practice delivering your message.

Delivering your message in a quiet yet effective method may be appropriate at some times yet inappropriate at others.

By practising with family, pets, even in mirrors and on strangers you will begin to deliver your message naturally without forcing an issue or faking the self appreciation and self confidence level.

Mix your message with a firmness and cheerfulness that is concurrent with your "positive trust me" body language. Then believe in both what you are selling - yourself, you company and the product.

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.

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

Made a mistake have you?

A critical review is not earning a grade but doing looking backwards in order to do something better next time. Often a critical review is mistaken for when one person is critical of what people did or did not do or when a person has done something wrong.

Picture found somewhere
on the web!

The critical review is the act or instance of evaluation or appraising the gathering of feedback is used to make the next situation run more smoothly.  All the stake holders go over the information gathered re the event, brake the event into segments. Each segment has an action.  The actions are reviewed. Each action has an outcome - these too have a review. Actions or non-actions are taken into consideration.

The beauty of recording events at the time they occur is that everyone [all stakeholders] can make adjustments for future guide lines with regard to possible scenarios. Things that are recorded tend to be remembered as fresh incidents during the information gathering process.

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.

  

Sometimes a sounding board is needed

Life teaches us many things.  Some things by accident others by design.

Where I was last had an open airwaves system of communication to allow transferability and monitering of clients and operators information. This information allowed for a varied use of the airwaves.  However when a mixture of communication methods resulted in verbal abuse directed of individual operators the operators left. What actually happened no one actually knew as different triggers happened. The last trigger began over a weekly tabloid magazine not being returned [ it had disappeared]. Telephone conversatons, face to face conversations came to verbally abusing one operator over the open airwaves.

The operator left the 'job'.  Literally walked away.

Oh yes the operator had connected with the magazine company who sent a new copy down to the original owner through the operators address.  The parcel unopened was resend on to the previous employers wife.

Several things are learned by this series of mishaps. The first was never to accept anything from someone else as a loan and the second is not to put up with crap, emotional sea saws and abuse.  Walk away and do not look back it is probably time to move anyway.


 You actually are a Person of Worth.


Good luck to you all.

What a difference a day makes.

Confidentiality equals trust. When trust is gone because of confidentiality leaks what do people expect to happen?

Today was a good example.

The new Sales Person arrived. The owner of the company I am with explained about confidentiality. What was expected, the boarders and boundaries. No issue there. A confidentiality agreement was given out for the Sales person to read. When he felt confident and at ease with it he could sign or leave.

Mean while the owner looked for drawing pins could not find them in the neat tidy and packed stationary cupboard, so requested they be found.  Took 1 second to walk there, 0.1 second to reach in and get them and 2 seconds to get them back to where the owners was showing those in the office the map if the state. A very brief overview was given. Some questions asked - others not. The map is now pined up where we all can see this out lined section.

While reading the new salesman got back to reading the confidentially agreement an old sales person turned up. The owner of the company hit the roof at every one. drumming into everyone's head confidentiality, demanding answers to questions only one person had obtained to information.

Finally that person had to leave as they had an appointment.

The new sales man asked other questions. Once again was told

• how he and the developing sales team fitted into the company.
• how the sales team levels re commissions was to work.
• who to give the paper work too the next morning so that back up support was able to be organised, given and sent through. 
• what the owners expectations are. 
• what four questions to ask prospective consumers. 
• who not to seek out to ask re becoming a consumer of the companies goods [ primarily as these consumers already were the companies consumers]
• that the company would expect to see him again at 0900hrs the following day.

Now we are all holding our breath waiting for tomorrow.  What a difference a day makes!

Lets get this going

My realisation that I was a WOW [Woman of Worth] came this morning when I did not wake up with buyers remorse. The direction I am heading in is to redirect community building through business building. This entails reinvesting into people.

Want to come along too?  Become a POW and lets get this going.  Reinvest in both yourself, your family and your community.

*

POW

I have realised that I am a W.O.W.  This is good.

But there is something bigger than a W.O.W.

That is a P.O.W.  That is a Person of Worth.

Are you one too?

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Mission

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