Catha For Council Blog

Success in the modern business world depends heavily on efficient people management skills. With a little effort you may succeed in learning these techniques. It may be an advantage to have a innate affinity for communicating with people, nevertheless you can do some things to make this procedure simpler.

Build relationships: Begin by using staff’s names. Encourage conversation; get eye contact during a conversation. Have a respectful attitude, in addition pay attention to what the other individual says, even if you do not agree or have a different viewpoint. Paying attention to what employees say is one of the most crucial people management skills you can develop. Welcome any input from your team members. Live up to your word: Don’t make promises you can not fulfill. If a promise is broken, it will destroy trust, and if they do not trust you employees will not give you their best. Each time you say something or make a promise, you are squandering your time unless you follow through. To be frank, if your people can’t count on your word, they will not be committed when it’s really important.

Welcome any comments: It’s a two way street. Maintaining an open mind with regard to other’s ideas is very important in managing people. Being accessible and open establishes that you want to hear other people’s opinions, and they should appreciate yours. Encouraging open discussion in addition encourages creative trouble-shooting, innovative ways of accomplishing goals, and strengthens the bonds of an excellent team. If team members are given a voice, the success of the company becomes important to every team member.

Promote communication: Good communication is fundamental to managing employees skilfully. Keeping an open door policy, utilize listening techniques, remember to welcome feedback , and allow team members a chance to speak. Inspire team members not only to communicate to you, but to speak to each other. The growth of a business relies to a great extent on the interchange of opinions, if the team communicate openly, it’s easy to spot any issues swiftly, permitting corrective action to be put in place to prevent any further problems. A little time is essential, nevertheless the rewards are worthwhile. Through promoting a good team dynamic and demonstrating effective listening techniques, you can easily achieve the best in business success.

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A thriving business depends on efficient people management skills. With a little effort you may succeed in developing these skills. Having a natural affinity for communicating with people may be a plus, but there are some skills you can do that will make this procedure easy.

Build relationships: Start by using staff’s names. Engage in conversation; look people in the eye when you are talking. Develop a respectful attitude, in addition pay attention to what the other person has to say, regardless of whether you agree or not. Listening to everything others say is one of the best human resource management skills you can develop. Be sure to receive any contributions from your team members.

Live up to your word: Do not give promises you can not fulfill. If a promise is broken, it can ruin trust, and if they can’t trust you people certainly won’t offer their best. Everytime you make a commitment or make a promise about something, you are wasting your time unless you keep your promises. To be frank, when your people can’t count on your promises, you can be certain they will behave in a similar manner.

Feedback is essential: It’s a two-way street. Having an open mind regarding other people’s opinions is very important in managing people. If you can demonstrate accessibility and openness, you prove that you appreciate your co-worker’s ideas, and they will respect your thoughts. Frank discourse also encourages fresh ways of thinking, innovative ways of fulfilling goals, and develops the company dynamic. By giving the employees some input, the success of the business will become important to each employee. Communication is fundamental: Good communication is fundamental to managing staff skilfully. Maintaining an open door policy, utilize good listening skills, remember to welcome people to express their ideas, and encourage all your team members to express themselves. Employees must be encouraged to talk to each other not only with you. The sharing of ideas is critical in the creative process, and by communicating with one another, you can recognize any issues swiftly, and measures may be applied before matters get out of hand.

Developing these skills will take time, but the payoffs far outbalance the effort required. Through establishing the bonds of a good team and developing effective listening skills, a thriving business will be accomplished.

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It’s still a popular misconception in numerous companies that, by providing employees with some training in health & safety, they are suitably equipped for any situation. The truth is though, an education in health & safety regulatory affairs simply isn’t sufficient. You must supply your employees with competent supervision, the right equipment, and last but not least regular practice.

Anyone in a supervisory capacity has an even bigger purpose to fulfill than just overseeing the shop floor. A supervisor must see the necessity of health & safety instruction and be able to get other employees feeling enthusiastic. In addition to encouraging compliance with health & safety regulations, the supervisor furthermore should make sure that employees perform all their tasks efficiently. This is a hard task. To achieve this the supervisor must possess an in-depth knowledge of the industry and production in addition to an in depth understanding of current legislation with regard to safety, risk appraisal and CPR. Just having health & safety training is not sufficient for your workers. They need to acquire practical experience of risk assessment and the recognition of hazards. Staff have to understand the best method of eradicating hazards and also how best to manage when anything unforeseen happens. Only when these processes have become second nature are workers properly educated. Training is not enough if you don’t keep safety apparatus. When staff find they don’t have items that is essential, or determine that they’re not working correctly when they actually need them, then all the safety training your staff have already finished is in vain. Regular maintanence of your apparatus is invaluable. Should you have a fault with your safety gear, be sure to have it remedied as quickly as possible and returned to the appropriate place.

Proper health & safety training is important for the well-being of your staff, but they also require the right equipment, frequent practises, and an experienced supervisor who can get everyone to feel enthusiastic about working safely. When you put these ideas into practice you will see that all the safety regulations soon become established in your business culture rather than an inconvenience for everyone to remember constantly.

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A thriving business depends on effective people management skills. People management may be acquired and studied. It may be an advantage to have a innate affinity for getting along with people, but you can do many things that will make the procedure easier. Relationship Development: Addressing co-workers by name should be a start. Encourage conversation; look co-workers in the eye during a conversation. Show respect, and be attentive to everything the other individual has to say, regardless of whether you are in agreement or not. Paying attention to everything employees have to offer is one of the most critical people management skills you can have. Show an interest in what people can give to the team. Keep your word: Keeping your promises is really important. When you don’t keep your promises, the fragile bond of trust is broken, and individuals will not give you their best without trusting you. Everytime you make a statement or make a promise about something, make sure you can keep your promises or don’t bother giving your word at all. You’ll discover, when your people can’t depend on your word, your employees can’t be relied on to be available when they are most needed. Feedback is important: Feedback must be a two way process. Having an open mind regarding other people’s ideas is very important in effective human resource management. If you can prove accessibility and receptiveness, you prove that you respect other’s opinions, and they should listen to your thoughts. Encouraging open discussion in addition encourages original ways of thinking, ways of fulfilling goals, and develops the bonds of an excellent team. If your staff are given a voice, the outcome will become important to every team member. Communicating is essential: Communication is central to managing individuals with skill. Keeping an open door policy, listen intently to other people’s views, remember to welcome feedback , and permit all your employees an equal voice. Employees must be inspired to speak with each other not just with you. The growth of a business relies to a great extent on the open exchange of ideas, if the team communicate openly, it is easy to spot any issues before they could become a problem, and measures may be put in place before matters get out of hand. Developing these skills may require time, all the same the rewards far outbalance the effort. By building the bonds of a good team and taking on board your team’s suggestions, you can easily achieve the best in business success.

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More and more I hear people misunderstanding what someone else has said to them, especially when it came through a memo or email. This can lead to a great deal of turmoil at work and affect morale.

You see, when we are standing in front of a person, we pay more attention to body language and tone then we do to the words they are saying.
However, when we are reading a note or short message, especially ones written in a hurry, we tend to misunderstand what the other person was trying to tell us.

I have seen situations where a person really believed the other person was angry or upset with them, only to find out later, they weren’t.

This is one reason that I say to people, “CLARIFY”. If you are not sure, than ask.

I also state to supervisors and management, to ensure that people are not afraid of asking. I have seen some huge disasters created by people who were to afraid to clarify and took a guess instead.

For supervisors who say that they don’t always have time to answer questions, then it is important to have something in place that can keep the lines of communication open.

It could be:

Another person that assists

A manual of most commonly asked questions

A place they could leave you a memo that you can get to

Whatever method you choose, keeping the lines of communication open is easier than fixing disasters afterwards.

A collection of headlines that I received shows an example of how, what the person meant to say, isn’t quite how it ended up. Here are some of them for you to see.

The comments underneath are mine.

Some Of The Worst News Headlines

Something Went Wrong in Jet Crash, Expert Says

(It’s a good thing Jets don’t crash when things are going right)

Police Begin Campaign to Run Down Jaywalkers

(This is probably a little harsh)

Drunk Gets Nine Months in Violin Case

(Talk about cramped quarters}

Panda Mating Fails; Veterinarian Takes Over

(That was very noble of him)

Miners Refuse to Work after Death

(Imagine them wanting to rest in peace)

Juvenile Court to Try Shooting Defendant

(I guess they wanted to speed things up)

Stolen Painting Found by Tree

(My what an intelligent tree, I wonder if it had to go far)

Two Sisters Reunited After 18 Years at Checkout Counter

(And I thought my grocery store had long line ups)

Cold Wave Linked to Temperatures

(I guess there is a degree of truth to that)

Red Tape Holds Up New Bridges

(Don’t think I will drive across that one)

Hospitals are Sued by 7 Foot Doctors

(My, they have tall doctors)

New Vaccine May Contain Rabies

(Then I don’t want it)

Even though we can laugh at these headlines, I wanted to show, where we could have one meaning, only to have it interpreted at another.

When people come to us for clarity, it can be a wonderful thing that you may be grateful for in the end.

Just keep in mind, the more important your message is, the more important it is to ask yourself, “Could this be interpreted at a different level?

All the Best!
Maria Boomhower
The Master Communicator
“Command Attention & Confidence”

http://www.falconfreedom.com
Master Communicator Blog
P.S. If you like what you’re reading in this
newsletter, you’ll love the book,
“Overcoming Barriers to Communication”
It’s an interactive manual that takes you through the steps to help you overcome
challenges in communicating and connecting with others.
Overcoming Barriers to Communciation

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Good presentation skills are within everyone’s reach. For many people, if not most, presenting can be a daunting and unpleasant experience. It needn’t be so, and here we’ll give you some simple tips to help you hone more effective presentation skills development.

Presentations are an effective way to communicate to large numbers of people at the same time. However, it is not just about communicating information, but more importantly, to have advanced presentation skills you should be able to create interest and excitement in your subject and trust and enthusiasm in you.

Let’s have a look at some of the essentials

Preparation

Practise

Practise on a colleague or friend. Think about who your audience is and what you want them to get out of an effective presentation. Think about content and style. If you video yourself get someone else to evaluate your performance; you will find it very difficult to be objective about yourself. Prepare, prepare, prepare.

Reconnoitre

Go into the presentation room before the event; practise any moves you may have to make, e.g. getting up from your chair to the podium. Errors in the first 20 seconds can be very disorientating.

Avoid ‘Blue peter syndrome’

Try not to over prepare. Don’t rehearse the whole thing right through too often. Your time is better spent going over your opening beginning and your finish. Pick a few choice bits to learn by heart.

Technical support

Test the equipment before the presentation; get familiar with it before you start. PowerPoint and OHPs often seem as though they’re out to get you, so make sure you’re in charge not them.

Visual aids

Use visuals to give a big picture quickly, graphics, pictures, cartoons bar charts etc; you can then use words to elaborate. Slides with words on are of limited value. If you seem to have a lot you may find you are showing your audience your speaker notes!

Presentation style

Be yourself

Use any personal gestures or vocal inflections to your advantage. It’s very hard to change the way you express yourself. More effective presentations are ones where you actual put the energy into the presentation (this is a message you will hear again). Similarly, do not try to be anyone else or copy another presenter’s style.

Wave

Be more expressive rather than less. These days ‘good communicators’ are more and more frequently seen on TV and held up as models. You giving a presentation is not TV. This is you communicating live. Gestures help understanding and convey your enthusiasm for the topic.

Dealing with presentation nervousness

Be nervous

A certain amount of nervousness is vital for a good presentation. You need the extra energy to communicate: What you feel when you stand up in front of people is the urge to either run away or fight. If you endeavour to stifle those feelings you will be inhibited, restricted, artificial and wooden. The added adrenaline will keep your faculties sharp and ready to engage with your audience.

Breathe

Extra adrenaline, however, can result in shallow upper chest breathing and tension. Taking a slow, deep breath, breathing fully out and then in again, will relax you. Strangely having something to pick up and put down tends to release your breathing.

Get something else to do

It may seem an odd idea, but our bodies seem to feel better when they have some sort of displacement activity to occupy them. It’s the reason people hold pens and fiddle with things. A limited amount of this sort of activity will not be too obtrusive and can make you feel a lot more secure.

Hold on to something

When you start you are at your most insecure. Avoid all the well-meant advice about what you are and are not allowed to do. Until you feel settled do anything you can find to make yourself feel secure. This includes holding on to a lectern. Even just standing next to something solid will make you feel less wobbly.

Go slow

The breathing tip above will help you to slow down your presentation. Go more slowly than you think necessary to avoid gabbling. Your audience need the time to assimilate and interpret what you are saying. It’s a fact that when adrenaline is flowing your sense of time is distorted and what seems OK to you may look like fast forward to your audience.

Working your audience

Converse

Have a conversation with your audience. They may not actually say anything, but make them feel consulted, questioned, challenged, argued with; then they will stay awake and attentive. Your job as a presenter is to stimulate and communicate with your audience into wanting to get the information you have, not just to present that information at them.

Interact

Engage with your present audience, not the one you have prepared for. Look for reactions to your ideas and respond to their signals. If the light bulbs are not going on find another way to say it. Monitor their reactions; it’s the only way you’ll know how you’re doing and what you should do next. If you don’t interact you might as well send a video recording of your presentation. It’s why you came.

Show conviction

Give an expressive presentation and an enthusiastic presentation and your audience will respond, which is what you want. At the very bottom line disagreement is preferable to being ignored. Use your excitement, pace yourself to give an exciting presentation, use something you know you feel strongly about to build up to an important point or as a springboard to another idea.

Get some perspective

The odds are that someone in the audience will not like you or may disagree with you. There will probably be someone else out there for whom you can do no wrong. As a rule of thumb, the majority of most audiences want to like you and what you have to say - they want you to be good. They didn’t come hoping to be bored or irritated by your presentation.

Structuring effective presentations

Use metaphors

Metaphors and analogies are vital to communication. ‘It’s like climbing a greasy pole’, for example, conveys far more than just literal meaning. It conveys image and feeling and enables others to empathise through similar experiences of their own. And remember the light bulbs - if they’re not lighting up try a different metaphor.

Examples

Giving an example always helps your listeners to see more clearly what you mean. It’s quicker and more colourful.

The point

Stick to the point using three or four basic ideas. For any detail that you cannot communicate in 20 minutes, try another medium such as handouts or brochures.

Finale

End as if you have done well. Do this even if you feel like you’ve done badly. First, you’re probably the worst judge of how you’ve done, and second, if you finish well you’ll certainly fool some of the people into thinking it was all pretty good. And anyway a good finish will get you some applause - and you deserve it!

Developing as a presenter

Trust yourself

If you do not think you are up to a particular presentation either get help (do training courses and rehearsals), or get someone else to do it (there’s no shame in recognising your limits). However, most people have better presentation skills that they think they do. Recognise what you have. If you doubt your ability to think on your feet, for example, then defer questions till after the presentation. Similarly, do not use a joke as an ice breaker if you are not good at telling them.

Success is the best presentation training

Don’t over reach yourself. Several short presentations that you feel went well will do you far more good than one big one that makes you sick with nerves and leaves you feeling inadequate.

Feedback

Encourage those around you to tell you the things you did well. Very few of us make progress by being told what was wrong with our presentation. When we’re up in front of an audience we all have very fragile egos.

Follow these essential tips and your presentation skills development will blossom.

Jo Ellen and Robin run Impact Factory a training company who provide Presentation Skills, Public Speaking, Communications Training, Leadership Development and Executive Coaching for Individuals.

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So, the business you started 20 years ago has been successful, and now you’re thinking about moving on to the next phase of your life. If you’re “lucky,” the next generation in your family has been groomed to take over and your only real issue is to find the most tax advantageous way to pass it down. Remember, before you do, though, statistics show only about 1/3 of family businesses make it through the 2nd generation and then only 1/3 of those make it through the 3rd generation.

If selling is the option you’re looking at, you’re about to enter a different world - and, unfortunately, one that you probably don’t know much about. For most small business owners, selling their company is something they only do once. The buyer, on the other hand, is more likely to have previously acquired a company than you are to have previously sold one. And, even if he is a first time buyer, the odds are that he has looked at other companies before yours and has gone through the analysis, pricing scenarios and possibly the negotiating process. In other words you’re quite possibly facing someone who has “been around the block” a few more times than you have.

Relative experience aside, the best place to start when selling your company is to put yourself in the buyer’s shoes. After all, when he buys your company, he’s making an investment and, if you can figure out how to satisfy the buyer’s investment and operational requirements, you’ve gone a long way toward facilitating the sale and, hopefully, have put yourself in a stronger negotiating position.

In general, there are two ways to look at how much your company is worth - valuing the assets you are selling and valuing the Free Cash Flow (FCF) of the company (and the ultimate sales price may be some combination of the two). The market value of your company’s assets really represents a floor on the value of the company, because you could always close the company down, sell the assets for what they’re worth, and pay off the company’s liabilities, with the balance going to you.

Your business’ FCF, on the other hand, is a reflection of the value of your company as an operating entity. It’s the amount of income that your company can consistently generate, after compensating the owner(s) at a market rate. Because a potential buyer is making an investment, he should be willing to pay you some multiple (or number of years) of this FCF, as long as he can expect to get his investment back in a reasonable period of time. As a rule of thumb, I think it’s reasonable for the buyer to pay an amount that he can earn back in 5 years. In other words, the buyer should expect that the earnings of the company over the next 5 years will cover a market salary for him and then throw off enough cash to allow him to recover his investment in 5 years. If he pays less than this, he may have gotten a great deal; if he pays more, he may have paid too much.

There are other things related to pricing that the buyer is going to be thinking about. First, which 5 years should he consider? If earnings are a lot higher in the most recent year before the sale, he will not consider this a sufficient trend to pay for. He’ll want to average earnings for the past 2, or 3 years and lower the FCF that he’s paying for. As a seller, though, you’ll want to maximize FCF and include the next couple of years, if you expect earnings to keep going up. Second, the buyer may believe that he has to make some investment in the company, itself, after purchasing it. If this is the case, his total investment is higher and he’ll want to pay you less, so that he can still recover his total investment in 5 years. These are obviously negotiating points; just be aware when you sell that the buyer is probably taking them into consideration.

The best thing you can do for yourself is to think about and prepare for the sale long before you are ready to do it. You understand your company’s future better than the buyer, but the buyer knows that and he’ll need to be reassured that things are as good as you represent. The more information you’ve collected, tracked, and have available to give to the buyer, the easier this will be. In other words, the better your business looks on paper, the more leverage you have in getting a price closer to what you want. You can create a real advantage for yourself, when you capture as much detailed information about your company as possible, by having the ability to “prove” to the buyer that your company is what you say it is.

Another important thing to understand is that the buyer and the seller can have very different perspectives about the ultimate deal structure and the tax implications of the transaction; in fact individual elements of the deal structure favor either the buyer, or the seller, but not both. The seller wants to maximize his capital gains income (taxed at a lower rate); the buyer wants to structure the deal in any way that allows him to expense the purchase price through the company he is buying as much as possible. For example, it’s an advantage to the buyer to pay for the acquisition partly through a consulting contract, or a covenant not to compete, because his company can then deduct those as operating expenses; the seller, on the other hand, is receiving ordinary income, rather than capital gains income.

Finally, the seller is best served by selling the stock of the company, because any legal liability created by the company goes with it, rather the staying with him. The buyer, on the other hand, would normally prefer to buy the assets of the company, because they don’t carry the same legal liability as buying the stock and he can write-up the value of the assets and gain a future tax advantage by doing it.

The bottom line - start thinking about the sale of your company early! By early, I mean years prior to the time you think you might want to sell. It’s obvious that you’ll need good advice from an accountant, an attorney, and even a broker. But, these experts tend to be brought in toward the end of the process. You’ll gain the biggest advantage by taking a strategic approach to selling, thinking about it long before you want to pull the trigger, and structuring the company and collecting supporting information that will let you present it to a buyer in the most attractive way.

Jim Deyo is the President of Business Advisor Online, an internet based service that provides small businesses with the ideas they need to grow and the resources they require to make the right decisions. As a former Sr. Vice President with a major banking institution, Jim worked extensively with small and medium sized companies and has over 30 years experience in commercial and consumer lending, accounting, finance, marketing, and strategic planning. Visit the website at http://www.businessadvisoronline.com and sign up for a six week free trial of the service, or e-mail Jim at jimdeyo@businessadvisoronline.com.

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1. Share with staff your definition of intrapreneurialism and intention of
fostering it throughout the corporation well before the plan is complete and
the details fixed.

Poll staff’s fears, seek their input and suggestions: create an
atmosphere of excitement and support.

2. Revisit with staff your corporate vission, mission and values.

If these do not permeate the organisation like the rings of a tree,
take the steps necessary to make that happen.

3. Have staff developed their own personal missions, visions and values?

If not, help staffers create them. Should the two be mutually
exclusive, then it is in everybody’s best interests to help those concerned
find another corporation in which there will be no conflict.

4. Have your people developed strong Personal Foundations and do they live
according to the Irresistible Attraction model?

As part of your professional/personal development program offer the
associated courses to your staff. Help them to be their best in every area
of their lives, including the promotion of your corporation.

5. Have client sectors with whom the corporation will not work been
identified and discussed with staff?

On the one hand we clearly want to avoid bringing in work which is
simply going to create friction, but on the other, your people may have
another perspective which eliminates the problem.

6. Give your people the language to express the business of your corporation
in simple terms as well as the appropriately technical.

Do this not just for their own area but for every production department
of the operation. The more they share your business and its achievements
with all around them, the more people in their lives will understand the
work of your company and the more leads will come from completely unexpected
sources.

7. Help staffers effortlessly introduce themselves.

Help your people to effortlessly introduce themselves to individuals
and groups not in terms of what they do, but the benefits they bring to the
corporation’s clients.

8. Help staffers effortlessly introduce your company.

Help your people find the language uniquely right for them to introduce
your corporation to individuals and groups in terms of the benefits of its
range of services.

9. Present or arrange a networking workshop for staff.

Have them learn networking skills, teach them about relationship
marketing, have them practice asking the open-ended questions. Follow up
with group coaching sessions to help staff find the right language for each
situation, to disengage from fruitless conversations and to reprise any
interactions which didn’t go as well as anticipated.

10. Where do staff go, to whom do they speak, what do they read?

Intrapreneurialism is not for inside the head only. Your people may
already be surrounded by untapped business opportunities. Their lives
outside of work may not change at all but they will be more alert to
opportunities as they arise and the way in which they present themselves
will attract more business enquiries. Help them develop their strategies for
capitalizing on all the opportunities, existing and as yet unrecognised.

Copyright CoachVille

ABOUT THE AUTHOR

Martin Sawdon of Coaching-Works! has a passion for the creation of super-successful organizations - Sustainable Workplaces. As a coach he has been described as a velvet-gloved bulldozer and as a speaker, powerful, engaging, outstanding.

To learn more about Martin and Sustainable Workplaces, Sustainable Relationships, and the Sustainable You, visit his website ==>http://www.coachingworks.ca

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When you’ve gained someone’s trust, you’ve also gained his or her confidence - another key to lasting influence. Dwight D. Eisenhower once stated, “In order to be a leader, a man must have followers. And to have followers, a man must have their confidence.” I love the story about how John D. Rockefeller dealt with his creditors. When a creditor came knowing on John’s door, hoping to have his bill paid, Rockefeller would reach for his checkbook with gusto and ask, “Which would you rather have: cash or Standard Oil Stock?” He did so with such confidence that people almost always chose to take stock in his company.

Aristotle had specific criteria that he believed were necessary in gaining one’s full confidence. They are as follows:

-Wisdom

-Reason

-Familiarity with truth in all forms

-Knowledge of specific facts and principles within a given case

-Experience

-Expertise

-Competence

People are constantly looking for someone to help direct them in their lives and to assist them in making the right choices. Demonstrating confidence in everything you do will draw others to put their trust in you. Sometimes we may have to pretend we’re more confident than we really are, hence the saying, “Fake it ’til you make it.” I’ve seen plenty of people of only average to mediocre ability influence more effectively than others more naturally gifted than they were simply because they exuded higher confidence. The people we admire and look up to the most are usually the type of people who know what they want and how to get it. People who doubt themselves and lack confidence in themselves will always struggle to effectively influence others. If you’re perceived as doubtful or unconfident, your prospects will feel that way, too - about your product, your idea, or anything else you might ever try to present to them. It is said that the most lasting impression is made in about the first four minutes. Be sure you demonstrate confidence in those first four minutes, because the cement dries fast! Nothing can replace a bad first impression, even if you try to make it up later. Fixing a first impression is like fixing a wrecked car. Even after exhaustive time, effort, and expense, you still know it was wrecked, and you’re even more apt to detect anything that might be wrong with it.

It is important to know that coming across as too confident will likely have the opposite effect. Rather than gaining people’s confidence, you’ll turn them off. In fact, if you make a mistake or do something inept, people are more likely to be won over by you if you can laugh at yourself and not take yourself too seriously. Coming across as self-absorbed or egotistical will make you appear incredibly unbecoming. Being more sincere and natural will make you more approachable and likable. According to Jay

Conrad Levinson of Guerilla Marketing fame, confidence is the number one reason people are persuaded to buy. When the buyer has confidence in your selling strategy, your ability to influence him increases. Confidence can also be defined as a belief and assurance in yourself.

Conclusion
Learning how to persuade and influence will make the difference between hoping for a better income and having a better income. It is the missing puzzle piece that will crack the code to dramatically increase your income, improve your relationships, and help you get what you want, when you want, and win friends for life. Ask yourself how much money and income you have lost because of your inability to persuade and influence. Think about it. Sure you’ve seen some success, but think of the times you couldn’t get it done. Has there ever been a time when you did not get your point across? Were you unable to convince someone to do something? Have you reached your full potential? Are you able to motivate yourself and others to achieve more and accomplish their goals? What about your relationships? Imagine being able to overcome objections before they happen, know what your prospect is thinking and feeling, feel more confident in your ability to persuade.

Go to http://www.prewealth.com/iq and take the free Persuasion IQ analysis to determine where you rank and what area of the sales cycle you need to improve in order to close every sale! Take your test now at http://www.prewealth.com/iq.

Kurt Mortensen teaches over a hundred techniques to give you the ability to effectively work with every customer that walks in your door. Professional success, personal happiness, leadership potential, and income depend on the ability to persuade, influence, and motivate others. Kurt Mortensen’s trademark is Magnetic Persuasion; rather than convincing others, he teaches that you should attract them, just like a magnet attracts metal filings. He teaches that sales have changed and the consumer has become exponentially more skeptical and cynical within the last five years. Most persuaders are using only 2 or 3 persuasion techniques when there are actually 120 available! Learning how to persuade and influence will make the difference between hoping for a better income and having a better income. Go to http://www.prewealth.com/iq and take the free Persuasion IQ analysis.

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