How to Speak with Confidence - Part 3

The time to relax

is when you don't have time for it.

(Sydney J. Harris)

Speaking in public is often cited as the number one fear of adults, and certainly a number of my clients have felt that way.  They come to me because they want to be sure they present themselves well and that their message is received effectively.

I recently read an article by Richard M. Highsmith who was a senior instructor for The Leader's Institute, where he looks at some techniques to deal with the anxiety of public speaking and some tips on how to give an excellent presentation.  His methods are divided into the acronym P.R.E.P.A.R.E.

In Part 1 we looked at Preparation, Rehearse and Entry.  In Part 2 we examined Posturing and Audience and in this Part we shall explore Relax and Ending.

RELAX

Remember the physical reaction you experience in front of a group are normal.  When confronted with a stimulating situation the body resorts to the 'fight or flight' response.  Your pulse increases.  Adrenaline releases into your bloodstream.  Your body prepares for a physical response but you have to stay put!

Sometimes your mind generates negative thoughts.  Michael Pritchard said, "Fear is that little darkroom where negatives are developed.'  Deal with fear by building a solid foundation (know your topic!) and feel confident in your message.  Take a few deep breaths.  Mild exercise or stretching can disperse some of the anxious energy. Smile.

ENDING

Like the touchdown of an airplane, your presentation must be landed correctly.  Begin the end by summarising your key points.  Next, ask for audience questions and clarify any remaining issues.  Then make your closing statement, which should encourage some action.  What do you want the audience to do?  Memorising the last few lines ensures a strong close.  Finally, smile and nod your head.

If the thought of speaking in public makes you anxious, you probably will be.  If you P.R.E.P.A.R.E however, the level of your anxiety will be lower and you will deliver a better, more effective speech.

Contact me at Nicholl Consultancy, if you would like to improve your public speaking techniques.

Until next time - be successful!

Sharon

How to Speak with Confidence - Part 2

"The mind is a wonderful thing.
It starts working the minute you are born
and never stops until ....
you get up to speak in public!"


(Roscoe Drumond)

Speaking in public is often cited as the number one fear of adults, and certainly a number of my clients have felt that way.  They come to me because they want to be sure they present themselves well and that their message is received effectively.

I recently read an article by Richard M Highsmith who was a senior instructor for The Leader's Institute, where he looks at some techniques to deal with the anxiety of public speaking and some tips on how to give an excellent presentation.  His methods are divided into the acronym P.R.E.P.A.R.E

In Part 1 of my blog I covered P - preparation, R - rehearse and E - entry.

Here in Part 2 - we are looking at:

P - Posturing

A - Audience.

POSTURING

Your body is a tool.  Learn to use it effectively.  Find your centre of balance.  Your feet should be firmly planted about shoulder width apart.  Hold your shoulders back and chin up.  Stand calmly, being careful not to fidget or sway.  Let your hands rest by your sides.

Don't wander around the room.  If you want to go to a different location - go there and then stop.  Speak to one person at a time and maintain eye contact.

Your voice has volume, tone and pace.  Realise you will speak faster and at a higher pitch than you did when you were rehearsing.  Be aware of this tendency. Talk lower and slower.  Speak loudly enough so everyone in the room can hear you but not so loudly that the people in the front rows are covering their ears.

AUDIENCE

Know who you are talking to.  Don't be like William Safire who asked, 'Is sloppiness in speech caused by ignorance or apathy? I don't know and I don't care.' What does your audience know about the topic? Try to anticipate their questions.  During the presentation, seek reactions, questions and concerns.  This makes you appear accessible and allows you to move through the topic with your audience following closely along.


If possible, greet audience members as they arrive.  Ask why they came or about their interests in the topic.  Adjust your presentation plans to better meet their needs.  Finally, keep in mind the audience is not your enemy - they want you to succeed. Nobody came to watch you flail or fail.  Engage people and make them partners in your successful talk.


Still not feeling comfortable? Why not contact me at Nicholl Consultancy and we can explore this together.


Until Part 3, when we explore R = Relax and E = Ending, be successful!


Bye for Now,


Sharon 

How to Speak with Confidence - Part 1

"Launching your presentation

is as important as the takeoff of an airplane.

If the lift-off fails, the rest of the trip becomes irrelevant."

(Richard M. Highsmith)

Speaking in public is often cited as the number one fear of adults, and certainly a number of my clients have felt that way.  They come to me because they want to be sure they present themselves well and that their message is received effectively.

I recently read an article by Richard M. Highsmith who was a senior instructor for The Leader's Institute, where he looks at some techniques to deal with the anxiety of public speaking and some tips on how to give an excellent preparation.  His methods are divided into the acronym P.R.E.P.A.R.E.

In Part 1 of this blog, I shall share with you:

P = Preparation

R = Rehearse

E = Entry

in Part 2, we shall look at:

P = Posturing

A = Audience

and in Part 3, we shall explore:

R - Relax and

E = Ending.

PREPARATION

The foundation of a good speech is built on the six 'W's' of effective journalism: who, what, when, where, why and hoW.  You must determine:

1. Who is your audience?
2. What are your key points?
3. When are you speaking and for how long?
4. Where are you giving the speech? What are the physical surroundings?
5. Why should the audience listen to you?
6. hoW are you going to present?

In an effective speech, you can only deliver three or four main ideas.  Think about your audience, the amount of time you have, what media you are using to support your presentation and the physical surroundings.  Decide on the essential ideas vital for understanding your topic.  These are your key points.  Make a comprehensive outline with supporting detail, quotes and graphics.

REHEARSE

Practise is essential.  Begin by reading through the detailed outline of your speech.  Check your timing during this rehearsal.  When you are comfortable with the material, move on to a key-word outline.  Don't attempt to memorise the entire speech.  Keep practising with your key-word outline until you are familiar with the material and its sequence.  Mark Twain said, 'It usually takes more than three weeks to prepare a good impromptu speech.' Your delivery should be conversational, seemingly impromptu yet backed up with a thorough knowledge of the material.

Watch yourself in the mirror.  Observe your facial expressions and gestures.  Recheck the timing of your talk.  If possible, video yourself or have someone you trust listen to you practise.  Ask them to tell you what you're doing right as well as give suggestions for improvement.  Accept their criticism gratefully, even if you don't agree with them.

ENTRY

Launching your presentation is as important as the takeoff of an airplane.  Determine how you are going to start your speech and commit the first several lines to memory.  An excellent beginning includes telling the audience why they want to listen.  What is the benefit to them?

If you are particularly nervous, look for a sympathetic face and talk to that person for several moments. Do not begin with an apology .... 'I didn't have much time to prepare this talk.' Or 'I'm not really very good at giving speeches.' Starting with a negative makes the audience uncomfortable.  Remember you feel more anxious than you look.  Convert your nervous energy into enthusiasm and launch your speech positively.

Part 2 coming soon ....

If you have a public speaking opportunity coming up and would like to talk to me about it, then contact me at Nicholl Consultancy.

Until next time - be successful!

Sharon

Quality 7 of a Great Leader

A Great Leader pays attention to improving oneself as a Leader

The biggest room in the world 

is the room for improvement.

(Unknown)

Let's now examine Quality 7 required by a great leader, as extracted from an article by Business Link.

Leadership author Warren Bennis stresses the importance of ongoing self-development, and observes that being a manager does not necessarily provide the best foundation for being a leader.

"There is a profound difference between management and leadership, and both are important.  To manage means to bring about, to accomplish, to have charge of or responsibility for, to conduct.  Leading is influencing guiding in a direction, course, action, opinion.  The distinction is crucial."

In "Learning to Lead: A Workbook on Becoming a Leader", Bennis illustrates specific differences between managers and leaders:

• The manager administers; the leader innovates.
• The manager maintains; the leader develops.
• The manager focuses on systems and structures; the leader focuses on people.
• The manager relies on control; the leader inspires trust.
• The manager has a short-range view; the leader has a long-range perspective.
• The manager asks how and when; the leader asks what and why.
• The manager has their eye always on the bottom line; the leader has their eye on the horizon.
• The manager accepts the status quo; the leader challenges it.

Whether or not you agree with every one of these contrasts, it is apparent that distinctions can be made between management and leadership.  Self-development and training are thus of vital importance to leaders, particularly those coming from management backgrounds.

You might feel pressured to excel at everything, from leadership to the ins and outs of finance, marketing and operations. But Howard Schultz, founder of Starbucks, says that Bennis once told him that leadership relies on "your ability to leave your own ego at the door" and recognise the skills and traits required to build a successful organisation.  This admission helps to identify areas for self-development, but also allows you to surround yourself with people who possess the skills you are lacking.

Contact me at Nicholl Consultancy, if you would like to explore this further.

I look forward to hearing from you and in the meantime, be successful!

Kind regards - Sharon

Quality 6 of a Great Leader

Let's now examine the 6th quality required by a great leader, as extracted from an article by Business Link.

There go the people
 I must follow them 

for I am their leader.

Alexandre Ledru-Rollin

Quality 6 - A Great Leader shows People why they are important to realising the company vision, enables people to achieve goals by providing support, training and freedom and establishes trust.


By focusing on creating an open and nurturing company culture, leaders can inspire people to do great work, improve and communicate openly in the interests of the business - all with the ultimate goal of realising the leadership vision.


Manage and Nurture
Some management control is necessary to ensure that people properly undertake their roles.  But rather than control, great leaders inspire people to do great work by showing them why their roles are important to realising the company vision.  Connecting job roles and strategy also highlights areas where training and development could increase people's individual contributions to strategic success.


Communicate
Direct communication ensures your vision and strategy are heard, understood and respected.  Open dialogue provides valuable employee insights, such as employee issues or ideas for improvement.  Leaders should listen and act when insights provide opportunities to improve company culture or business performance.


Be Honest and Clear
"Trust is a key factor" says leadership author Warren Bennis; "honesty and candour at the top helps. When executives speak their minds, they encourage their peers and subordinates to do the same".  Bob Sutton, from Stanford University, adds that leaders should "come clean", even when there is bad news, and be clear with the signals they send out.


Recognise People
A government-funded survey found that 61% of employees questioned said they wanted to work for leaders that give credit for good ideas.  And an Economist study, "Innovation: Transforming the way business creates", found that the best way to encourage innovation is through "public recognition by leaders". Recognising people and achievements not only boosts employee motivation and trust - it spurs innovation too.


If you would like to examine your leadership qualities, then please contact me through Nicholl Consultancy.


Until next time - be successful!
Sharon

Quality 5 of a Great Leader

"Daring ideas are like chessman moved forward;

they may be beaten,

but they may start a winning game"

Goethe

Let's now examine the 5th Quality required by a great leader, as extracted from an article by Business Link.

Quality 5 - A great leader pursues, encourages and supports Innovation and positive change.

Innovate = Introduce something new.

By articulating innovation priorities and introducing measures to encourage and support innovative thinking, leaders can create positive change that directly links back to the leadership vision and strategy.

In a global survey entitled "How companies approach innovation", from McKinsey & Company, 94% of senior executives said that "people and corporate cultures are the most important drivers of innovation". In discussing these findings, McKinsey & Company say that the first step towards producing an innovative culture is "to formally integrate innovation into the strategic-management agenda of senior leaders .... In this way, innovation can be not only encouraged but also managed, tracked and measured as a core element in a company's growth aspirations". A sentiment echoed in an article from Business Week, which comments: "Ideas generation shouldn't be the starting point for innovation ... An innovation agenda is key ...

Leadership plays a big role here - it is the responsibility of management to articulate priorities."

To progress their agenda, leaders should explore methods for generating ideas (such as group brainstorming or collaborative innovation), and the various different ways to innovate (such as problem solving, simplifying or creating new offerings). Making continual improvement a performance measured objective for all employees, which acknowledges innovation through employee recognition may also be beneficial.

Other leadership priorities include freeing up the required management support and business resources for innovation, and fostering a culture that accepts failure as a potential part of the innovation process.

If you feel that working with me would help you explore innovative ways to grow your business then please get in touch with me at Nicholl Consultancy.

Until next time, be successful!

Regards - Sharon

Quality 4 of a Great Leader

Change is not a destination,

just as hope is not a strategy.

(Rudy Giuliani)

Let's now examine the fourth quality required by a great leader, as extracted from an article by Business Link.

Quality 4 - A great leader ensures the vision connects with Business Strategy and Operations.

Firstly, let's clarify what we mean by strategy - this is a master plan for achieving a major goal and operations are an organised action involving a number of people to deliver the strategy.

Senior management in any company need to have regular, probably monthly, meetings that focus only on strategy. While it is important to discuss short-term operational issues, strategy meetings should occur separately. In that way, each meeting has its own frequency, agenda, information system and participation.

If at all possible it would be advisable to have an administrator or "Strategy Officer" to coordinate these strategy meetings. They would not create strategy or operational tactics and have no authority or accountability for its execution. However, they would schedule the meetings, ensure the appropriate people show up at the meetings, they would attend and take notes at the meetings to ensure that the actions decided upon are carried out with the ultimate aim of coordinating strategy execution.

Strong leadership is both necessary and sufficient for successful strategy execution. No organisation can successfully execute strategy without proactive leadership overseeing its implementation.

Build on strong leadership with a systematic approach

Quality management systems could further support strategy execution. Set up systems which define and develop business processes and activities in order to meet the strategic objectives. Ensure that key processes and activities are effective and efficient, and that responsibilities for managing, evaluating and improving processes are clear. The involvement of people, ensure that employees understand their individual roles, and how they contribute to the strategy and ensure constraints such as skills gaps are plugged through development, training and knowledge sharing.

If you find this easier to achieve by working with me, then please get in touch with me through Nicholl Consultancy.

Until next time - be a successful leader!

Sharon

Leadership - Quality 3 - Vision

Let's now examine the third quality required by a great leader, as extracted from an article by Business Link.

People with sight see things as they are.

People with insight see things as they could be.

(Joseph P. Martino)

Quality 3 - A great leader defines a clear Vision for the business, and focuses the attention of everyone on it.

Establishing a clear company vision helps to ensure your business goes in the direction you want it to. It gives focus to management, employees, suppliers, collaborators and even customers. In essence, it defines a roadmap for where your business and its people are heading.

So how can you begin to define a vision? Strong awareness helps. It pays to know what's going on inside and outside your organisation, and have access to strong information and intelligence. This means using management, employees and other sources to inform and guide your thinking. But while others can inform and guide, they should not direct or dictate your vision. As a leader it is your job to look into the unknown and set a direction for the future as you see it.

Upon sound intelligence you can build an educated view of the future. According to leadership expert Warren Bennis, a vision needs to provide people with a "bridge to the future". In the first instance this means defining where you want to be one, three, five or ten years from now. From these points, leaders must 'reverse engineer' to provide specific, practical and achievable plans which detail the key steps required to realise the vision. Sometimes referred to as 'futurecasting'., the process of visualising and road-mapping the future is an important leadership role.

Warren Bennis stresses the importance of 'giving meaning' to a vision 'through communication'. There should be four components to a vision: "A compelling story, an image, it must be achievable and it has to be forward-looking". A vision could be described as part story, part plan. The story must be clear, compelling and easy to communicate, while the plan provides the specifics required to make it happen.

You might begin with impassioned speeches that articulate your vision, but be sure to follow up with practical steps which turn vision into reality; steps such as building specific goals into management, employee or supplier responsibilities or conducting regular management meetings and monitoring to ensure your vision is rigorously pursued.

More generally, look for opportunities to constantly 'give meaning' to your vision through strong communication and management. Tell your story of the future, then inspire, compel and enable others to follow your lead.

If you feel this would be easier for you to achieve whilst working with me, then please get in touch with Nicholl Consultancy, we would love to hear from you.

Until next time - be a visionary!

Sharon

Quality 2 required for great Leadership

Whenever you see a successful business,

somebody has made a courageous decision.

(Peter Drucker)

Today, we shall look at Quality 2 required for Leadership, which has been extracted from an article produced by Business Link which set out the qualities you need to be a great Leader.

Quality 2 - A great Leader makes quick but considered Decisions that balance facts, instinct and the opinions of others.

Decision-making should be quick, flexible and informal, says Martin Sorrell, CE at advertising firm WPP. "This is not to say the process shouldn't be rigorous: run the analyses, suck up all the data, and include some formal process as well". "The only way to avoid making mistakes is to avoid making decisions", adds Sorrell; "Instead, learn from mistakes and listen to feedback."

Randy Komisar, partner at Investment firm Kleiner Perkins Caufield & Byers suggests creating a balance sheet, "where everybody around the table is asked to list points on both sides". Rather than giving judgements, contributors first outline the good and bad points relating to a decision. Once done, participants share their opinions and discuss the decision based on objective insights and personal judgements. "By assembling everyone's insights rather than their conclusions, the discussion can focus on the biases and assumptions that lead to the opinions." Komisar adds: "Listen to the little voice ... it's great to see a leader who will echo the little voice in the back of the room that has a different point of view - and thereby change the complexion of the discussion".

Instinct is also important, "but only when four tests are met" says McKinsey of McKinsey & Company. The familiarity test asks whether we have the experience in similar situations, because: "If we have plenty of appropriate memories to scan, our judgement is likely to be sound". The feedback test, questions the availability of reliable feedback in past situations, and whether the right lessons were learnt. The measured-emotions test asks if a decision evokes highly charged emotions which can unbalance judgement. And the independence test asks if we are "likely to be influenced by any inappropriate personal interest or attachments?". "If a situation fails even one of these four tests, we need to strengthen the decision process", argues McKinsey.

If you would like to work with me to help you find the 'Great Leader' within you, then please contact me at Nicholl Consultancy.

Until next time - be successful!

Sharon

Leadership - The 7 Qualities you Need

Effective Leadership is not about making speeches or being liked;

Leadership is defined by results not attributes

(Peter Draper)

The following information has been extracted from an article produced by Business Link which I felt was well worth sharing.

A Great Leader .....

1. Has strong Awareness of what's going on, and uses good Judgement to determine what's important;

2. makes quick but considered Decisions that balance facts, instinct and the opinions of others;

3. defines a clear Vision for the business, and focuses the attention of everyone on it;

4. ensures the vision connects with business Strategy and Operations;

5. pursues, encourages and supports Innovation and positive change;

6. shows People why they are important to realising the company vision, enables people to achieve goals in providing support, training and freedom, and establishes trust;

7. pays attention to Improving oneself as a leader.

This article will give more depth to Quality 1, and during the coming months, we shall look into the other qualities.

Quality 1 - A great leader has strong Awareness of what's going on, and uses good Judgement to determine what's important.

Leaders make better decisions and define clearer visions if they have knowledge or perception of the pertinent situations or facts in a business context.

Situational awareness involves accessing knowledge on what's happening inside and outside of the organisation; from what's happening on the ground, to the opportunities and challenges that exist for management; and moreover, to the external opportunities and threats that are present in the marketplace such as economic conditions.

Leaders may not have time to study all these things and so must capitalise on strong and open lines of communication to inform them.

The task of improving awareness should be seen as an opportunity, not a chore. Being self-aware and accepting that you do not know everything is a vital admission for leaders to accept.

Good judgement is often said to be instinctive. Sometimes this is true but great leaders are likely to admit that over and above instinct, good judgement is a product of strong awareness, information and knowledge.

Importantly, this means that anyone - not just so-called natural leaders - can learn to improve their judgement and become a better leader. When it comes to decision-making or defining your vision, let your awareness inform your judgement.

Strong judgement is also independent rather than based on bias or emotion, so communication is again important; by consulting others you can build objective perspectives and form well-rounded conclusions.

You need to be confident in your own personal judgement, but also be aware of and value the perspectives and knowledge of others.

If you want to improve your Leadership Qualities, and would like to work with me alongside you, then please contact me at Nicholl Consultancy.

Until next time - enjoy great success!

Sharon

Marketing Meeting Checklist

"The sole purpose of marketing is to sell more to more people,

more often and at higher prices.

There is no other reason to do it."

Do you get nervous as the time draws close to having a marketing meeting with a potential client?

Do you worry that you will forget the most relevant points that could make the difference between success and failure?

Do you wish you had a template to hand, for how to conduct the marketing meeting?

Well, if the answer to any of these questions is 'yes' then read on...

Firstly, start with the end in mind - what exactly do you want to achieve from this meeting?

Once you have pre-planned your desired outcome ensure that everything you do or say within the meeting is leading you towards that outcome.

The best way to start your marketing pitch after the usual pleasantries, is to ask a few questions:

• What is their issue?
• What are their requirements?
• What are the implications for them if things don't change?

Then make a note of their answers, so you can refer back to it during the meeting. Particularly at the end when they are deciding whether to buy what you are offering or offer you the contact - eg; you mentioned earlier that the implications for you would be .......... if you don't make changes, what will those cost you on a daily basis?

One of the basic errors made, when people go into a marketing meeting is to assume they are the answer to your prayers and launch into what they are going to do for you, rather than asking what your issue is first - don't make that mistake.

I have always found the SCOTSMAN model very helpful - maybe because I am also married to one!

S = Solution

• Do we have a good solution to their problems? Obviously you do otherwise you wouldn't be having the meeting.

C = Competition

• What competition are we up against?
• Do they have a preferred supplier?
• What do they like about them x 3?
• What we do over and above that is ....

O = Originality

• Do we have anything unique that they need or that we can persuade them that they need?

T = Timescales

• For the decision
• For the implementation

S = Size

• Is the size of the sale big enough/too big?
• Does it demand too much effort for its size?
• Do we have the resources?

M = Money

• Is there a budget?
• Is it realistic?

A = Authority

• Are you talking to the decision makers?
• Do the decision-makers know there is a decision to be made?

N = Need

• Is there a real need for this project?
• Are they serious?
• Are they actually going to make a decision?

Then after you proved to them why you should be the one they offer the business to, don't forget to actually ask for the business. Say something like "I have really enjoyed our time together today and would really like to work with you in the future - when will you be making your decision?"

If however, you don't manage to persuade them to do business with you this time, then do ask for feedback as to why you weren't successful, because you will be able to incorporate the comments into your next pitch and each time you will be improving which is a good outcome in itself.

If you would like some coaching to help you prepare for your next marketing pitch or anything else to help you grow your business then do please get in touch with me at Nicholl Consultancy

I look forward to hearing from you!

Unti next time, I wish you success

Sharon

Your Personal Brand: It's all about Image

You can't judge a book by its cover

I read this article by Dr Joanna Martin of Shift Speaker Training and felt it was well worth sharing with you - I hope you agree.

When it comes to speaking, we like to think that what we say and how we say it is more important than what we look like and how people see us. . .

But the truth is that people do judge us by our appearance and by our offstage behaviour.

When you are portraying an image that fits in with your brand, you will have the audience in a place where they’re going to be very receptive to what it is that you’re talking about.

Your Brand: What Everything You Do Says About You

The most important thing in terms of making the right first impression is brand. How do you decide what your personal brand is going to be? Well, it takes a bit of research and it takes a bit of digging.

But here are some simple things that you can do first:

Personal Research

Research the brands that you are attracted to is the first step in recognizing your brand. What brands do you like, what brands do you resonate with? What brands will accurately represent the image that you want to have?

When you start to get clearer in that, you can get some clarity around how you’re going to position yourself.

Magazine Research

Grab all different kinds of magazines: lifestyle, beauty, business. Go through and tear out images that speak to your values and your brand. Create a “Brand Board” around what look and feel you want to project into the marketplace based on images. Then create a list of value words around those images.

Words that Define Your Brand

So for us, that is Shift Lifestyle, and the words that define our brand are fun, anything is possible, looking for the bigger pie, contribution, lifestyle, freedom, and a myriad of other words. And around these words that’s the brand we created.

Your Dress and Image

What you wear is going to be influenced by your brand. You rarely see Richard Branson wearing anything other than a sweater, a pullover, a jumper and looking unshaven with unkempt hair. He’s got that relaxed look around him at all times. That’s his style.

On the flip side, you never see the royal family, for instance, wearing anything other than expensive tailored suits. There’s a certain look and feel to what you wear if you’re a royal.

It’s the same for a speaker. When you start your speaking career you need to choose your brand. And then everything you wear onstage and off needs to reflect your brand. So you need to get really clear about that.

Your clothes = Your Brand

Get Stylish!

So, have a think about your personal brand. Who is it you would like to model? Create a ‘brand board’ and look at the words which describe your brand. Also look at what it is you are wearing onstage and make sure that your clothing backs up your brand. And remember, have fun!

After reading this article, you decide that you want to create or update your brand, but would like to work on it with somebody unbiased, then you can contact me at Nicholl Consultancy and I would be delighted to have a chat with you.

Until next time - Be Successful!

Sharon

4 Ways to Handle Rejection in Business

“I take rejection as someone blowing a bugle in my ear

to wake me up and get me going,

rather than retreat.”

(Sylvester Stallone)

This article was written by Rieva Lesonsky CEO/President of Growbiz Media

As business owners, we face rejection in many ways. Whether we’re trying to get financing, land a new client or negotiate a deal with a potential partner, it’s inevitable that we’ll hear “no” at least some—if not most—of the time.
But successful entrepreneurs don’t let rejection get them down. Instead, they learn from it and use it to grow their businesses.

Do the maths

If you take every rejection personally, you’ll struggle to grow your business. Try taking the personal out of the rejection equation. One technique many salespeople use: Track how many contacts, cold calls or sales calls you have to make before you get to “yes.” It is possible to quantify the average number of attempts it takes to get a sale. If you do this, you can look at every “no” as one step closer to that “yes.” Instead of getting defeated by rejection, you’ll grow to see it as just one step on the path to your ultimate goal.

Ask questions and listen to the answers

When a prospect doesn’t buy or a potential partner doesn’t follow through with the deal, ask them their reason for saying no—and listen carefully to their answer. Your goal is not to try and change their mind (although that may be the ultimate outcome) but simply to learn. Urge them to be completely honest—and don’t get defensive. Simply listen to their reasons, ask more questions if you need to, and then thank them for their honesty. Their reasons for saying no may surprise you.

Assess the problem

Once you know why the other person rejected your offer, you can evaluate whether the problem lies with your business, or whether this particular relationship simply isn’t a good fit. For example, do you regularly hear from prospects that your prices are too high or is it just this particular person who feels that way? If the reason for rejection lies with the other party, and not with your offer, it may be best to just move on to your next prospect.

Make changes when warranted

If you’ve heard the same “complaint” from several prospects or if your efforts to form strategic partnerships with other businesses are regularly rejected due to concerns about your business’s ability to deliver, it’s time to make some changes. Smart entrepreneurs don’t keep doing the same thing over and over and expecting different results. Adjust your approach as needed. If you keep fine-tuning your approach, you’ll likely find that you get fewer “no’s” and more “yeses.”

Rejection will never disappear from your business life. And, given the lessons it can teach, you shouldn’t want it to. Facing rejection doesn’t make you a failure—but failing to learn from it just might.

If you would like to work with me to explore how to increase your business success the contact me at Nicholl Consultancy.

Until next time - enjoy the summer!


Sharon

Another 5 Ways to be Happy without being Perfect!

"Happiness is not a matter of good

fortune or worldly possessions.

It's a mental attitude.

It comes from appreciating what we have,

instead of being miserable about what we don't have.

It's so simple - yet so hard for the human mind to comprehend."

Bits and Pieces

This is an extract from an article written by the psychologist Dr Linda Papadopoulos and printed in Woman & Home June 2011. It is so relevant to my current blog thread that I couldn't have put it better myself, so I haven't tried.

I hope you enjoy it.

6. Don't let yourself be pigeonholed - Challenge the ideas that you're "less perfect" as you get older and never allow age to define you.

7. Be Open to Change - Naturally happy people tend to be better at accepting change. Being adaptable is a great asset and if you can be open to what life throws at you, you're likely to feel happier. Change, especially when unexpected, can be scary, but try and roll with the punches instead of fighting it.

8. Find your own "Good Enough" - Look at where your goals have come from and learn to define success on your own terms. For instance, you may have taken a mega-stressful job, deciding your value lies in a big salary, buy maybe this stems from parental expectations. So ask yourself "When am I happiest?"

9. Live in the moment - Every day, look in the mirror and ask yourself "If this was my last day, would I be happy doing what I'm doing today?" If the answer is no for too many days in a row, perhaps it is time to change what you are doing. Of course, we all have obligations, but this exercise can be a real wake-up call.

10. Laugh at yourself - When you are able to laugh at yourself, it shows you accept the real you, imperfections and all. Once you get in the habit, it is amazing how easy it becomes. It's a trait that many happy people share -they could have exactly the same day as someone else, but would find snatches of humour in little moments, which others might miss. Retrain your brain to think like an optimist and find something to laugh at every day.

If these simple steps, feel too difficult to work through on your own, then just get in touch with me at Nicholl Consultancy and we can work through them together.

Until next time - Be happy!

Sharon