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Leaving for greener pastures? Do you know why? Are you sure they’re green?

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Why do salespeople quit their job?

More money?
Better job opportunity?
Don’t like what they are doing?
Don’t like their boss?
Don’t like their corporate politics?
Don’t like how you’re being treated as a person?
Don’t feel the company is supporting you as a salesperson?
Just had their commissions cut?
Company going back on their word about paying or deal structure?
Not paid what you felt you were owed?
Just lost their best customer to the competition?

Answer: some or all of the above.

Salespeople seem to hopscotch jobs as moths flutter from one light bulb to the next, trying to find the brightest one. I don’t think the question is just, “reason for leaving.” I think it goes deeper. I think it’s “cause and effect,” and even deeper, “motive.” Motive being a short word for motivation.

This issue is further complicated by the fact that most people, when they do leave a job, won’t tell the boss their real reason for leaving. Oh, they give a stated reason like better opportunity, more money, but there’s always an underlying motive. An unspoken reason. Like, “I hate you.”

And then there’s the boss, who has to tell his other people why the salesperson quit. Standard reasons, better opportunity or more money.

It’s interesting to note that more than 74% of people who quit their job do so because of bad boss or bad company policies. Yet, no boss that I have ever spoken to ever told me: my best salesperson quit and it’s all my fault.

NOTE WELL: The departing salesperson will soon become the scapegoat for everything bad that’s ever happened in the history of the company within one week of their departure.

If you’re the boss, and you throw the person who quit under the bus and back up, it sends a message to every other person on the team that you’re going to do the same thing to them if they leave. Not a real boost to moral. If you’re the salesperson and you don’t have the guts to tell the boss the real reason why you’re leaving then you’re going to have to be willing to accept your fate with respect to the trashing that you’re going to take.

There’s no easy answers here. Some industries are more incestuous than others. Banking, personnel, accounting, and advertising seem to have an excessive amount of job hop scotching going on.

The subject is WHY are you quitting and what can you do to build your career, rather than having to start it over?

I get a minimum of ten requests a week from salespeople wanting to quit their job and asking for advice. What I tell them is what I’m going to tell you:

1. List the real reasons that you dislike what you’re currently doing.

2. Now, list the reasons that you like what you’re doing.

3. Add a one sentence description to both the dislike and the like column to give yourself further insight as to “why.”

4. Ask yourself which one of the bad things will be eliminated at the new job and which one of the good things will continue at the new job. This way you give yourself an evaluation before you enter your new position.

5. Call people at the place you want to work or that you’ve just been hired to work at and find out what they like and dislike.

6. Write down what you feel you gain (other than money) at your new position and ask yourself could you have gained the same thing at your old position?

NOTE WELL: As you know, if you read my column, we’re about to get to the .5. You will not like the .5. The .5 will make you grimace but the .5 will show you the real reality of where you are and where you seek to grow.

6.5 Become the number one salesperson at your existing company, then quit. If you’re thinking about leaving your job and you are not the number one salesperson, it is likely that you will not be the number one salesperson at your next job, and it is even more likely that you will bring half your disgruntlement to your next job. If you stay at your present job until you become the number one salesperson no boss will be able to throw you under the bus, you leave a hero of the company, you leave with pride, you leave with self-respect, and you leave with the attitude of a winner, not a whiner.

See? I told you you’d hate it.

So here’s your opportunity: quit complaining, quit whining about your job or your circumstance, quit trashing other people to make yourself look good, and just dig in. If you really consider yourself great at sales, then attaining the number one position shouldn’t be much of a problem. Heck, you’re always bragging about how great you are, prove it!

There’s rewards for being number one. People will be nicer to you in your company. You may even earn some degree of respect, your value in the marketplace will increase, you’ll have choices, genuine choices, and you’ll have the peace of mind of knowing that you’ve done it for the right reasons, not the negative reasons.

BOSSES BEWARE: If you’re salespeople are leaving you at a rate of greater than 20% per year, look in the mirror. If you “can’t find any good people out there” let me give you a big clue; there’s plenty of good people out there, they’re just not working for you.

SALESPEOPLE BE AWARE: Your next boss may be no better than your previous boss. He or she just may be sweeter in the interview process than in the day to day battle. You’re best tactical and strategic advantage is to arrive on the scene as the number one salesperson from your previous job rather than the number one whiner about your previous job.

If you do this you have set the stage for sales success. Your sales success.

Reprinted with permission from Jeffrey H. Gitomer and Buy Gitomer.

About the Author

Jeffrey GitomerJeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally at [email protected].

The End Of Long-Term Planning

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At the end of a particularly long and grueling strategy meeting with the executive team of a major consumer services business, Alan, the chief executive officer, turned to me and said, “Living quarter by quarter is madness, but in a few years’ time people will laugh at us for developing three-year plans.” He was right. With the pace of business change today, driven by technology and globalization, long-term plans last about as long as an ice storm in the desert. As military experts put it, plans rarely survive contact with the enemy.

Despite these new realities, many executive teams remain stuck with 20th-century approaches to strategy development. It is still common for companies to take six months or more to develop their new growth strategies. This prolonged, inefficient and largely ineffective approach — involving colossal data analysis projects, the creation of a series of 100-slide decks, and periodic executive meetings where directors are presented with findings and recommendations to comment on – may suit consultants looking to maximize fees, and even some executives who want to look as if they’re in control, but it does little to help businesses succeed in fast-changing markets.

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About the Author

Stuart CrossStuart Cross helps market-leading businesses such as Walgreens Boots Alliance, Masco Inc. and Aimia Inc. to accelerate growth. His new book, First & Fast: Outpace Your Competitors, Lead Your Markets and Accelerate Growth, is out now. Find out more at www.morgancross.co.uk.

Management Observation Program Best Practice 15 – Selecting an Activity to be Observed

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StrategyDriven Management Observation Program Best Practice ArticleNot all activities impact or potentially impact the organization equally. Consequently, they should not be treated equally when being selected for observation. So what activities should be prioritized for observation?

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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

Thinking about success… welcome to the club!

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“Thoughts are things” is the title and the first words of the first chapter in the immortal Napoleon Hill book, Think and Grow Rich.

When I first read those words, in 1972, I didn’t really understand what they meant – even when I read the first chapter and the examples offered in Think and Grow Rich, it didn’t resonate – until I got to the end of the chapter and read, “Whatever the mind of man can conceive, and believe, it can achieve.”

I started to get it.

By coincidence, it was only a few days later when I heard the late great Earl Nightingale in his immortal The Strangest Secret say, “You become what you think about.” At that moment I got it – it clicked. And it clicked forever.

Powerful thoughts and concepts that seem so simple, yet elude most people. Think about the way you think. Positive? Happy? Consistent? Attractive? Encouraging? Believing? Self-inspiring? For most the answer is, “sometimes.” And in this political year, almost never.

Positive thinking is a self-imposed challenge in a world surrounded with negatives. Facing that, I began to read all I could find. More reading and studying about thinking and the thought process revealed that neither Hill nor Nightingale had the original thought.

From Socrates who said, “I cannot teach anybody anything. I can only make them think.”
…to Buddha who said, “The mind is everything. What you think you become.”
…to Samuel Smiles who said, “Sow a thought, and you reap an act; Sow an act, and you reap a habit; Sow a habit, and you reap a character; Sow a character, and you reap a destiny.”
…to Orison Swett Marden who said, “All men who have achieved great things have been great dreamers.” “It is psychological law that whatever we desire to accomplish we must impress upon the subjective or subconscious mind.”
…to Elbert Hubbard who said, “I believe in the hands that work, in the brains that think, and in the hearts that love…I believe in sunshine, fresh air, friendship, calm sleep, beautiful thoughts.” And said , “Picture in your mind the able, earnest, useful person you desire to be, and the thought you hold is hourly transforming you into that particular individual… Thought is supreme. Preserve a right mental attitude – the attitude of courage, frankness, and good cheer. To think rightly is to create.”
…to Dale Carnegie who said, “It isn’t what you have or who you are or where you are or what you are doing that makes you happy or unhappy. It is what you think about it.”
…to Napoleon Hill who also said, “Think twice before you speak, because your words and influence will plant the seed of either success or failure in the mind of another.”
…to Earl Nightingale who also said, “Before you can achieve the kind of life you want you must think, act, talk, and conduct yourself in all of your affairs as would the person you wish to become.”
…to Norman Vincent Peale who said, “Formulate and stamp indelibly on your mind a mental picture of yourself as succeeding. Hold this picture tenaciously. Never permit it to fade. Your mind will seek to develop the picture… Do not build up obstacles in your imagination.”
…to Steve Jobs who said, “The people who are crazy enough to think they can change the world are the ones who do.”

Each of these people had their own way of saying the SAME THING. Your thinking becomes your actions. And it’s those dedicated well-planned and directed actions that lead to your outcomes. Your reality. Better stated, your success.

All of these legendary scholars cannot be wrong.

All of these men told me in their writings – in the same way I’m telling you, that positive thought leads to positive actions, and positive results, if the aim and the purpose are passionately believed.

The way you dedicate yourself to the way you think will have the greatest impact on your life – either one way or the other.

Reprinted with permission from Jeffrey H. Gitomer and Buy Gitomer.

About the Author

Jeffrey GitomerJeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally at [email protected].

There is now an online course to master the principles of Think and Grow Rich. All you have to do is go to http://jeffreygitomer.com/napoleon-hill-special and register.

A Fish Out of Water

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When does a fish notice water? When it is out of the water! The fish gasps for breath. The fish beats its tail on the deck and moves in a helpless manner. It is out of the water and clearly feeling the difference. Hence the saying “like a fish out of water”.

I recently had many of those “fish out of water” experiences while I was on my business trip to Ecuador. I arrive into the new Quito airport. As I get my bags a red, yellow and green traffic type light confronts and guides whether you need to get your bags checked by Immigration or not. If you get a Green light, which I did, out the exit door you go. Red light and into security you go. Traffic lights for bag security, never saw that before. It is OZ like in that you do not know exactly who is controlling the light or why they decide whether you get checked or not.

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About the Author

Since growing up in his family’s boating business to founding his company CMI, Bruce Hodes has dedicated himself to helping companies grow by developing executive leadership teams, business leaders and executives into powerful performers. Bruce’s adaptable Breakthrough Strategic Business Planning methodology has been specifically designed for small-to-mid-sized companies and is especially valuable for family company challenges. In February of 2012 Bruce published his first book Front Line Heroes: Battling the business Tsunami by developing high performance organizations (Volume 1). With a background in psychotherapy, Hodes also has an MBA from Northwestern University and a Masters in Clinical Social Work. More info: [email protected] or www.cmiteamwork.com.