Making a Good Contact


  • Greet your prospect warmly and sincerely, using eye contact.
  • Allow your prospect some time to get acclimated to being with you, some time to talk. Don’t come on too strong. But don’t waste you prospect’s time, either.
  • Engage in casual conversation at first—especially about anything pertinent to what you are about to discuss. Make it friendly and not one-sided. Be a good listener. But let the prospect know that your time is precious. You are there to sell, not to talk.
  • Ask relevant questions. Listen carefully to the answers.
  • Qualify the prospect. Determine whether or not this is the specific person to whom you should be talking, the person with the authority to give you the go-ahead, to buy. Try to learn, during the contact, what to emphasize in your presentation.
  • Try to learn of your prospect’s attitude toward your type of offering. Tune in on his or her fears, expectations, and feelings—so that you can tailor your presentation to them.
  • Learn something about the person to whom your contact is directed, so that he or she will feel like a person rather than a prospect. Make your prospect like you, for people enjoy doing business with people they like. But don’t be phony. Don’t be syrupy.
  • Be brief, friendly, outgoing, and truly inquisitive. But be yourself.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

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Revisiting Leadership


Human beings are designed for learning. Unfortunately, the primary institutions of a society are oriented predominantly toward controlling rather than learning, rewarding individuals for performing for others rather than for cultivating their natural curiosity and impulse to learn. The young child entering school discovers quickly that the name of the game is getting the right answer and avoiding mistakes—a mandate no less compelling to the aspiring managers.

 

Our prevailing system of management has destroyed our people. People are born with intrinsic motivation, self-esteem, dignity, curiosity to learn, joy in learning. The forces of destruction begin with toddlers—grades in school, gold stars, and on up through the university. On the job, people, teams, divisions are ranked—reward for the one at the top, punishment at the bottom. Incentive pay, business plans, put together separately, division by division, cause further loss, unknown and unknowable.

 

Ironically, by focusing on performing for someone else’s approval, corporations create the very conditions that predestine them to mediocre performance. Over the long run, superior performance depends on superior learning. A full one-third of the Fortune 500 industrials listed in 1970 had vanished by 1983.

 

Today, the average lifetime of the largest industrial enterprises is probably less than half the average lifetime of a person in an industrial society. On the other hand, a small number of companies that survived for seventy-five years or longer. Interestingly, the key to their survival is the ability to run experiments in the margin to continually explore new business and organizational opportunities that create potential new sources of growth.

 

If anything, the need for understanding how organizations learn and accelerating that learning is greater today than ever before. In an increasingly dynamic, interdependent, and unpredictable world, it is simply no longer possible for anyone to figure it all out at the top. The old model, the top thinks and the local acts, must now give way to integrating thinking and acting at all levels.

 

While the challenge is great, so is the potential payoff. The person who figures out how to harness the collective genius of the people in his/her organization is going to blow the competition way.

 

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

What will other people think?


Everyone wants the approval of other people. This is a basic need of human nature. Before doing anything—deciding what to wear, decorating the home, buying a car, or accepting a job—many people ask theselves, “what will my friends say?” “Will they approve?” Most people fear doing anything they feel may shock, offend or upset others.

 

The easy way to deal with the will-other-people-approvre? Fear is to adhere to strict conformity. But living your life to conform to other people’s likes, dislikes, and prejudices stunts your development. Conformists deny themselves individuality, and ingredient you must have to enjoy success.

 

Here are two suggestions to beat the do-other-people-approve? fear:

  1. If what you want to do meets moral and legal standards, do it! Your life is your life. Friends who criticize what you do aren’t really friends. Chances are the people who think your behavior should always meet their standards won’t be there when you need money, a job, or help. And the folks who want you to think and act the way they do would delight in seeing you fail or get into some kind of trouble. Remember this: People who expect you to conform to their way of viewing things are themselves very insecure.
  2. Seek the approval of people you admire most. Select a mentor. Instead of asking, “what will other people think?” ask, Would the most successful person I know approve of what I have in mind?” Think and do as successful people think and do.

 

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight