Direct Sales Calls


  • Do sufficient research to identify potential customers who appear to need your product. This means pulling together names, addresses, and telephone numbers of companies in your market area that use the types of products you are trying to sell. Calling on companies that do not use your products only wastes time, energy, and money.
  • Get the name, address, and telephone number of the specific individual responsible for purchasing the  types of products you are selling. It won’t do much good to talk to the marketing manager if you’re trying to sell computer programs, or the general manager if you’re selling machine tools.
  • Know your sales pitch before calling. No one has time to chit-chat about superfluous subjects. No one cares about how you feel, nor do they care to tell you how they feel. One sentence describing your product and why the listener should buy it is all you’ve time for. If you continue beyond one sentence, either you’ll be thrown out or you’ll lose the interest of your  potential customer. When buyers want to hear more, they ask questions. If there are no questions, there’s no interest.
  • Don’t attempt to close an order at the first contact—either by phone or in person. If the person is interested, ask what would be convenient time and place for you to return and elaborate on your product offering, including prices, delivery schedules, and quality guarantees.
  • Focus on the benefits to be gained from using your product, not on its price. Explanations of product pricing and delivery options should wait for second contact. If you’re forced to the wall, try to keep your description of your pricing structure general.
  • Follow up all potential leads with another call, a letter, or a sample of your product. The scret to building a first-stage business base through direct sales is to continually follow up with any potential customer that seems the least bit interested in your product.

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.

Memos and Letters


When people have accomplished something extraordinary, put your praise in writing. Words are easy to say but it takes time and effort to write them down. Even if it is a two- or three-liner, people will appreciate it.

Letters on your personal stationery should be reserved for those special occasions when a person has worked exceptionally hard and has accomplished something truly outstanding.

Memos and letters can also be effective when a person has made a major error or has made the same error on numerous occasions.. when you want a person to think long and hard about what he has done wrong, put it in writing. This should only be done on rare occasions.

There are two rules that should never be violated when giving people feedback via memos and letters:

  1. Make sure the memo or letter is sent very close to the time of the event or accomplishment. A thank-you note or a note of raprimand sent two or three weeks after the fact defeats the purpose of the memo in the first place. In either case, the memo or letter ahould be marked “Confidential.”
  2. Always personalize the memo or letter. If a group of people has worked exceptionally hard, don’t send the individuals a memo addressed to the group. Sending an individual a memo addressed to the group is like throwing a crumb to a hungry person. When a person has given his all to a project he needs to be recognized as an individual, regardless of how many people were involved in making it happen.

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, Lectures, Line of Sight

Simple Language, Smart Thinking


If you know the difference between skills, knowledge, and talents, you can use these terms to throw light on all the other words used to describe human behavior—words like “competencies,” “habits,” “attitude,” and “drive.” At present many of us assume that they all mean virtually the same thing. We use phrases like “inter-personal skills,” “skill set,” “work habits,” or “core competencies” so naturally that we rarely question their true meaning.

This isn’t just careless language. It’s careless thinking, it leads managers astray. It leads them to waste precious time, effort, and  money trying, with the best of intentions, to train characteristics that are fundamentally untrainable.

So let’s look more closely at competencies, habits, attitude, and drive. Which of these are skills, or knowledge, and therefore can be changed in a person? And which are talents and therefore cannot?

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

Re-inventing the Corporation: Bureaucracy Smashers


Sometimes, just a few key steps can start breaking down the barriers to effective communication and action within a company.

The following policies are a list of bureaucracy smashers, simple but effective steps which help replace the industrial “us vs. them” mentality with the “we are all in this together” attitude needed to re-invent the corporation.

  1. Set up a system of reverse reviews. Everyone who is evaluated gets to evaluate the boss, too (assuming there are bosses).
  2. Call everyone by first name.
  3. Try out the rule: Use little paper; keep no files.
  4. Call people associates, partners, managers—or just plain people—instead of employees (or workers).
  5. Decentralize authority absolutely.
  6. Eliminate executive dinning rooms, executive restrooms, special parking spots, and the like.
  7. Insist everybody answer his or her own phone. Preferably type your own letters.
  8. Get people to manage themselves: to set and monitor their own goals, to manage their work load and set their own priorities.
  9. Take a deep breath and throw out the old organization chart.

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

Manage for Consistency


Most companies would prefer to grow steadily at a healthy rate rather than doubling in size one year and losing money the next. No one can manage this kind of schizophrenia effectively with any long-term success, and no one should try. Next to profitability, the most important goal a company should strive for is consistency.

If flexibility is the means, then consistency—of performance and growth—is the end. This sounds like something of a contradiction. If one is being flexible how can one be consistent? In fact, not only are they compatible, but a flexible, responsive management virtually guarantees consistency. It is inflexibility that causes erratic behavior. A company goes on for too long adhering to all the old rules and outdated modes of performance. Then one morning someone wakes up, panics, overreacts, and throws out all the rules. That can make people nuts.

To manage consistently you have to behave consistently. Even if people don’t like what you are saying, they still want to know where you are coming from.

Inconsistency in management breeds all sorts of unnecessary anxieties in the people being managed. There are enough legitimate anxieties in business without adding to them by not letting people know where you are coming from.

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