How to Get More Sales

I am going to tell and show you how you will get more customer when you sell, and offer anything that you have with other people. Don't waste your time and effort, see to it that every move and effort you exert counts, stop copying other's technique that don't work.

First, develop your love in selling. You cant' be good to something you do not love. Talk to topnotch seller, read books about selling, and get into selling.

Second, chose product to sell. There are a lot of product in the market today, and there are a lot of customer looking for a product they need. Chose a product you know well, probably a product that you're already using, get familiar with the benefits and advantages of that product, a product that will make you proud to present it, and confidently can recommend it to others.

How to Get Positive Responses

I am going to tell and show you how you will get positive response when you sell, call, ask, and anything that you do with other people. Don't waste your time and effort, see to it that every move and effort you exert counts, stop copying other's technique that don't work.

First, develop self-confidence. Imagine how you would look like, see yourself as successful person in anything that you do. Dress the way you liked, act the way you want to be, talk like the person you admire to become. Practice to make it permanent.

Second, like and love yourself. If you like and love yourself, you will also like and love others, you can't hide that, it will be notice and observe by others you go with. So when you call, sell, or ask, your liked and loved personality reflects and others will copy and follow. If you smile to other, they will smile at you. If you

One Minute Manager: One Minute Reprimands

The One Minute Reprimand works well when you:

 1. Tell people beforehand that you are going to let them know how they are doing and in no uncertain terms.
the first half of the reprimand:
 2. Reprimand people immediately.
 3. Tell people what they did wrong-be specific.
 4. Tell people how you feel about what they did wrong-and in no uncertain terms.
 5. Stop for a few seconds of uncomfortable silence to let them feel how you feel.
the second half of the reprimand:
 6. Shake hands, or touch them in a way that lets them know you are honestly on their side.
 7. Remind them how much you value them.
 8. Reaffirm that you think well of them but not of their performance in this situation.
 9. Realize that when the reprimand is over, it's over.

One Minute Manager; One Minute Praisings

The One Minute Praising works well when you:

1. Tell people up front that you are going to let them know how they are doing.
2. Praise people immediately.
3. Tell people what they did right-be specific.
4. Tell people how good you feel about what they did right, and how it helps the organization and the other people who work there.
5. Stop for a moment of silence to let them "feel" how good you feel.
6. Encourage them to do more the same.
7. Shake hands or touch people in a way that makes it clear that you support their success in the organization.

One Minute Manager; One Minute Goal

One minute Goal Setting is simply:

1. Agree on your goals.
2. See what good behavior looks like.
3. Write out each of your goals on a single sheet of paper using less than 250 words.
4. Read and re-read each goal, which requires only a minute or so each time you do it.
5. Take minute every once in a while out of your day to look at your performance, and
6. See whether or not your behavior matches your goal.

Skills of Manager

There is general agreement that at least three areas of skill are necessary for the process of management:

technical, human, and conceptual.

• Technical skill. Ability to use knowledge, methods, techniques, and equipment necessary for the performance of specific task; acquired from experience, education, and training.
• Human skill. Ability and judgement in working with and through people that includes an understanding of motivation and an application of effective leadership.
• Conceptual skill. Ability to understand the complexities of the overall organization and where one's own operation fits into the organization. This knowledge permits one to act according to the objectives of the total organization rather than only on basis of the goals and needs of one's own immediate group.

 The appropriate mix of these skills varies as an individual advances in management from supervisory to top management positions.
Proportionately less technical skill tends to be needed as one advances from lower to higher levels in the

Three Competencies of Leadership

Leading or influencing requires three general skills, or competencies;

1. Diagnosing. Understanding the situation you are trying to influence
2. Adapting. Altering your behavior and the other resources you have available to meet the contingencies of the situation.
3. Communicating. Interacting with others in a way that people can easily understand and accept.

 Here is a brief discussion of each;

Leadership Defined

Leadership is a broader concept than management. Management is a special kind of leadership in which the achievement of organizational goals is paramount. The important distinction between the two, therefore, lies in the term organizational goals. The definition of leadership is that leadership occurs whenever one person attempts to influence the behavior of an individual or group, regardless of the reason. It may be for one's own goals or for the goals of others, and these goals may or may not be congruent with organizational goals.

Management Defined

We shall defined management as the process of working with and through individuals and groups and other

resources (e. equipment, capital, and technology) to accomplish organizational goals.
This definition, it should be noted, does not specify business or industrial organizations. Management, as defined, applies to organizations whether they are businesses, educational institutions, hospitals, political or military organizations, or even families. To be successful, these organizations require their management personnel to have interpersonal skills. The achievement of organizational objectives through leadership is management. Thus, everyone is a manager in at least certain activity.

Distinctions between Management and Leadership

Leaders conquer the context-the volatile, turbulent, ambiguous surroundings that sometimes seem to conspire against us and will surely suffocate us if we let them-while managers surrender to it. The manager administrates; the leader innovates. The manager is a copy; the leader is an original. The manager maintains; the leader develops. The manager focus on system and instruction; the leader focuses on people. The manager relies on control; the leader inspires trust. The manager has a short-range; the leader has a long-range perspective. The manager asks how and when; the leader asks what

Challenges of Leading an Organization

Some concepts in the behavioral sciences give you some good ideas to think about, but they do not always tell you how or when to put those ideas into practice in the management of human organizations.

Leading-influencing the behavior of others-is not a single event. Leadership and management are full-time responsibilities that must be practiced on a

Organizations as sources of Competitive Advantage

The sources of competitive advantage have changed through social and technological development at various international levels. The sources have progressed from control of natural resources through economic and financial expertise, to improved marketing ability, to control of technology, and to improved use human resources.
Historically, productivity improvement has focused on technology and capital equipment to reduce input of labor cost. Improved output was generally thought to be subject to obtaining more production by applying industrial engineering techniques such as methods analysis, work flow, etc. Both of these approaches are still appropriate, but the current

Effective Leader

The most effective leaders will be people who use their energies to accomplish desired results. Leadership,

change, implementation, and results-these are the operative words for new world order. They will become, as never before, core influences on an organization's environment, thus affecting the leadership of effective organizations. It is clear that exploding technology in such areas as communication will accelerate the pace of life as well as give individuals the freedom to be self-directed leaders. It is also clear that effects of globalization will intensify personal and organizational demands by subjecting everyone to the rigors of global competition.

Technology and Organizations

Not only is power shifting from sellers to buyers. Internet technology is giving buyers the ability to search for

the best quality, service, terms, flexibility, and innovation. It is giving them the convenience to search with just one click. If you are not pleased with one firm's products/services, another's website is just a click away.

Technology is also giving organizations the systems and tools to be relentless cost cutters. Traditional layers of management are being stripped away because the Internet is reducing the need for middlemen, brokers and distributors. People now have the tools to gain immediate access to anyone, anywhere in the world. The geographic distance between leader and follower is increasing. The pace of

Purpose of Management

Management must meet the needs and aspirations of both followers and other stakeholders. Therefore, we

define management as influencing people and other resources to achieve meaningful results. "Leaders who are not getting results aren't truly leading. Or, more specifically, leaders who aren't getting desired results aren't truly leading. Leaders must must learn to understand and focus on desired results."

Successful organizations are deeply aware of their sense of purpose. Just as a search for meaning is a principal human motivation, it is also a principal characteristic of dynamic, growing organizations. These organizations have classified their responsibilities toward customers, society, the environment, owners, employees-all of the key stakeholders that are affected by their performance.