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  • Five Distinct Mindsets of an Entrepreneur

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    I have written in this column before about whether entrepreneurs are made or born (January 18). As I noted in that column, the issue is no longer the subject of debate. Entrepreneurs can be made, that much is clear. Unfortunately, the culmination of that debate begs a new question: What do aspiring entrepreneurs need to learn?

    The most fruitful research into this question has identified a number of cognitive skills that “expert entrepreneurs” possess. Cognitive skills are, in short, unique ways of thinking. Entrepreneurs who have been examined to reveal the cognitive skills they possess are usually NOT able to articulate them. They are aware that they’ve developed capabilities to convert disparate resources into profitable opportunities, but they can’t exactly say how they do it.

    Research has identified distinct patterns in the thought processes in an exceedingly diverse set of entrepreneurs. Scholars have translated these patterns into terms that can be used by people who teach entrepreneurship and, more importantly, those who practice it.

    In another field of study, Harvard psychologist Howard Gardner wrote a book titled “Five Minds for the Future”. The rationale for Gardner’s work is that: “One cannot even begin to develop an educational system unless one has in mind the knowledge and skills that one values, and the kinds of individuals one hopes will emerge at the end”. His book focuses on the five “mindsets” that he believes essential to general education: the disciplined mind, the synthesizing mind, the creative mind, the ethical mind, and the responsible mind.

    While Gardner’s minds are debatable, his perspective that the way people think largely defines who they become is instructive. In light of his work, it seems natural to wonder whether it is possible to identify five specific “mindsets” that are important to entrepreneurial success. My own research has identified five such mindsets: the opportunity recognizing mind, the designing mind, the risk managing mind, the resilient mind, and the effectuating mind.

    The opportunity recognizing mind is cultivated by identifying “pain points” in industry-specific value chains. Expert entrepreneurs rapidly go from spotting a pain point to analyzing the size of the market opportunity. Aspiring entrepreneurs, in contrast, are more likely to extrapolate from limited experience, and they tend to neglect analyzing the SIZE of the opportunity.

    The designing mind has learned how to create repeatable production processes that consistently create valuable output for an identified market. In fact, one of the main differentiators between entrepreneurship and small business is the entrepreneur designs and develops of production processes that do not require his or her constant attention. Small business owners generally enjoy working in their business. Entrepreneurs prefer the design approach of working on their business.

    Risk management is a too-often overlooked element of entrepreneurial expertise. A common belief is that entrepreneurs are risk takers. In reality, entrepreneurs have learned to be highly effective risk minimizers. Where others see intolerable risk, the expert entrepreneur has learned to reduce the risk to an acceptable level. For example, expert entrepreneurs operate according to the “principle of affordable loss” when launching a new venture. They don’t risk more than they can afford to lose.

    The resilient mind is simply the ability to bounce back from the inevitable failures and setbacks that all entrepreneurs encounter. Expert entrepreneurs have learned to distinguish their business failures from personal failure. Without question they still experience disappointment and frustration, but they don’t turn their negative emotions inward. They view their business experiences objectively, and they strive to learn as much or more from their failures than they do from their successes.

    Finally, the effectuating mind is simply the ability realistically to assess one’s talents, situation, and prospects. Any particular entrepreneurial opportunity could be pursued by anyone, but not everyone can pursue each opportunity. Some people simply will be better prepared to capitalize on an opportunity than others. This may be due to their life history, family circumstances, genetic gifts, or other factors. Expert entrepreneurs have learned honestly to assess their own unique talents and to leverage them in pursuit of opportunity. They do not care that others may be better suited to pursue other, potentially more lucrative, opportunities.

    The five mindsets entrepreneurial expertise are targets for lifelong learning and development. No matter your current level of expertise in any of these mindsets it is likely that you have room for improvement. If you deliberately practice and develop skills in these specific mindsets over time, the chances for your entrepreneurial success inexorably will improve.

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    Source by Dr. Thomas Duening

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  • The Single Sales Principle and The 8 Myths of Selling

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    The Single Sales Principle states that:

    ‘People buy when a compelling need is met by a credible solution that offers perceived value’.

    Simple. Too simple? Well, as Jim Collins claims in his book Good to Great, “Freud, Darwin and Einstein all had one thing in common. They took a complex world and simplified it.” And Single Principled Salespeople do just that. They understand that selling doesn’t have to be complicated. They simply make it easy for a customer to buy.

    It’s one of the two things they have in common. They are customer centric, not sales centric.

    The other thing that Single Principled Salespeople have in common is that they never follow the 8 myths of selling. Simply never.

    The 8 myths of selling were taught by well-meaning sales managers, eager to pass on the wisdom and knowledge that their sales managers had passed on to them. Like a cult, however, no one had questioned whether they were true. The 8 myths may have worked in their day, but they simply do not work today.

    Do you remember how you felt when you discovered there wasn’t really a Santa Claus? I remember it well. It was the 12th December 1971 and my (so called) best friend Johnny Harrison broke the fateful news to me over a Curly Wurly. I felt like I had been had. You don’t question what you are told as a kid; you just believe it to be true.

    Well, that was also the way I felt the day that I discovered that everything that I had been taught up to that point in sales was a complete lie; all myths. They were theories that had no substance in the modern world.

    Walk onto most sales floors and you’ll see the 8 myths of selling proudly displayed on the wall (probably next to the target and the ‘Inspiration’ poster):

    “Attitude Sets Altitude”

    “People Buy People”

    “Always Be Closing”

    “Customers Like to Talk about Themselves”

    “It’s a Numbers Game”

    “Sell the Sizzle not the Sausage”

    “Money Talks”

    “Fail to Plan, Plan to Fail”

    Be honest, you believe in at least half of the 8 myths yourself, don’t you? You are not alone.

    Most salespeople will quote them as the ‘sales gospel’. Suggest that they are myths and they will think you have gone mad.

    On the surface the 8 myths look perfectly reasonable. In fact, set inside a picture frame, each one looks positively motivating. And I am sure they made a lot of sense, at the time. But things change. And so has selling.

    Myth 1: Always Be Closing

    If you need to use closing techniques to get a sale, you clearly haven’t demonstrated that your product meets their needs. Rather than force the customer into a decision they will regret, simply go back to where you lost them in the buying process, and start again from there. If you apply the Single Sales Principle® you don’t need to close… the customer should be asking you to buy.

    Myth 2: Attitude sets Altitude

    Abraham Lincoln asked the question: “How many legs does a dog have if you call the tail a leg? Four. Calling a tail a leg doesn’t make it a leg”. No amount of looking in the mirror and telling yourself ‘you’re a tiger’ will work if you don’t believe in your product.

    The better the value proposition, the better the attitude of a salesperson. Single Principled Salespeople ensure that they have a deep, genuine belief in their value proposition.

    Myth 3: People Buy People

    People buy when the product/service cost-effectively meets the customer’s needs. No amount of schmoozing with a client will make up for a poor product match.

    Being personable is, of course, important in sales. But isn’t it important in all vocations? Friendly plumbers are more pleasant to deal with than unfriendly plumbers. Friendly bus drivers are more pleasant to deal with than unfriendly bus drivers. Friendly lawyers are more pleasant to deal with than unfriendly lawyers (unless they’re on your team of course!) Ken Hubbard, the American writer said “Beauty is only skin deep, but it’s a valuable asset if you’re poor or haven’t any common sense!”

    In the good old/bad old days, salespeople would use their charm (‘beauty’) to cover up for this lack of a credible solution (‘common sense’). Today’s professional buyer can see through that. It’s what is underneath that counts most.

    Myth 4: Customers Like to Talk about Themselves

    We have sat on thousands of sales calls. Some were good. Some were bad. And some were downright ugly. The bad ones were those where the salesperson doesn’t ask any questions at all. They launch into their features and benefits without any consideration for what the buyer may actually needed.

    And then there were the ugly calls. The salesperson knew that they had to conduct a fact find, and gain as much information about the customer as possible. So they launched into a ‘Spanish inquisition’, asking a list of meaningless questions that did nothing but bore the customer.

    Yes, there is a certain amount of information that needs to be identified in a sales intervention, as without it it is difficult to make a recommendation and know whether the opportunity is worth fighting for. But this is all for your benefit, not theirs. Needs make sales, not customer biographies.

    Myth 5: It’s a Numbers Game

    Average salespeople get a long way by putting in long hours and running around contacting a lot of people. They then submit ‘phantom forecasts’; over-optimistic sales projections based on a pipeline of proposals that never convert into actual business. This is because the needs identified in the sales call were not compelling needs.

    Just having a need doesn’t mean that the customer will act upon it. Many of the deals on a salesperson’s pipeline remain unclosed because the customer keeps procrastinating over the decision. Playing the numbers game doesn’t help them deliver more sales. It just creates more work for themselves and everyone around them.

    The Single Principled Salesperson ensures that the needs are compelling prior to presenting the solution. Why? Because only then are they assured that the customer will be motivated into action.

    Myth 6: Sell the Sizzle, not the Sausage

    We love the concept of making presentations sizzle. Our issue with the myth of ‘selling the sizzle’ is with how salespeople think that they can bamboozle a customer with fancy presentations that are high on show but low on substance.

    At first sight, ‘selling the sizzle’ seems to make perfect sense. The sausage sizzling away on a griddle is much more likely to sell than an uncooked sausage sitting in the fridge. But this is because the sizzle fired up your senses bringing attention to the fact that you are hungry. The sizzle satisfied your compelling need.

    Ever smelt a sizzling sausage when you have food poisoning? It would probably make you feel even worse. This is because this time your need isn’t hunger. In fact, food is the last thing you need.

    Myth 7: Money Talks

    Listen to buyers and you’d think that they really do believe that money talks. Buyers are a brutal species, taking sheer delight in making a salesperson sweat on price. They trick them into thinking it is all about cost, and if the salesperson doesn’t drop their price they will find a supplier who will. Indeed, some buyers actually believe in this hype themselves.

    But customers actually want value, not the cheapest price. If people wanted cheap we would all be driving around in 10-year-old cars and shopping in charity shops. Products are only perceived as expensive if the value is not appreciated by the customer. You’ll never lose a deal on price, only on value.

    Myth 8: Fail to Plan, Plan to Fail

    Salespeople tend to fall into two camps: those who plan too much and those who hardly plan at all.

    Those who plan too much tend to be ‘busy fools,’ i.e. running around doing very little. When we go out with these salespeople on calls they show us all the planning they have done: a tour of the client’s website; the previous history; a list of questions they are going to ask; competitor information etc. The problem is they don’t even refer to it.

    The second type are those salespeople who do very little planning. Indeed, most salespeople fall into this category. You may be surprised to learn that so do Single Principled Salespeople.

    “Hooray!” I hear the cry from the sales community at large. “What? No need to plan?” Not quite!

    Peter Drucker, the management guru, defined the difference between ‘effectiveness’ and ‘efficiency’ as being:

    “Efficiency is doing things right; Effectiveness is doing the right things.”

    Single Principled Salespeople are effective because they identify the right things to do. It’s why they often work fewer hours than the average performers.

    The cartoonist, Doug Larson, said on time management, “For disappearing acts, it’s hard to beat what happens to the eight hours supposedly left after eight of sleep and eight of work.” I think we can all empathise with this sentiment. Life is too short to be planning for the sake of it.

    The 8 Myths of Selling Summary

    Winston Churchill said “Out of intense complexities, simplicities emerge.” Selling has become a complicated business. But it doesn’t have to be. Simple is good.

    And that’s why great sales people follow the Single Sales Principle®. By focussing on matching compelling needs with credible solutions that offer perceived value you will succeed in selling. We guarantee it. Follow the 8 myths and you will become frustrated and disillusioned with our wonderful profession.

    Original article written by Mark Blackmore (MD of Lammore)

    For more information on the ‘Single Sales Principle’ sales training programme contact:

    Ben Thompson

    ben.thompson@lammore.com

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    Source by Ben Charles Thompson

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  • Understanding the Definition of Health Related Fitness

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    Being a Health and Fitness Professional, it is my job to understand terms and definitions which are commonplace to this industry, as well to keep abreast of evolving trends. Through my experience, I have found that a number of terms deserve a little more clarification than that which they are granted.

    Aside from clarifying the definition of Health Related Fitness, this article intends to shed some light on a few of the associated terms, and to show their respective distinctions.

    Is it simply all in a name?

    The fitness world seems to use the concept Health Related Fitness like a generic fitness principle – interchangeable with others like “Physical Fitness”, “Health and Fitness” or simply “Fitness.”

    While all of these terms can be included under the broad term Health and Physical Fitness, they individually refer to different aspects – both generic and specific. Unfortunately, references to these and other fitness-related terms are often vague, while consistency in their intended use is meager at best; there is a kind of “generally accepted” use for them, but individuals often rely on own interpretation, and this can lead to confusion.

    With that said, does Health Related Fitness simply infer fitness by means of good health? Not quite. That is why we need to understand a little more behind these words before digesting the definition.

    How did the term Health Related Physical Fitness come about?

    That is a good question. One could probably ask what is this concept all about – can we not simply use the terms “Fitness” or “Physical Fitness” instead?” Why Health “Related”?

    The main reason stems from the fact that most health and fitness terms are used inconsistently and often refer to different concepts or notions. Subsequent to the 1996 report from the US Surgeon General (Physical Activity and Health; a report of the Surgeon General), there was a move to try and address the alarming rise in obesity levels among the general American public. Studies and initiatives required standardization among clinicians, health practitioners and fitness trainers to grapple with the task at hand. Enter “Health Related Physical Fitness”, a working term to address the general state of health among the public.

    The definition of Health Related Fitness

    According to the American College of Sports Medicine (ACSM), the main authority in this field, ineffective definitions with unclear and subjective wordings, as well as definitions containing terms which themselves require defining, have contributed to confusing the term “Physical Fitness.”

    There exists no reliable guide for Health and Fitness Professionals to measure “Physical Fitness”, because the term has been so loosely and inconsistently defined. It is therefore that one should consider the concept of Health Related Fitness. The definition therefore centers on the 5 Components of Physical Fitness which relate to “good health.” These Components are:

    • Cardiorespiratory Fitness
    • Body Composition
    • Flexibility
    • Muscular Strength
    • Muscular Endurance

    On the other hand, Skill Related Fitness Components are:

    • Balance
    • Reaction Time
    • Coordination
    • Agility
    • Speed
    • Power

    According to the Centers for Disease Control and Prevention (CDC), the definition of Physical Fitness emphasizes the difference between Health Related Physical Fitness and Athletic Ability Physical Fitness. Its point-of-departure is the “health” of the US nation, which is often referred to as the “public health perspective.” In that respect, the 5 Health Related Fitness Components are more important than those related to Athletic Ability (or Skill Related Components).

    Although the concept of Health Related Fitness has an integral association with “good health”, the 5 Components are addressed individually by health professionals to allow for their measurement.

    Now that we have a deeper understanding of the term, what purpose does it serve?

    Continuing from where the definition left off, the objective of measuring the 5 Components is to advise clients about their own particular Health Related Fitness, and to use data obtained from the tests to design appropriate exercise programs which can then be evaluated.

    The 5 Components contribute evenly to make up a holistic Health Related Fitness, which is of direct interest to the health of the ordinary citizen, in that the concept is normative. In other words, it is a standard which allows for consistent application.

    It is therefore important for those working in the health and fitness industry not to mistake “overall physical fitness” with “Health Related Physical fitness.”

    To conclude, let us consider this distinction between Physical Fitness and Health Related Fitness

    One needs to bear in mind that regular physical exercise can improve overall Physical Fitness, as well as Health Related Fitness. However, overall fitness is a generic term and is up to subjective interpretation, while Health Related Fitness can be assessed.

    The distinction therefore, between these two terms, exists in that Health Related Physical Fitness can be measured according to a set of established comparative norms.

    This is where the “rubber hits the road.” The guidelines set out by the ACSM enable health professionals to work with clients to assess and measure their response to exercise and prescribe appropriate exercise programs. A client’s progress can then be monitored and adjusted where necessary in order to obtain the desired fitness goals.

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    Source by Cleto Tirabassi

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  • A Basic Principle of Healing: First, Do No Harm

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    The Greek healer, Hippocrates, set the first standards for medicine in the form of the Hippocratic Oath.

    A basic principle of that oath was

    “First do no harm.”

    This ethic is meant to be the guide for whatever intervention a physician or healer uses to assist a patient to heal because…

    the actual healing itself is done by the body.

    For example, you accidentally cut your finger. You may clean the wound and put an antiseptic on it, followed by a bandaid.

    None of these things actually cause the cut to heal. That work is done by the physical body itself.

    • Cleaning the wound and using an antiseptic remove bodies that may interfere with the physical body’s ability to repair the cut.
    • A bandaid, or bandage, assists by keeping the cut clean, and may hold the two sides of the cut together, thus making it easier for the body to reconnect the tissues as it repairs the wound.

    This is similar to how Energy Healing helps you recover from an illness or an injury.

    In Energy Healing, the facilitator’s (healer’s) primary responsibility is to support the body’s natural healing processes.

    This is done in a number of ways.

    1. Removing energy blocks that may interfere in the healing process.
    2. Supporting the body energetically so that it has the energy it needs to do the repair work.
    3. Communicating clear intentions to the body so it understands the expectations and goals of the person whose body it is.
    4. Assisting the body to let go of energy patterns that are interfering with the healing process, such as trapped emotions, limiting beliefs, and distorted vibrational patterns.

    A healing facilitator communicates with expert energy healers in higher realms who may be able to see or perceive subtle aspects of damage that are outside the third dimensional reality.

    Full recovery may require that those damaged area be repaired as well.

    A well-known example of this type of situation would be a damaged chakra.

    A chakra is a spinning wheel of energy. The most well known chakras are along the spinal column.

    There are also many chakras of varying sizes throughout the physical and other energy bodies. Some chakras are part if the meridian system used in acupuncture and are called “acupuncture points.”

    When a chakra is damaged or functioning improperly, a complete healing outcome may be compromised.

    Each chakra may be a slightly different size, color and complexity, depending on where it is located in the body and the services it performs.

    Chakras are a basic part of the energy anatomy of all conscious beings.

    Humans and animals have chakras, and so do plants.

    Mother Earth has chakras as well.

    Within the physical body of a human or animal, the various organs and glands have chakras specifically designed to keep each one in balance and harmony by providing essential “life force” to that part of the anatomy.

    When my cat Violet was diagnosed with early stage renal (kidney) failure, I discovered that one of her kidneys had a chakra that was misaligned and wasn’t able to function properly as a result.

    By repairing Violet’s kidney chakra with energy healing, I assisted her kidney to function better. Using muscle testing, I was able to increase the energetic ability of the kidney to function by more than 50%.

    This contributed to Violet feeling more comfortable in her body for a longer time than she might have otherwise.

    In all types of energy healing, “First, do no harm” remains an essential ethical principle.

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    Source by Nedda Wittels

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