About leadership …

Posted in Aktuellt, Allmänt, Leadership / Ledarskap on mars 19th, 2015 by admin

Leadership

Next stop Copenhagen

Posted in Aktuellt, Lectures / Föreläsningar on mars 19th, 2015 by admin

On my way to Copenhagen to run a seminar with 100 international managers!
ladda ned

12 trender som förändrar ditt jobb (del 2 av 12)

Posted in Aktuellt, Allmänt, Customer care / Kundvård, Digitalisering / Internet, Strategy implementation / Strategiimplementering, Technology on mars 19th, 2015 by admin

2. Mobildoktorn kan komma
“Dags att springa Anna. Det var två dagar sedan. Glöm inte att öka till 6 kilometer och tänk på ditt nya, längre löpsteg.” Annas skor har precis skickat ett sms till hennes mobil med en uppmaning.
Internet doc
Vår omgivning kommer snart att kunna samla in mer data om oss via inbyggda sensorer i saker som mobiltelefoner, armband, kläder och skor. De kommer att övervaka allt från fysisk aktivitet till sömnmönster och kunna ge råd om hur vi ska kunna leva mer hälsosamt.

Källa: dm.postnord.se, 18 mars 2015
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12 trender som förändrar ditt jobb (del 1)

Posted in Aktuellt, Allmänt, Digitalisering / Internet, Leadership / Ledarskap, Strategy implementation / Strategiimplementering, Technology on mars 18th, 2015 by admin

Här är tekniken och trenderna som kommer att tvinga din marknadsplan tillbaka till ruta ett:

MAKER-RÖRELSEN
1. Garagerevolutionen
I dag finns det datorprogram där vem som helst kan rita sina egna kretskort. Och det finns elektroniska precisionsverktyg som kan svarva ut analog verklighet av digitala drömmar.
3D
Högteknologiska, närmast science fiction-doftande, instrument går att köpa loss för bara några tusenlappar. Det sker en revolution inom tillverkning. Tack vare globaliseringen och ny teknik som 3D-skrivning kan vem som helst i dag skapa en egen produkt och starta ett företag kring den.

Källa: dm.postnord.se, mars 2015
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12 saker som extremt omtyckta människor gör för att lyckas

Posted in Aktuellt, Allmänt on mars 17th, 2015 by admin

Att vara omtyckt handlar inte om att vara vacker, smart eller extremt social. Istället är det något som ligger helt inom din kontroll och grundar sig i emotionell intelligens (EQ). Det visar en färsk undersökning från Talentsmart.

Det är UCLA som har gjort en studie över vilka adjektiv som bäst beskriver en omtyckt person. Och det är inte medfödda saker som skönhet och intelligens som ligger i topp. Det som toppar listan är istället egenskaper som ärlighet, öppenhet och din förmåga att känna med dina medmänniskor som hamnar i topp, skriver Entrepreneur.

Alla dessa egenskaper handlar om emotionell intelligens och enligt Talentsmart är dessa personer inte bara mer omtyckta. De tjänar även mer stålar än andra. Här är 12 beteenden som utmärker omtyckta personer.

12. De hälsar med namn
Och inte bara hälsar. Det gäller att använda den andra personens namn regelbundet under samtalet. Enligt forskning så känner vi oss nämligen bekräftade och sedda när andra använder sig av vårt namn regelbundet när konverserar.

11. De ler
Smile for the camera! Men också för personen du pratar mer. Det är nämligen så att vi undermedvetet härmar kroppsspråket hos personer vi talar med och när vi ler känner vi oss bättre till mods.

omtyckt 10. De ställer frågor
Att samtala är en konst i sig och det vanligaste misstaget folk gör är att fokusera på vad de ska säga när det blir deras tur att tala. Detta leder till att man missar vad den andra personen egentligen menar. Ett enkelt sätt att undvika detta är att ställa frågor och visa att du lyssnar ochär intresserad av vad den andra personen säger.

9. De är ärliga
Ingen gillar falska människor som ljuger. Omtyckte personer är istället säkra i sig själva och fokuserar på det som intresserar dem istället för vad de tror ska få andra att tycka om dem.

8. De lägger ifrån sig mobilen
Nog för att smarta telefoner är en skänk från ovan. Men när någon inte kan låta bli att titta på Facebook var och varannan minut är det ytterst irriterande. Så släpp mobilen och fokusera på samtalet. Du kommer märka att det blir betydligt mycket intressantare när du fokuserar på vad som sägs.

7. De dömer inte andra på förhand
Att vara fördomsfull är negativt både för dig själv och din omgivning. Försök istället att låta bli att döma dina medmänniskor innan du har gett dem en chans att visa vem de är och gå in i nya möten med ett öppet sinne.

6. De söker inte efter uppmärksamhet
Ingen gillar personer som söker efter uppmärksamhet. Du behöver inte vara översocial och bombastiskt för att folk ska gilla dig utan det räcker att behandla dina medmänniskor på ett vänligt och självsäkert sätt.

5. De är konsekventa och pålitliga

Obekväma överraskningar är sälla uppskattade i dagliga interaktioner. Därför är det viktigt att folk vet vem det är de möter. Så även om du har en dålig dag behöver dina medmänniskor veta att du fortfarande kommer behandla dem på ett bra sätt.

4. De lämnar ett gott första intryck
En ofta återberättad klyscha är att det tar sju sekunder för personer du möter att avgöra om de gillar dig eller inte. Även om det låter skräckinjagande så kan du lika gärna använda det till din fördel. Det första intrycket är tätt förknippat med kroppsspråk så sträcka på dig, skaka hand ordentligt och le för att lämna ett bättre intryck.

3. De använder ett positivt kroppsspråk
Kroppsspråket är en viktig bit i kommunikationspusslet och är ett positivt kroppsspråk är något som personer med hög emotionell intelligens använder för att locka till sig sina medmänniskor. Så att använda ett entusiastiskt tonläge, behålla ögonkontakt och inte stå med armarna i kors är ett par enkla knep för att förbättra sitt kroppsspråk.

2. De vet när de ska dela med sig av personliga problem
Om du alltid delar med dig av dina problem riskerar du att uppfattas som någon som bara klagar. Det gäller att istället låta den andra personen visa när det är läge att öppna upp sig.

1. De balanserar nytta med nöje
Alla gillar vi kolleger som känner passion över sitt arbete. Men om du blir allt för absorberad i jobbet riskerar du att uppfattas som alldeles för seriös. Det gäller att balansera arbetet med det sociala och dra nytta av de tillfällen som ges för att ha en meningsfull konversation.

Källa:DI.se, mars 2905
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How to deal with a negative coworker

Posted in Aktuellt, Leadership / Ledarskap on mars 17th, 2015 by admin

Some people exude negativity. They don’t like their jobs or they don’t like their company. Their bosses are always jerks and they are always treated unfairly. The company is always going down the tube and customers are worthless. You know these negative Neds and Nellies – every organization has some – and you can best address their impact on you via avoidance.

On the other hand, sometimes normally positive people are negative. Some of the time, too, their reasons for negativity are legitimate. You will take a completely different tack with these occasionally negative people. We’ll deal with both of these varieties of negativity from people.

Tips for Dealing With Occasional Negativity
Listen to the employee or coworker’s complaints until you are certain that they feel heard out and listened to. Sometimes people repeat negative sentiments over and over because they don’t feel like you have really listened to them. Ask questions. Clarify their statements. Make sure you have actively listened.

negative 2Decide if you believe the employee or coworker has legitimate reasons for their negativity. If you decide affirmatively, ask if they’d like your help to solve the problem. If they ask for help, provide advice or ideas for how the coworker can address the reason for their negativity.

Short term advice that points a person in a positive direction is welcome. But, your role is not to provide therapy or counseling. Nor, is your role to provide comprehensive career advice or long term recommendations. Point the coworker to helpful books, seminars, or the Human Resources Department to solve their problem. Know your limits when advising coworkers.

Sometimes, the coworker just wants to complain to a friendly, listening ear; they don’t want your advice or assistance to address the situation. Listen, but set limits so the coworker does not overstay or over-talk his or her welcome. Long term complaining saps your energy and positive outlook. Don’t allow that to happen. Walk away. Tell the coworker you’d prefer to move on to more positive subjects.

If you listen to the coworker’s negativity, and decide the concerns are not legitimate, practice personal courage and tell them what you think. Tell the coworker you care about their concern and about their happiness at work, but you disagree with their assessment of the situation.

Back gracefully out of additional conversations. The coworker will attempt to appeal to your sympathetic nature, but if you believe the negativity is unwarranted, don’t spend your time listening or helping the coworker to address the negative feelings. You will only encourage long term and growing negative feelings and, potentially, behavior. You will set yourself up as a negativity magnet. Constant negative interactions will eventually permeate your interaction with your workplace.

Tips for Dealing With Negative Coworkers
Deal with genuinely negative people by spending as little time with them as possible. Just as you set limits with the coworkers whose negativity you believe is baseless or unwarranted, you need to set limits with genuinely negative people.

Causes of their long term negativity are not your concern. Every negative person has a story. Don’t impact your positive outlook by listening to the stories, or reviewing the history and the background about the grievances purported to cause the negativity. You reinforce the negativity; negativity is a choice. Negativity mongers need a new job, a new company, a new career, a new outlook, or counseling. They don’t need you.

Deal with negative coworkers in these ways.

Avoid spending time with a negative coworker.

If you are forced, through your role in the company, to work with a negative person, set limits. Do not allownegative 1 yourself to be drawn into negative discussions. Tell the negative coworker, you prefer to think about your job positively. Avoid providing a sympathetic audience for the negativity.

Suggest the negative person seek assistance from human resources or their supervisor.

If all else fails, talk to your own supervisor or human resources staff about the challenges you are experiencing in dealing with the negative person. Your supervisor may have ideas, may be willing to address the negativity, and may address the issue with the negative person’s supervisor. Persistent negativity, that impacts coworkers’ work is a work behavior that may require disciplinary action.

If negativity among employees in your company is persistent, if the issues that warrant negativity are left unaddressed, and the negativity affects your ability to professionally perform your work, you may want to consider moving on. Your current culture will not support your desired work environment. And, if no one is working to improve a work culture that enables negativity, don’t expect the culture to change any time soon.

Source: Humanresources.about.com, 17 March 2015
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Things I wish I’d known before taking on the CEO role

Posted in Aktuellt, Leadership / Ledarskap on mars 16th, 2015 by admin

From Jobs and Gates to Mark Zuckerberg and Drew Houston, we’ve become enamored with the story of the young CEO rocketing to fame and success at increasingly younger ages (just think of Summly’s Nick D’Aloisio).

And this phenomenon is only likely to continue as kids become more deeply ensconced in tech from earlier stages andceo become more adept at identifying the gaps to be filled with new innovations. Younger founders also seem to appeal to investors who are looking for high-energy individuals prepared to take big risks for big payoffs. Investors are attracted to the visionary confidence of the young CEO who has the hubris to dream big and convince others to do the same.

But no matter how acute the ability of these young men and women to innovate, they still lack the decades of accumulated professional experience needed for a management role.

It may seem strange that I’m writing a piece on “things I wish I knew” at the age of 24, but having founded my first startup in my early teens, I have had the tremendous opportunity to accrue a great many failures. Below are five things (from many!) I wish I’d known earlier on to help avoid some critical pitfalls.

1. The difference between an entrepreneur and a CEO
The first crucial thing a young CEO needs to understand is the shift in role from being an entrepreneur to being a CEO. An entrepreneur is an engine for change; they are single-minded in breaking boundaries, bursting through doors, and disrupting industries. But a CEO is engaged in building the kind of company that will be around long enough to one day be disrupted itself. To do that, you need to be able to provide more structure and set a sustainable pace. As an entrepreneur, you have the luxury of thinking only of your own to-do list, but as a CEO you have to make sure everyone else is equipped to complete theirs, and that everything is synchronized to serve the wider needs of the company. An entrepreneur can galvanize friends and family to help in a crisis, but a CEO has to motivate and manage a team of people day in and day out. Too often today we look at young successful entrepreneurs as CEOs-in-waiting. The harsher truth is that the two do not necessarily go hand in hand and sometimes require directly contrasting skillsets. Before you even consider taking on the role of CEO, make sure you’re being honest about whether it’s the right fit.

2. You have to adjust your standards
Be prepared to be flexible with your standards if you want to succeed as the CEO of a company with different departments and teams. It’s no longer about getting things done your way, but about getting things done period. Sometimes that means you will have to compromise on perfection — or on your perceived view of perfection (see below) — in the pursuit of efficiency. Equally, you may need to give someone the time and space to achieve a higher standard than you’re used to because a particular product needs to be absolutely perfect. Either way, it’s simply no longer about you anymore, and you’ll need to be flexible in your standards to account for that.

3. People don’t see the world the way you do
This was one of the first and most crucial lessons I learned. As a young person, too often we assume that everyone thinks as we do, and this means our judgement is critically impaired. Whether you’re evaluating potential partnerships, hires, or even clients, you will run into inevitable issues if you make the mistake of thinking that people see any given situation through the same eyes that you do. Developing an ability to step out of your own viewpoint will ensure that you’re able to make more informed and objective decisions that will aid your long-term success. The logic that underlies your own thought process isn’t universal, and learning to express and adapt your vision to account for more varied perspectives is critical to driving a business forward.

4. Seeing obstacles is as important as seeing opportunities
Being solution oriented is a major boon for young entrepreneurs, but it can be dangerous when it comes without the ability to identify problems before they arise. The older you get, the harder it is to ignore all the instances where something didn’t work out: a potential client rejected your proposal, or an investor shot down your pitch. One of your biggest assets as a younger CEO is the ability to see the world in terms of its possibilities as opposed to its pitfalls, since you’re in the enviable position of being unencumbered by an awareness of all the obstacles in your way. But the fact that you “don’t know what you don’t know” is also your greatest weakness. If you want to be a successful CEO, you will need to cultivate an appreciation for where the future obstacles along your path will lie and adjust your course accordingly. This will ensure that instead of wasting time dealing with crises as they erupt, you will be able to anticipate and avoid them.

5. Don’t lose the edge in your age
As a young CEO managing a company with older colleagues or working to convince 50-, 60-, or even 80-year-old investors to trust you with their money, you will work to put on as much of an air of mature professionalism as possible. And you should. But it’s equally important not to lose the ability to act your own age, since it’s precisely your age that gives you a crucial edge as a CEO. In many cases, you are the target market for the product, vision, or service you are trying to sell, giving you a uniquely accurate and intimate understanding of the needs of your target audience. You are also more apt to take risks and bypass conventional ways of doing things to cut through to a more efficient and innovative way. That perspective is what will make you stand out from other managers with more experience than you have, and it would be counter-productive to crush that element of your unique value.

Source: Venturebeat.com, 16 March 2014
About the author: Nadav Shoval is the CEO and cofounder of Spot.IM. Nadav is a serial entrepreneur and has been working on building startups since the age of 11. Spot.IM is his fifth venture.
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Motivated leadership

Posted in Aktuellt, Allmänt, Leadership / Ledarskap on mars 11th, 2015 by admin

Have you ever found yourself repeatedly procrastinating, not taking action on a task that needs to be done, or not having the boldness to act—even on a good idea? Or have you felt your energy drain away just thinking about an upcoming task, such as conducting performance reviews? Your motivational outlook is probably to blame, says best-selling business author Susan Fowler.

Fowler explains that individuals bring one of six motivational outlooks to any goal or task they face. And her research has identified that three of the outlooks perform better than others for generating positive, long-lasting, and consistent energy for getting a job done.

The challenge for leaders is to help employees identify which of the six motivational outlooks is currently in play, help them shift to one of the more positive outlooks, and then reflect on the impact. Fowler’s research shows that this three-step process leads to greater performance, productivity, and well-being.

SKILL ONE: IDENTIFYING CURRENT MOTIVATIONAL OUTLOOKS
In her book Why Motivating People Doesn’t Work… And What Does, Fowler shares that of the six motivational outlooks a person can bring to a goal or task, three are suboptimal because of their limited and predictable negative impact on performance:
identifDisinterested. This is where an individual feels overwhelmed, cannot find value in the task, or doesn’t have the energy to manage what’s required.
External. This is where an individual is primarily motivated by the promise of a tangible reward or incentive, or the expectation of increased power, status, or respect.
Imposed. This is where an individual is motivated by pressure to perform by either self-expectations or the expectations of others. Their actions are an attempt to avoid feelings of guilt, shame, or disappointment.

The next three outlooks are labeled as optimal because they lead to long-term performance and high-quality satisfaction.

Aligned. This is where an individual derives a sense of meaning from the goal or task, is able to align the task with important personal values, and is making a conscious and deliberate choice to do the right thing.
Integrated. This is where an individual is motivated because the goal or task fulfills a deeply felt sense of purpose, or is regarded as a self-defining activity.
Inherent. This is where an individual perceives the goal or task as pure fun and enjoyment.
And while Fowler has seen people list all six motivational outlooks when they identify their motivation on key responsibility areas or key performance indicators, there is still a predominance of External and Imposed motivational outlooks among employees. This leads to the misguided notion that people aren’t motivated or don’t have enough motivation. That’s wrongheaded, explains Fowler. “The question isn’t if a person is motivated, the better question is why.”

SKILL TWO: SHIFTING UP TO A MORE OPTIMAL MOTIVATIONAL OUTLOOK
In working with leaders, Fowler explains that motivational outlooks are, in the end, a matter of choice. It begins with the leader helping people identify where they are, choose where they prefer to be, and use proven strategies for shifting.
Fowler says, “People have a spectrum of motivation possibilities they may have never considered. A leader can openmotiv people up to alternatives: Why would someone choose an outlook that is self-defeating and negatively impacts long-term performance, not to mention their physical and mental health? When given an understanding of their options, people are more apt to use the skill of motivation to take the positive path.”
Breaking traditional habits can be a challenge. Shifting to a more positive motivational outlook requires thinking beyond gaining rewards or avoiding punishments. Instead, Fowler recommends that leaders focus on the MVP’s of motivation — Mindfulness, Values, and Purpose.

In her work with clients, Fowler encourages using “why” questions to get at some of the root causes or neglected psychological needs that can lead to people going through the motions, doing tasks only for the money or intangible rewards such as power, or feeling obligated to just meet minimum requirements. She says, “It’s fascinating to turn the tables and ask leaders why they accepted the mantle of leadership.”
On the surface, it seems simple enough. Fowler will ask the person to consider why they are not making progress with a particular work task. Then with each answer, Fowler probes with another “why” question. She explains: “Asking ‘why, why, why’ helps an individual peel through the layers of distractions. Asking ‘why’ provides a mindfulness method for getting connected to psychological needs that were being obscured by doing the task for suboptimal reasons.”

The second of the MVPs, Values, occurs when leaders take the time to help employees identify their core values at work and find a way for them to align the goal or task with one of those values. The strategy is to help people find something more enduring and meaningful than doing the task simply because they were told to do it, or because they’ll get a reward if they do.
The third of the MVPs is to connect with a noble Purpose. Few events in life are more powerful than making important decisions from a sense of purpose. One of the key roles of a leader is to help people find something worthwhile to serve. Fowler reminds leaders: “If you have not done this for yourself—connected your own goals to a noble purpose for the greater good—you will find it a challenge to help others rise above daily obligations.”

SKILL THREE: REFLECTING
Reflecting is the third step in the process and includes leaders encouraging people to notice how they feel after Reflectingtheir shifting experience. Fowler says, “Feelings are the pathway to understanding one’s well-being. And awareness of your well-being is at the heart of maintaining an optimal motivational outlook.”
Fowler explains that many leaders are out of touch with their own emotions, often ignoring their moods, especially at work. Ironically, she says, the more you overlook your emotions, the more these emotions tend to rule your behavior. If leaders are going to become more adept at helping people manage their personal motivation process, they need to be more adept at reflecting, acknowledging, recognizing, identifying, and accepting feelings—especially their own.

SHIFT TODAY!
The three skills of optimal motivation can seem somewhat simple in nature—but the results are profound. New studies have shown that optimal motivational outlooks are significantly correlated to employee intentions to perform at a high level, apply discretionary effort as needed, remain with an organization, endorse an organization, and work effectively with others.
Leaders can begin to move the workforce to a higher quality of motivation and skill by encouraging people to examine their current motivational outlook on each of their key tasks and goals. Where outlooks are less than optimal, managers can learn how to create conditions that make it easier for people to shift and reflect, allowing people to tap into the motivation that is already present and waiting to be used. But first, leaders need to learn and apply the skill of motivation for themselves. Fowler asks, “Can you imagine a leader who has a suboptimal motivational outlook for conducting performance reviews trying to shift employees’ motivation to improve their engagement scores?”

As Fowler reminds leaders, “Picture people choosing to come to work because they experience a sense of positive well-being, the feeling that they are contributing to something greater than themselves, and the thrill of continued growth and learning. People can flourish as they succeed. This is the promise of optimal motivation. It’s a process that’s good for people and good for the organization.”

Get started today!

Source: Kenblanchard.com, 11 March 2015
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Are you a burn out risk?

Posted in Aktuellt, Allmänt, Executive Coaching, Leadership / Ledarskap, Uncategorized on mars 9th, 2015 by admin

Read Pranati Raheja 10 easy tips to burnout at work:

1. BE A PERFECTIONIST:
Set impossible standards for yourself and know that good enough is just not acceptable. Try to squeeze out every drop of productivity from daily work. Beat yourself if everything isn’t perfect and sacrifice everything from family time to “me time” to get it “just” right.

2.LACK BELIEF:
Lack belief in your own ability to accomplish goals and tasks (ensuring that you are stressed out even before you start) or do work that you don’t believe in (personal values clash with you companies values or your current job). Let the clash & stress erode you and make you prone to BURNOUT.
BU 1
3. EAT LUNCH AT DESK:
Treat your body as a machine and work without break. Take your lunch at your desk – after all taking a break might mean the end of the world, collapse of economy or at least the bankruptcy of your company. Forget the fact that giving yourself a break will refresh you and make you more productive.

4. DON’T TAKE VACATIONS:
Going in line with point no 3, I suggest that you should not take any vacations if you wish to burnout fast. As a vacation means enjoyment, fun & relaxation while reconnecting with family, friends and yourself which can ease your stress. A strict no – no if you really wish to burnout.

5. DON’T COMMUNICATE WITH YOUR BOSS:
Unclear job description, routine activities, poor job fit, being micro managed, and no growth prospects can all lead to burnout. So for a faster burnout never discuss these with your boss/ HR to get them resolved.

6. NEVER SAY “NO”:
In line with above never say “No”. Deadline pushed forward – accept, overloaded still more work put on your plate – say yes. Colleague slacking but asking you to do his / her job – be happy. Being pulled in all directions and not having a single minute to yourself will easily stress you out.

7. DON’T TRUST YOUR COLLEAGUES / SUBORDINATES:
Trusting relationship with your colleagues and subordinates would mean “POSITIVE WORK ENVIORONMENT” which is toxic to burnout. Always be scared and believe that people around you are there only to sabotage you and are just waiting to bring out their knives. Be scared and stressed about it J
BU 2
8. DON’T HAVE ANY SOCIAL NETWORK APART FROM WORK COLLEAGUES: Unlike the point above if you are made to suffer and work with a great bunch of people at work. Ensure you do not have any social circle apart from them. Talk shop on weekends (if you are not working or dreaming / thinking of work) or on all your outings. No mental break from work, same people in and out of office will help you to burnout. To burnout even faster don’t have any network at all, as feeling isolated will make you feel more stressed.

9. DON’T CULTIVATE ANY HOBBIES:
Hobbies are detrimental if you really wish to burnout. Stay away from things that you may “Love” to do. A hobby can be therapeutic -will relax you, give you a mental break & make you happy L. This is not desirable as cultivating a hobby will make you better-rounded as your self-worth and identity should be solely based on your work.

10. DON’T TAKE CARE OF YOURSELF: Last but not the least ensure that you do not have fixed hours for anything. You should be sleep deprived, should not eat healthy or exercise.
Following all the tips above will mean that you are on your to be “ Happily Burned out”

Source: Linkedin.com, March 2014
By: Pranati Raheja
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Har du koll på dina säljare?

Posted in Aktuellt, Försäljning / Sales, Leadership / Ledarskap on mars 7th, 2015 by admin

Har du koll på hur dina säljare presenterar ert företag och ert erbjudande?

Om du säger nej är du inte ensam. Undersökningar visar att endast 34% av alla säljchefer har kvalitetssäkrat sina säljares presentationer.

En bra, engagerande och proffsig presentation kräver träning. När vi frågade runt bland olika företag om hur de upplevde olika typer av presentationer från säljare så blev vi förvånande hurDavi P stort problemet är.
– Är det så att vi som säljchefer lägger större vikt på säljarens rapportering än på hur man faktiskt genomför ett säljmöte?

När vi frågade ett proffs på presentationer, David Phillips, om de tre vanligaste misstagen som säljare gör under en kundpresentation så fick vi till och med fyra.
Här kommer de vanligaste misstagen du som säljchef MÅSTE ha koll på att dina säljare INTE gör:

1. PowerPoint som snuttefilt
PowerPoint är inte, har aldrig varit och kommer aldrig att bli vad kunden köper. Kunden köper dig som säljare, din personliga relation och din förmåga att förmedla mervärdet av din tjänst eller produkt till kunden.
PowerPoint blir som en snuttefilt för att säljaren antingen inte kan produkten eller tjänsten tillräckligt väl eller helt enkelt är för nervös att presentera den i största allmänhet. Släpp PowerPoint, tala från din erfarenhet, din egen kunskap och ditt hjärta för din produkt eller tjänst och använd sen PowerPoint för att visa eventuella diagram eller tabeller som kan understödja din argumentation.

2. Ingen passion och hjärta
Det saknas hjärta i de flesta säljpresentationer jag hör i mitt jobb. Ingen stolthet, ingen kärlek till sin produkt eller tjänst.
En säljare som platoniskt och känslokallt förmedlar sin produkt kommer heller inte att framkalla något annat resultat hos kunden.
Kunden blir det som säljaren känner för er produkt. De måste vara stolta och känna passion för det de säljer. Om de inte känner det, så hjälp de leta djupt och länge. Om de inte hittar det. Se till att de byter jobb och säljer något som de brinner för.

3. Dåligt förberedda
När dina säljare möter en kund finns det nästan alltid något form av motstånd, förutfattad mening eller annan invändning.
Det är sällan kunden säger – Japp, jag köper vid första anblick. Det här motståndet kan bero på flera olika faktorer.
Det är för mig helt galet hur många många säljare som går in och presenterar sin produkt, sin pitch utan att först ha rivit ner motståndet, de förutfattade meningarna, invändningarna. Om man inte är förberedd och är proaktiv mot motståndet initialt i presentationen så kommer kunden att lyssna med halvt öra genom presentationen.

4. Dålig tajming
Var och varannan människa vet att tajming är avgörande hemma i stugan när du ska presentera en ny idé, ett semesterförslag eller ett nytt inköp.
Du vet att om du säger det vid fel tillfälle så är svaret blankt Nej men om du säger det vi rätt tillfälle så är svaret Ja. Hur kommer det sig? Tajming handlar egentligen i grund och botten enbart om ett antal faktorer som just då är eller inte är rätt.
Flytta den insikten till din kommersiella arenan och inse att samma sak råder hos dina kunder. Vilket innebär två slutsatser. Du kan antingen vänta på rätt tajming vilket kan vara ruggigt svårt om inte till och med omöjligt. Ditt andra alternativ är att du kan skapa tajmingen där och då genom att applicera ett antal tekniker som gör att kunden kommer i en välmående, motiverande och inspirerad balans. Igen så kan du inte kasta dig på din PowerPoint eller din tekniska specifikation utan att först kratta manegen.

Kortfattat kan vi summera att säljkårer generellt är dåliga på förberedelser och vilka värden man tillför varumärket man träffar. Som uttalad säljchef eller säljansvarig chef på ditt företag är det DITT ansvar att detta görs bättre.

Med tanke på att att en säljare kostar mellan 3 000 – 5 000 kr per möte så är det en riktigt dålig investering att inte har järnkoll på hur de agerar i kundmötet.

Behöver ni hjälp att utveckla era säljpresentationer kan du kontakta David här: david.phillips @ presentationsteknik.se

Källa: saljledarskap.se
Länk

Vad tycker era kunder om dina säljares prestation? Lär dig mer här (www.3s.se)