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Urgent Distractions Vs Productive Actions
Urgent Distractions Vs Productive Actions
Urgent Distractions Vs Productive Actions
Urgent Distractions Vs Productive Actions
Urgent Distractions Vs Productive Actions
Urgent Distractions Vs Productive Actions
Urgent Distractions Vs Productive Actions
Urgent Distractions Vs Productive Actions
Urgent Distractions Vs Productive Actions
Urgent Distractions Vs Productive Actions
Urgent Distractions Vs Productive Actions
Urgent Distractions Vs Productive Actions
Urgent Distractions Vs Productive Actions
Urgent Distractions Vs Productive Actions
Urgent Distractions Vs Productive Actions
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Urgent Distractions Vs Productive Actions

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  • Important – Approaches, EHC’s, Demos, Proposals, Orders, Surveying, Installations, Training Urgent – Service Crisis, Paperwork Errors, Customer Complaints, Equipment Failures, Problem Resolution
  • Which Quadrant do you most identify with ?
  • Which Quadrant do you most identify with ?
  • We have to eliminate the trash, we must be aerodynamic!
  • Pass out Organizational Chart.
  • Transcript

    1. Memphis Communications Corporation Mail Handling Group February ‘05 Sales Review
    2. Redeeming the Time
    3. TIME <ul><li>Importance vs. Urgency </li></ul><ul><ul><li>Anything other than “A” Project activities or Quadrant II activities are wastes of time and have to be minimized if they can’t be eliminated. </li></ul></ul>Urgent Not Urgent I mportan t Not Important I II III IV Trivia, Busy work Some Mai Some Phone Calls Time wasters, Pleasant Activities Interruptions, some calls Some mail, some reports Some meetings, pressing matters Popular Activities Prevention, Production Activities Relationship Building Recognizing New Opportunities Planning, Recreation Crises Pressing Problems Deadline Driven Projects
    4. Results <ul><li>Quadrant I and II </li></ul><ul><ul><li>Urgent and Important </li></ul></ul><ul><ul><li>“ Invest” 80% in quadrant II, 20% in Quadrant I </li></ul></ul>Urgent Not Urgent I mportan t Not Important I II III IV Total Irresponsibility Fired from jobs Dependent on others for basics Short-term focus Crisis Management See goals and plans as useless Feel Victimized, out of control Shallow or Broken Relationships Vision, perspective Balance Discipline Control Few Crisis Stress Burnout Crisis Management Always putting out fires
    5. Results <ul><li>Quadrant I and II </li></ul><ul><ul><li>Urgent and Important </li></ul></ul><ul><ul><li>“ Invest” 80% in quadrant II, 20% in Quadrant I </li></ul></ul>Urgent Not Urgent I mportan t Not Important I II III IV Total Irresponsibility Fired from jobs Dependent on others for basics Short-term focus Crisis Management See goals and plans as useless Feel Victimized, out of control Shallow or Broken Relationships Vision, perspective Balance Discipline Control Few Crisis Stress Burnout Crisis Management Always putting out fires
    6. Invest – Don’t Spend <ul><li>Urgent activities take away from important ones. </li></ul><ul><li>Most urgent things are preventable – even heart attacks </li></ul><ul><li>Important things build yourself, your career or your family. </li></ul><ul><ul><li>Short Term Actions with long term imperatives. </li></ul></ul><ul><ul><li>Actions that achieve goals. </li></ul></ul>
    7. What to Do? We must be about the business Of maximizing important actions and minimizing urgent distractions!
    8. The Mistake <ul><li>Do all urgent matters need to be done? Absolutely. </li></ul><ul><li>Are you the one to handle every urgent matter by yourself? No </li></ul><ul><li>This is where we misuse our time! </li></ul><ul><li>Know your company structure and who </li></ul><ul><li>is responsible for what! </li></ul>
    9. The Correction <ul><li>What are your most common urgent distractions? </li></ul><ul><li>How can you change your present operating procedure to reduce or eliminate these in the future, as opposed to just dealing with them? </li></ul>
    10. Gitomer’s Top Three Uses of Sales Time: <ul><li>Talking to People who say YES </li></ul><ul><li>Getting in front of people who say YES (Approaching, Prospecting-directly proportional to your success) </li></ul><ul><li>Spending fun time with customers and prospects. </li></ul><ul><li>(Be creative with your prospects) </li></ul>
    11. Passive Time to Make Sales Time more Productive <ul><li>Reading about the industry, market and customers who say yes. </li></ul><ul><li>Reading about sales (Learning about getting the Yes!) </li></ul><ul><li>Reading about yourself and your attitude (Thinking Yes!) </li></ul>
    12. Time Management Principals <ul><li>Delegate non sales functions </li></ul><ul><li>Master your technology-Double your productivity </li></ul><ul><li>Stop personal calls during work hours </li></ul><ul><li>Schedule sales meetings at meals, especially breakfast </li></ul><ul><li>Schedule one hour a day for clean up </li></ul><ul><li>and fire fighting </li></ul><ul><li>Do business before and after hours. </li></ul><ul><li>Stay out of other peoples business. </li></ul><ul><li>Stop complaining, or telling others your complaints </li></ul><ul><li>Turn off the TV at home – It’s a waste of time </li></ul>
    13. Time Management Principals <ul><li>Eliminate what doesn’t lead to the customer </li></ul><ul><li>Avoid distracting activity – office chatter, politics, co-worker social gatherings </li></ul><ul><li>Just Say No when people come to distract, say “I’m busy selling” and say it a lot. </li></ul><ul><li>Fax early – get in front of them before the day begins </li></ul><ul><li>Mail Regularly-Personal Cards, in house events, thank you, clip articles </li></ul><ul><li>Make more Appointments- two in the morning, one for lunch, two in the afternoon. Every Day. </li></ul>
    14. Remember Your Job <ul><li>Sales </li></ul><ul><ul><li>Your role is to sell </li></ul></ul><ul><ul><li>We typically spend less than 10% of our day in the sales process. </li></ul></ul><ul><ul><li>Find a way to increase the amount of time performing this function and your numbers will follow suit. </li></ul></ul>
    15. Make the Decision in Advance <ul><li>Plan around Principals </li></ul><ul><ul><li>If your optional actions don’t include the aforementioned principals then they don’t belong </li></ul></ul><ul><ul><li>This is the one time it would be appropriate to say it isn’t in my job description. </li></ul></ul>

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