Win This Day


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Learn how to win "this" day, most managers fail because they don't have a clear road map on how to reach their goal. Goals are reached because of what you do "this" day.

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  • You want to build a reputation for being a proactive manager. This is a discipline that enhances your agency results because you are a doer, a person who is seen by your agents as getting things done. Successful agents expect this from managers. WIG/WIT formula is from Dr. Maxwell Maltz a recognized authority on self-image psychology. WIG = What I’ve got. WIT = What it takes. This formula equals self concept. We usually under estimate the “What I’ve Got” part of the equation and over estimate the “What It Takes” part of the equation. Together we come out with our self concept. You will never out produce your self concept.
  • Win This Day

    1. 1. Win THIS Day
    2. 2. A manager knows what to do;a leader inspires people to do it.
    3. 3. It can actually be easier to win than tolose.
    4. 4. Your main mission in management is to win.
    5. 5. Building Commitment = Winning Team
    6. 6. Building Commitments What are the standards you have established for your agency? What are the key result areas: prospecting, presentations, written/issued business? Minimum standard vs. superior standard.
    7. 7. Gain the Reputation ofBeing Proactive Reactive people are influenced by conditions. Proactive people make decisions and make them work. WIG WIT
    8. 8. Execution
    9. 9. Execution is key to good performance “The problem is… the mistaken belief that developing the right strategy will enable a company to rocket past competitors. In reality, strategy is less than half the battle. ….In the majority of cases – we estimate 70% - the real problem isn’t [bad strategy]… It’s bad execution.”“Why CEO’s Fail” Ram Charam and Geoffrey Colvin, Fortune
    10. 10. Execution of strategy has become thecorporate challenge of our times“Less than 10% of strategies effectively formulatedare effectively executed”Fortune - 1997
    11. 11. How should I prioritize each days activity?
    12. 12. How should I prioritize each days activity?Don’t ask “What’s more important?”Instead, ask “What activity am I going to dotoday to reach my weekly goal?”
    13. 13. How should I prioritize each days activity?Prioritizing activity each day can be confusing ifyou think in terms of “what is more important?”The reason is that, over the long term, all ofyour activities are probably important.So asking which is more important is like askingwhether it’s more important to breathe or eat –Eventually, all the air in the world won’t matter ifyou don’t get some food.
    14. 14. How should I prioritize each days activity?Abandon the notion of prioritizing by “importance.”Instead, think in terms of results, “which activity will Ido today that will get me to my weekly goal?”
    15. 15. How should I prioritize each days activity?Assume all the activities necessary to reachyour weekly goal are essentially of equalimportance, over the long run at least.Don’t worry if, in fact, one activity is trulymore important.The point is not to prioritize all activities, but toprioritize “what you are going to do TODAY.”
    16. 16. How Do I Stay on Track?
    17. 17. How Do I Stay on Track?Remember we said “instead”, think in terms of results,“which activity will I do today that will get me to myweekly goal?”Be aware of relevant obstacles and your response neededto overcome them.Avoid discussion of your needed activities with naysayers.Solicit the encouragement of supportive peers and yourmanager.
    18. 18. How Do I Stay on Track?Don’t stop, even if you get side-tracked or discouraged.Just get back on track and keep plodding forward.The best way to ensure your success is simply to keep on going.Don’t stop until you accomplish that one activity “today” thatwill help you meet your goal this week.
    19. 19. How Do I Stay on Track?Accept personal responsibility for staying on track.It’s not up to anyone else, just you.You alone decide what you want to accomplish, and when.Life has a way of distracting us from what we’d like to be doingmuch of the time.Most importantly, if you fall behind, refocus your efforts and getadvise from your leader.
    20. 20. What obstacles will you encounter?
    21. 21. What if I get discouraged?
    22. 22. What if I get discouraged?If you feel discouraged, it’s probably the resultof not meeting one of your own expectations.Ask yourself, “Was the expectation realistic inthe first place?”If not, you have no reason to feel discouraged.
    23. 23. What if I get discouraged?But if you believe your expectations are realistic and you’re justnot making progress, you need to figure out why.4. Talk to other managers who are successful6. Talk to your manager8. Are you just procrastinating? If so, why?10. Be honest with yourself, “What obstacles are hindering my progress?” More often than not we find the problem in either our activity or the mirror.
    24. 24. How do I avoid Procrastination?
    25. 25. How do I avoid Procrastination?To avoid procrastination when working on activity foryour weekly goal, make sure to schedule the time forthe activity.Then protect that time so nothing else interferes.Most people procrastinate as a result of not planningwhen to do an activity.
    26. 26. How do I avoid Procrastination?As for procrastinating about doing an activity to getyou to your weekly goal – the answer is……….DO IT NOW!That’s it; just DO IT NOW!Do something right this moment, take some smallstep, no matter how small.Win THIS Day!
    27. 27. How do I handle Fear of Failure?
    28. 28. How do I handle Fear of Failure?Fear of failure is a genuinely scary thing for manypeople, and often the reason that individuals do notattempt the things they would like to accomplish.But the only true failure is failure to make the attempt.If you don’t try, you gain nothing.
    29. 29. How do I handle Fear of Failure?On the other hand, if you do try but don’t succeed,then it’s a learning experience for which you areprobably a better person, with more knowledge andskill than before – you are all the better equipped forthe next attempt.Shades of gray often do exist and partial success isstill success.
    30. 30. How do I deal with actual failure?
    31. 31. How do I deal with actual failure?This is important:“Failure” only occurs when you fail to try in thefirst place or when you give up on something youwant to achieve without having first given it yourall.
    32. 32. How do I deal with actual failure?Missed deadlines are not failures.Setbacks are not failures.Unexpected challenges or changing priorities arenot failures…(in fact, they’re quite normal).Feeling discouraged doesn’t mean you failed.You can only fail if you quit, and there’s an easysolution to that:
    33. 33. How do I deal with actual failure? KEEP GOING OR START AGAINThat’s the beauty of picking one activity to completeTODAY to meet your weekly goal.So long as you accomplish one thing each daytoward your weekly goal you haven’t failed.If you stop, just start back up again.
    34. 34. What if my goals depend on other people?
    35. 35. What if my goals depend on other people?The truth is all of our goals depend on other people… to somedegree.Is the involvement of “others” the issue or gaining theinvolvement of those who also have goals they want toaccomplish?Should your success be left to chance?Or should you take control of as much as you possibly can?
    36. 36. What if my goals depend on other people?Life is complex and things beyond your control will come up.You must remain flexible and able to adapt.In sales you get paid on the yes’s, right?And do you get more no’s than yes’s?The same holds true in management, you want to surround yourselfwith agents who are more like you than not.The problem is recognizing those who are not going to help youaccomplish your goal and to do this early in the game.
    37. 37. Three Faces of an Agent
    38. 38. Three Faces of an Agent Non-Winners – On a scale of 1 – 10, these people rate between one and three. They don’t take risks. They don’t try new things. They don’t try to meet new people. These people don’t want to be seen as salespeople. These people need to be liked. Guard your time with them!
    39. 39. Three Faces of an Agent At-Leasters – Most salespeople fall into this category.These people rate between 4 - 6 on the scale. They will do enough to keep their jobs and maintain their lifestyle, but that’s about it. If this person needs to earn $40,000 a year to maintain their lifestyle they will; but their performance will fall off once they reach that level. They don’t have the ambition, drive or desire to grab for the brass ring. Minimize your time with these agents, provide what they need but don’t bank on them.
    40. 40. Three Faces of an Agent The Winners – These people rate 7 – 10 on the scale.These people are not satisfied with the status quo. They are the people who want to make it happen. They don’t make excuses. They perform whether the economy is good or the economy is bad. These people will fight to maintain their production numbers, which will get you your production numbers. These are the people you need to hire/mentor if you want to build a winning sales agency.
    41. 41. Challenge Recognizing the Winners Moving the At-Leasters who have winner potential to Winners Not investing our time in the Non-Winners
    42. 42. Ok- how do I do this?
    43. 43. Ok- how do I do this? First you have to determine who you want to work with… Then you have to accept agent’s right to decide which category they “want” to be a part of
    44. 44. Ok- how do I do this? Recognize agents come to you with different ways of looking at the world Agents have a belief system established when you hire them – one they have used to get them where they are today
    45. 45. Ok- how do I do this? Your challenge is to recognize agents Irrational Beliefs that are obstacles to “your” success. Then learn how to respond in the shortest amount of time.
    46. 46. Ok- how do I do this? Just as you are responsible for your success those you hire are responsible for their success Your job is to provide the tools, training and environment necessary to allow success to occur for those who are willing to earn success Now you measure everything to the facts and activity
    47. 47. What are the facts? Is the same training provided to all new agents? Are you and your agents using the same leads? Are you and your agents selling the same product? Are you and your agents selling the same product in the same areas? Are the customers you and your agents are selling being underwritten by the same people in underwriting?
    48. 48. Variance If the facts are the same for everyone in your agency then what is the variance? Could it be the belief system some of your agents are operating under? Are you responding to Irrational Beliefs that hinder your agency growth?
    49. 49. Irrational Beliefs
    50. 50. Irrational BeliefsWhat is an Irrational Belief?Beliefs are cognitions, thoughts, attitudes, self statements orImages and they are the primary determinant of emotions.Inappropriate emotions are generally proceeded by irrationalbeliefs.
    51. 51. Irrational BeliefsWhat is an Irrational Belief?Beliefs are not facts.Facts are observable, provable and verifiable.Irrational beliefs, which lead to inappropriate emotions,can be categorized in the following way:
    52. 52. Disputing Irrational Beliefs Demandingness Awfulizing Low Tolerance For Frustration Rating of Self and Others Overgeneralizing About The Future
    53. 53. Demandingness
    54. 54. What is an Irrational Belief? Demandingness:Absolute thinking without areas of gray.Demands include should, must, need, ought to, have to,require, and commands.
    55. 55. Awfulizing
    56. 56. What is an Irrational Belief? Awfulizing:3. When we evaluate an event as awful, we are usually magnifying or exaggerating the event. Awful implies that the event could not be any worse and of course could it be worse…more often than not?5. We may also be implying that the event has never happened to anyone else or that somehow we should be exempt from the realities of life. Unfortunately, is this the case?
    57. 57. Low Tolerance For Frustration
    58. 58. What is an Irrational Belief? Low Tolerance For Frustration:People believe that they can’t stand discomfort orfrustration, that they should be happy all the time.In short, they should be a god and dictate the ebband flow of the universe.
    59. 59. Rating of Self and Others
    60. 60. What is an Irrational Belief? Rating of Self and Others:People believe that they are better than others becausethey wear designer jeans, are more athletic, smarter, orbetter looking.Do any of these things really address the worth ofan individual as a human being?Do they see the human potential and possibilitiescontained within each individual person.
    61. 61. Overgeneralizing About The Future
    62. 62. What is an Irrational Belief? Overgeneralizing About The Future:Linking past events to future ones as if there is some magical relationship.A good example is that “all children from alcoholic homes become alcoholics.”If only one case exists where this is not the case then is the statement trueor false?Just because something happened to you in your past, the event does not needto influence your future.Because I failed this time, I am a looser, a bad person, and I will continue tofail hereafter.
    63. 63. Methods For Disputing Irrational Beliefs
    64. 64. Methods For Disputing Irrational Beliefs1. Question the evidence:You can examine the FACTS
    65. 65. What are the facts? Is the same training provided to all new agents? Are you and your agents using the same leads? Are you and your agents selling the same product? Are you and your agents selling the same product in the same areas? Are the customers you and your agents are selling being underwritten by the same people in underwriting?
    66. 66. Methods For Disputing Irrational Beliefs2. Decatastrophizing:Life situations may be unfortunate and painful but not unbearable.
    67. 67. Methods For Disputing Irrational Beliefs3. Explore the Advantages and Disadvantages:How does the belief get you what you want?
    68. 68. Methods For Disputing Irrational Beliefs4. Turn adversity into advantage:How is the event positive, what did you learn?
    69. 69. Methods For Disputing Irrational Beliefs5. Learn to identify Irrational Beliefs:Look for them in yourself and others.
    70. 70. Methods For Disputing Irrational Beliefs 6. Examine Idiosyncratic meanings:Explore words and their definitions.
    71. 71. Methods For Disputing Irrational Beliefs7. Re-attribution: Develop a more accurate understanding of events.
    72. 72. Methods For Disputing Irrational Beliefs8. Examine options and alternatives:Examine and explore the possibility of doing something differentin any given situation, thinking something different…
    73. 73. Methods For Disputing Irrational Beliefs 9. Fantasized Consequences:Explore the fantasized consequence as one possible outcome.We cannot predict the future.
    74. 74. Methods For Disputing Irrational Beliefs10. Use Paradox and Exaggeration:Exaggerate by taking a situation to its extreme conclusion orstating its extreme opposite.
    75. 75. Reality Socratic Questioning
    76. 76. Reality Socratic QuestioningA psychologist named Albert Ellis developed a questioning method calledReality Socratic Questioning.4. What do you want?6. What do you really want?8. What are you doing to get what you want?10. What are you really doing to get what you want?12. How is what you are doing helping you get what you want?14. What would you be willing to do to get what you want?16. What would you really be willing to do to get what you want?
    77. 77. Winning In Our Business
    78. 78. Win THIS DayThe keys to Winning:3. Recruiting5. Training7. Retaining agents
    79. 79. Don’t Let Anyone Steal Your Dream!
    80. 80. Reality Socratic Questioning What do you want?Allow the agent to unload all of his wildest fantasies, regardless ofhow unrealistic they may be.Continue asking the question until the agent runs out of answers.
    81. 81. Reality Socratic Questioning2. What do you really want?If you have done the first question effectively, the agent willrespond to this question with more realistic and obtainable goals.
    82. 82. Reality Socratic Questioning3. What are you doing to get what you want?Here again you will get a lot of excuses and unrealistic stories.The agent will engage in blaming others and making excuses.Continue returning to the question until the agent seems to runout of answers.
    83. 83. Reality Socratic Questioning4. What are you really doing to get what you want?Here the agent should be confronted with the realityof what he does.(I’m not making/enough phone calls, I am overqualifing,I am not putting/enough take one’s out, I am notmaking/enough presentations…”)
    84. 84. Reality Socratic Questioning5. How is what you are doing helping you get want you want?The only acceptable answer to this question is, “It’s not.”If you get any other answer you must return to the beginning andstart over.
    85. 85. Reality Socratic Questioning6. What would you be willing to do to get what you want?Again, allow the agent to unload.Allow him to make imaginary plans that no new/agentwould realistically follow.Allow him to tell you how sincere he will be in hisefforts.This should be seen as brainstorming for possibilities.
    86. 86. Reality Socratic Questioning7. What would you really be willing to do to get what you want?Focus in on a realistic and obtainable action that will be one steptowards achieving the desired goal.Focus on an action that they WILL do.
    87. 87. Reality Socratic Questioning8. Reduce the action by half?After you have come up with something that isrealistic, reduce it by half or more than half.The action must be so simple that in order forthe agent to oppose you he must do more thanwhat he agrees to do.
    88. 88. Reality Socratic Questioning9. If the task is not completed?Tell the agent that it is your fault and that you suspected that hewould not be able to do the task.Reduce the task again.
    89. 89. Reality Socratic Questioning10. If the task is still not done?Return to the beginning?“This is not something that you really wanted.”Ask the agent “When are you going to do what you said youwould do?”
    90. 90. Enforcing Standards
    91. 91. Enforcing StandardsThe best agency sales office is one that is firm, consistent,explicit and predictable.Techniques for doing this are based on three principles:6. To allow the agent to be responsible for their own behavior8. Reward the agent for positive behavior10. To administer NATURAL or LOGICAL consequences for undesirable behavior
    92. 92. Enforcing StandardsFirmFirm means that the rules and expectations for agents areconsistent.The agent is given the same response/consequence each timea rule is not followed.If he complies and does what was asked, then he will receiveacknowledgement.
    93. 93. Enforcing StandardsConsistentConsistent means that the rules do not change from day to day.If the agent is to schedule a minimum number of appointmentsbefore they engage in other activities then they should not beinvolved in other activities prior to scheduling the requiredappointments.
    94. 94. Enforcing StandardsExplicitThis means clearly defined and clearly understood by allparties.For example marketing could mean placing “Take One’s”in small businesses, or doing a direct mail program ormaking phone calls to schedule appointments.Expectations and activity need to be clearly defined andunderstood by all parties.
    95. 95. Enforcing StandardsCaution:Firmness is not the same thing as harshness or punishment.These words imply excessively severe rule enforcement.It is harsh to imprison someone for life for driving too fast.It is firm to fine him each time.
    96. 96. Enforcing StandardsAgents need structure in their work environment to develop and grow.It is important that structure does not mean the absence of freedom.An agent who has not experienced a lot of success, either prior to coming toARS or while here, must consume a lot of energy to simply maintain what beliefand motivation they have.The agent who has learned to control their activity and get results has theenergy available to use to handle the challenges and roadblocks they willencounter in growing their business.