AskaX World - Stay Smart and Motivated

Microsoft Office 2010 Language Pack Download Free

Admin — Wed, 09 May 2012 00:57:54 +0000

Recently I install the Microsoft Office 2010 in my client Computer, the one that annoy me is he have the Dutch Version (Because he bought it in there of course), and he want it to be in English Language….

I found the language package on Office 2010 Website the price is $125, Then I try to search the file on Internet and I find the list of Microsoft Office 2010 Language Pack direct download from Microsoft Site, the language pack not only in English, but also many other language too such as

Arabic
Bulgarian
Chinese
Croatian
Czech
Danish
Dutch
Estonian
Finnish
French
German
Greek
Hungarian
Hebrew
Hindi
Italian
Japanese
Kazakh
Korean
Latvian
Lithuanian
Norwegian
Polish
Portuguese (Brazil)
Portuguese(Portugal)
Romanian
Russian
Serbian
Slovenian
Slovak
Spanish
Swedish
Thai
Turkish
Ukrainian

Well that many language available on 32bit (x86) and 64 bit (x64) Version. Enjoy download.

Microsoft Office 2010 - Language Pack Download for Free below;

Arabic 32-bit (x86): X16-37685.exe
Arabic 64-bit (x64): X16-37621.exe

Bulgarian 32-bit (x86): X16-37688.exe
Bulgarian 64-bit (x64): X16-37625.exe

Chinese (Simplified) 32-bit (x86): X16-37690.exe

Chinese (Simplified) 64-bit (x64): X16-37627.exe

Chinese (Traditional) 32-bit (x86): X16-37692.exe
Chinese (Traditional) 64-bit (x64): X16-37628.exe

Croatian 32-bit (x86): X16-37694.exe
Croatian 64-bit (x64): X16-37630.exe

Czech 32-bit (x86): X16-37695.exe

Czech 64-bit (x64): X16-37632.exe

Danish 32-bit (x86): X16-37697.exe
Danish 64-bit (x64): X16-37633.exe

Dutch 32-bit (x86): X16-37699.exe
Dutch 64-bit (x64): X16-37635.exe

English 32-bit (x86): X16-37701.exe

English 64-bit (x64): X16-37637.exe

Estonian 32-bit (x86): X16-37703.exe
Estonian 64-bit (x64): X16-37638.exe

Finnish 32-bit (x86): X16-37705.exe
Finnish 64-bit (x64): X16-37640.exe

French 32-bit (x86): X16-37707.exe

French 64-bit (x64): X16-37642.exe

German 32-bit (x86): X16-37709.exe
German 64-bit (x64): X16-37644.exe

Greek 32-bit (x86): X16-37710.exe
Greek 64-bit (x64): X16-37646.exe

Hebrew 32-bit (x86): X16-37712.exe

Hebrew 64-bit (x64): X16-37647.exe

Hindi 32-bit (x86): X16-37713.exe
Hindi 64-bit (x64): X16-37649.exe

Hungarian 32-bit (x86): X16-37715.exe
Hungarian 64-bit (x64): X16-37651.exe

Italian 32-bit (x86): X16-37717.exe

Italian 64-bit (x64): X16-37653.exe

Japanese 32-bit (x86): X16-37718.exe
Japanese 64-bit (x64): X16-37654.exe

Kazakh 32-bit (x86): X16-37720.exe
Kazakh 64-bit (x64): X16-37656.exe

Korean 32-bit (x86): X16-37722.exe

Korean 64-bit (x64): X16-37657.exe

Latvian 32-bit (x86): X16-37724.exe
Latvian 64-bit (x64): X16-37659.exe

Lithuanian 32-bit (x86): X16-37725.exe
Lithuanian 64-bit (x64): X16-37661.exe

Norwegian 32-bit (x86): X16-37727.exe

Norwegian 64-bit (x64): X16-37662.exe

Polish 32-bit (x86): X16-37728.exe
Polish 64-bit (x64): X16-37664.exe

Portuguese (Brazil) 32-bit (x86): X16-37687.exe
Portuguese (Brazil) 64-bit (x64): X16-37623.exe

Portuguese (Portugal) 32-bit (x86): X16-37730.exe

Portuguese (Portugal) 64-bit (x64): X16-37665.exe

Romanian 32-bit (x86): X16-37731.exe
Romanian 64-bit (x64): X16-37667.exe

Russian 32-bit (x86): X16-37733.exe
Russian 64-bit (x64): X16-37669.exe

Serbian 32-bit (x86): X16-37735.exe

Serbian 64-bit (x64): X16-37670.exe

Slovenian 32-bit (x86): X16-37738.exe
Slovenian 64-bit (x64): X16-37673.exe

Slovak 32-bit (x86): X16-37736.exe
Slovak 64-bit (x64): X16-37672.exe

Spanish 32-bit (x86): X16-37740.exe

Spanish 64-bit (x64): X16-37675.exe

Swedish 32-bit (x86): X16-37741.exe
Swedish 64-bit (x64): X16-37677.exe

Thai 32-bit (x86): X16-37743.exe
Thai 64-bit (x64): X16-37679.exe

Turkish 32-bit (x86): X16-37745.exe

Turkish 64-bit (x64): X16-37681.exe

Ukrainian 32-bit (x86): X16-37746.exe
Ukrainian 64-bit (x64): X16-37683.exe

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How to make anyone become a Friend Right Away?

Admin — Sun, 01 Apr 2012 01:25:04 +0000

To make anyone friend first you Must Get anyone to like you

If you want people to like you, make them feel good about themselves. This golden rule of friendship works every time – guaranteed! The principle is straightforward. If I meet you and make you feel good about yourself, you will like me and seek every opportunity to see me again to reconstitute the same good feeling you felt the first time we met. Unfortunately, this powerful technique is seldom used because we are continually focused on ourselves and not others. We put our wants and needs before the wants and needs of others. The irony is that people will fulfill your wants and needs in any way they can if they like you.

The simple communication techniques that follow will help you keep the focus of the conversation on the person you are talking to and make them feel good about themselves.

The Big Three

Our brains continually scan the environment for friend or foe signals. People who pose a threat give off foe cues and people who do not pose a threat give off friend cues. When you meet people, ensure that you send the right nonverbal cues that signal that you are not a threat.
The three primary friend cues are the eyebrow flash, head tilt, and smile.

1. Eyebrow Flash

The eyebrow flash is a quick up and down movement of the eyebrows. As people approach one another they eyebrow flash each other to send the message that they do not pose a threat. Since eyebrow flashes can be seen at a distance, people typically eyebrow flash as they approach others.

2. Head Tilt

The head tilt is a slight tilt of the head to one side or the other. This cue signals that the approaching person is not a threat because they are exposing their carotid artery. The carotid artery is the primary source for blood to reach the brain and if disrupted, causes severe brain damage or death within minutes. Exposing the carotid artery sends the signal that the person exposing their carotid artery does not pose a threat nor does the person they are approaching pose a threat.

3. Smile

A smile sends the message “I like you.” When you smile at someone, they have a hard time not returning the smile. A smile triggers a small endorphin release in the brain, which promotes a feeling of well-being. In other words, when you smile, you feel good about yourself. This supports the notion that people will like you if you make them feel good about themselves.

4. Empathic Statements

Empathic statements keep the focus on the other person. Because people are typically focused on themselves, they feel good about themselves when others make them the center of attention. Empathic statements capture a person’s verbal message, physical status, or emotional feeling, and, using parallel language, reflects that verbal message, physical status, or emotional feeling back to that person. Avoid repeating back word for word what the person said. Parroting can sound patronizing and sometimes condescending. The basic formula for constructing empathic statements is “So you…” This basic formula keeps the focus on the other person and away from you. We naturally tend to say something to the effect, “I understand how you feel.” The other person automatically thinks, “No, you don’t know how I feel because you are not me.” The basic formula ensures that the focus of the conversation remains on the person you are talking to.

Example 1

John: I’ve been really busy this week.

Tom: So you didn’t have much free time in the last few days.

Once the basic formula for empathic statements has been mastered, more sophisticated empathic statements can be constructed by dropping “So you…”

Example 2

John: I’ve been really busy this week.

Edward: Free time has been at a premium in the last several days.

5. Flattery

The most effective way to flatter people is to allow them to flatter themselves. This technique avoids the problem of appearing insincere when complimenting someone. When people compliment themselves, sincerity is not an issue and people rarely miss an opportunity to flatter themselves. Consider the following examples:

Example 1

Henry: How do you manage to stay in shape with your busy schedule?

Example 2

Vickie: I haven’t met one person who didn’t like your home cooked pies.

6. Asking a Favor

Ben Franklin observed that if he asked a colleague for a favor, the colleague liked him more than if he did not ask him for a favor. This phenomenon became known as the Ben Franklin Effect. At first glance, this seems counterintuitive.

If you ask a person for a favor, you would think you would like the person more because they did you a favor; however, this is not the case. When a person does someone a favor, they feel good about themselves. The Golden Rule states that if you make a person feel good about themselves, they will like you. Asking someone to do you a favor is not all about you. It is all about the person doing you the favor. Do not overuse this technique because Ben Franklin also said, “Guests, like fish begin to smell after three days” (as do people who ask too many favors.)

Getting people to like you is easy if you follow the Golden Rule. The hard part is following the Golden Rule because we must put the interest of others above our own.My Recommended Posts:

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How To Increase Your Sales This Year?

Admin — Sat, 31 Mar 2012 06:02:45 +0000

21 Ways To Increase Sales This Year by Jim Cathcart, CSP, CPAE

(Excerpted from The Eight Competencies of Relationship Selling)

Prepare Yourself To Excel.
Use a checklist to prepare your attitude, appearance, customer information, company and product information and the selling environment, so you can be at your best on every call.
Notice What Is Working.
Study yourself, your product or service and your company to know what is working now. Reinforce the actions and tools, which are generating results. Learn from your successes as well as your failures.
Know Your Competitive Advantage.
Study your company and your products and services in relation to what your competitors offer. Know where and how you stand out, and where you don’t. Be prepared to discuss these comparisons at any moment.
Improve Your Sales Skill, Not Just Your Product Knowledge.
Don’t rely on product knowledge to make you more persuasive. Sharpen your skills in reading people, describing your offer in compelling ways and in asking for the order at the right time.
Target The People Who Are Your Best Prospects.
Best customers have patterns. Most will fit the same pattern, so prospect among those who fit the pattern. Calling on people with similar needs, circumstances, and interests makes you more likely to create another best customer.
Know What To Be Curious About.
Know in advance what questions to ask by knowing what answers you need. Cultivate a strategic curiosity. Learn to be curious about the things that will advance your chance of making a sale.
Realize Who Is In Your Market.
Create a profile of the ideal market for what you offer. Define who they are, where they can be reached, what they care about, what they fear, what they read, whom they admire and more. Know them well.
Understand The Person And Their Situation.
Create an awareness of the psychological needs of your prospect as well as knowing what their technical needs are. Sometimes the way someone wants to feel has more influence on their decision to buy than what they actually need.
Find The Diamonds In Your Own Backyard.
More business exists around you than you know. Look among your friends, neighbors, existing customers, past customers, colleagues, competitors and coworkers for the opportunities that others overlook.
Ask For Specific Referrals.
Tell people what your ideal customer or prospect looks like. Ask them who they know who fits this description. Then ask them to take a specific action to help you meet the prospect; a telephone introduction, a testimonial letter, arrange a luncheon or coffee shop meeting, etc.
Manage Your Sales Reputation.
Determine today how you want to be thought of tomorrow. Specify the reputation you want within each group of which you are a part, and then work a plan to earn it piece by piece.
Grow Your Brand Identity.
Get yourself and your company known within your market area. Write articles, letters to editors, offer expert input for reporters and publishers, conduct surveys, provide free services to key people, donate your time to worthy causes, put your photo on your business card, share valuable ideas via email. Create a broad awareness of yourself as an authority on what you do.
Build A Fortress Of Great Relationships.
It is not only who you know that determines the value of your relationships; it is whether they know you as a valuable business resource. Define who you need to know today and five years from today. Start now to cultivate the relationships and the reputation, which will expand your possibilities.
Learn To Manage Points Of View.
Half your job is keeping yourself and others in the right frame of mind. Cultivate your ability to keep the focus on the things that matter most. Become a person who can put everything in perspective for others.
Manage Tension Throughout The Sales Process.
As tension rises, trust falls. Be aware of the ebb and flow of tension as the sale unfolds. Learn to reduce it when it gets in the way and to momentarily increase it to add urgency to the decision process.
Look Like Good News To Your Customer.
The way you are perceived by your customer determines how much resistance you will encounter as you sell. Learn to project a positive feeling among those you communicate with. Become a partner in problem solving, not a sales persuader.
Cultivate A Selling Style That Uses Your Sales Strengths.
Use the combination of online communication, in person calls, telephone contacts, trade show attendance, and public speaking, which allows you to shine. Build a mix of activities to diminish your sales weaknesses and amplify your strengths.
Give Samples Of The Experience You Represent.
A movie ticket doesn’t just buy you a seat in the theater; it buys you the experience of enjoying the movie. What experience does your product or service bring to people? Give them a way to sample that experience through your presentation.
Stay Conscious Of The Meaning In What You Do.
When a person doesn’t find much meaning in what they do, they don’t bring much value to what they do. Write down specifically how your product or service makes life better for those who buy it. Read this description every day briefly, to keep in mind the reason behind the purchase. It’s not about buying; it’s about benefiting from buying.
Know When And How To Ask For The Order.
Learn to recognize buying signals, how to ask differently with different people, when to let the customer sell himself, how to negotiate details and when to walk away. If you don’t ask you don’t get. But how you ask often determines success or failure.
Deserve To Have Loyal Customers.
Know how to cultivate dedicated clients. Become competition-proof by delivering more than people expect. Overfill your client’s needs and be their business friend, even when they are not buying from you. Be the kind of person people rave about.

This article is distilled from 130 powerful sales ideas in The 8 Competencies of Relationship Selling by Jim Cathcart. Mr. Cathcart is also the author of Relationship Selling, and The Acorn Principle.My Recommended Posts:

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Seven Qualities of The Winner

Admin — Fri, 22 Jul 2011 00:39:44 +0000

If you think the way successful people think and adopt their success habits, you too can be successful. Here are seven qualities of the top 1% of successful people.

1. They Are Ambitious

They see themselves capable of being the best. They see themselves with the capacity of being really good at what they do. This was a really big thought for me. It held me back for many years. When I saw people who were doing better than I was, I naturally assumed they were better than I was. And if they were better than I was, then I must be worse than them, so that would mean they were superior and I was inferior. That is a big problem in our society.

We have feelings of inferiority, and these feelings of inferiority are often translated into feelings of undeservedness. We don’t feel we deserve to be a big success. The word “deserve” comes from two Latin words meaning “from service.” You deserve 100% of everything you make and enjoy as long as you get it from serving other people. Your rewards are in direct proportion to your service. If you serve better and serve more and serve at a higher level and serve more enthusiastically and serve a higher quality, then you’ll have a wonderful income and you’ll deserve every penny of it. You must see yourself capable of being the best.

2. They Are Courageous

They work to confront the fears that hold most people back. The two biggest enemies to your and my success are fear and doubt. Eliminating fear and doubt is the key. The key to eliminating fear: If you want to develop courage, then simply act courageously when it’s called for. When you do something repeatedly, you develop a habit. Make a habit throughout your life of doing the things you fear. If you do the thing you fear, the death of fear is certain. To overcome fear of rejection in prospecting, you must realize that rejection in selling is not personal. Top salespeople do not fear prospecting. Face your fear. Do the things you fear. The ability to confront your fear is the mark of the superior person. If you have high ambition and you decide to be in the top 10%, and you can confront your fears and do the things that are holding you back, those two things alone will make you a great success.

3. They Are Committed

The top people in every field, especially the top salespeople, are completely committed. They believe in themselves; they believe in their companies; they believe in their products and services; they believe in their customers; they have an intense belief. We know that there is a one-to-one relationship between the depth of your belief and what happens in your reality. And if you absolutely believe in the rightness and the goodness of what you’re doing, you become like a catalyst. You create what is called a transfer, like an electrical transfer of enthusiasm. People like to buy from people who truly believe in what they are doing. People who are not committed to what they do lead very empty lives. The second part is that caring is the critical element in modern selling. Caring is a critical element in life, as well. All men and women who enjoy great lives care about what they do! They have passion about what they do. They love what they do.

4. They Are Professional

Top salespeople see themselves as consultants rather than as salespeople. When you think of the word “consultant,” what words come to mind? When do you call a consultant? A consultant is a problem-solver. What word does not appear when you think of a consultant—the word “salesperson.” We don’t think of consultants as salespeople. The most successful consultants in America are the very best salespeople of their services. When a person is positioned as a consultant in the mind and heart of the customer, he is not seen as a salesperson. Do people like to be sold? Do people like to be helped to improve their lives and work? So they look upon a salesperson as someone who sells them. Selling is something you do “to” someone, and people don’t like to be done to.

So when you think of being a consultant, here is the key. How do you position yourself as a consultant with your customers? Of course, you act like a consultant, but even before you get the chance to act like a consultant, you build a rapport. And the most simple answer of all, and this is the most profound principle: People accept you at your own evaluation of yourself. Consultants come in and have a cup of coffee. Salespeople wait in the waiting room and have a glass of water. If you say you’re a consultant, your customer will accept you as a consultant. From now on, position yourself as a consultant. Think of yourself as a consultant. Remember, 80% of what you accomplish on the outside is determined by who you are on the inside. How you see yourself determines how the customer responds to you. The customer’s perception of you determines how much they buy and how much they recommend you to other customers.

5. They Are Prepared

They review every detail in advance. To be in the top 10% requires additional efforts. It requires doing things that the average person is not willing to do. It requires making sacrifices the average person is not willing to make. It requires reviewing every detail of every call or situation before every business meeting. But the difference it makes is extraordinary. Before you go into a meeting, do your homework. Successful people are more concerned about pleasing results than they are about pleasing methods. When you sit down with a client, there is nothing more complimentary to a client than the feeling that you have prepared for the meeting.

6. They Are Continuous Learners

They recognize that if they’re not continually getting better, they’re getting worse. They read, they listen to CDs and they take additional training. The professional never stops learning. So read, listen to CDs, take continuous training.

7. They Are Responsible

They see themselves as president of their own personal services corporation. The top people in our society have an attitude of self-employment. We are presidents of our own personal services corporation. You work for yourself. The biggest mistake we can ever make is to think we work for anyone else. We work for ourselves. The person who signs our paycheck may change; our jobs may change, but we are always the same. We are the one constant—we are always self-employed. The fact of the matter is—this is not optional, it is mandatory—you are the president of your own company, you’re the president of your own career, your own life, your own finances, your own body, your own family, your own health. You are totally responsible. We are responsible. No one will ever do it for us. It’s the most liberating and exhilarating thought of all, to think that you’re the president of your own life.

Seven Qualities of Master Achievers by Brian Tracy

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Habits Quotes

Admin — Thu, 21 Jul 2011 00:37:15 +0000

Habits Quotes

“The truth is you don’t break a bad habit, you replace it with a good one.” — Denis Waitley

“When you do the wrong thing, knowing it is wrong, you do so because you haven’t developed the habit of effectively controlling or neutralizing strong inner urges that tempt you, or because you have established the wrong habits and don’t know how to eliminate them effectively.” —W. Clement Stone

“Good habits are as addictive as bad habits, and a lot more rewarding.” —Harvey Mackay

“Nothing needs reforming so much as other people’s habits.” —Mark Twain

“The key to success is for you to make a habit throughout your life of doing the things you fear.” —Brian Tracy

“
to momentum in life can be found in the word ‘momentum.’ You create it moment by moment.” —Doug Firebaugh

“Being miserable is a habit; being happy is a habit; and the choice is yours.” —Tom Hopkins

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How To Develop a Constant Learning Capacity

Admin — Fri, 13 May 2011 21:30:36 +0000

Develop a Constant Learning Capacity by Nido Qubein

An anonymous sage once ventured, “Education is what you have left over after you have forgotten everything you’ve learned.”

In a sense, today’s corporate people are constantly having to forget everything they know.

Think about it. In the office-equipment business, workers had to forget everything they knew about putting together manual typewriters. In the automotive business, suppliers had to forget everything they knew about assembling carburetors.

In the computer industry, according to The Wall Street Journal, product generations often last less than a year and a half. Some entire product lines turn over every year, some in just six months.

So the successful company is not the one that learns a tried-and-true method and sticks with it. It’s the one that develops a constant learning capacity and exploits it.

In an educated organization, learning becomes a renewable resource. An educated individual is like a spring, with its internal sources of water. As a spring replenishes itself when water is withdrawn, so educated individuals replenish their learning when existing knowledge has served its purpose.

An individual who has been trained but not educated is like a dipper. A dipper gets its water from an external source, and when the water’s gone it can’t refill itself. A trained individual acquires skills from an outside source and, when the skills are outdated, can’t replace them without outside help.

Educated people know how to learn.

At the height of the industrial age, this ability was not considered essential. The tasks in the industrial process were broken into smaller subtasks, which individuals were to perform repetitively. Once the worker had learned that mechanical procedure, further learning was considered unnecessary.

The corporation itself was regarded as a machine that ran according to mechanical principles. There was no need to develop new procedures and new methods. These would only throw the machine out of balance.

Today’s business organization is different because:

(1) The marketplace is constantly forcing corporations to change the way they do business.

Matthew Juechter, as chair of the Council of Governors, American Society for Training and Development, put it this way:

We live in an era whose hallmark is change. Particularly in our organizations, change has pushed us to the edges of what we already know. We have discovered that knowledge is a precious resource, but that unless it is developed, it quickly becomes useless. The ability to learn purposefully from our work and the ability to foster others’ learning have become critical new business skills.

(2) The new marketplace demands that businesses be customer-oriented, not product-oriented.

This means that everyone involved in the design, production, sale and delivery of a product or service must have the customer in mind. This requires human-relations skills, not just mechanical skills.

Participative management has replaced the old hierarchical command-and-control system.

Participative management requires a new breed of employee and supervisor. Herbert Hoover once said, “Wisdom ofttimes consists of knowing what to do next.” Under the command-and-control system, the worker looked to the supervisor for explicit instructions on what to do next. In today’s democratic workplace, the workers themselves are expected to plan and execute the next step.

The new learning requirements of our era force us to take new approaches to employee development. We have learned, for instance, that for most people, information is not stored long-term in isolated chunks that can be totally recalled at will. Instead, people remember how bits of information connect with other information they have.

This ability to process new information is the essence of education. Knowledge is like messages passing through the telephone system’s intricate network. Education is the network itself.

Inability to process new information and ideas was not a serious problem so long as learning consisted of mastering mechanical skills that were performed day after day, year after year, without change. If there was no new information, there was no need for connections between new and old information.

But in the modern workplace, the knowledge taken in must be used to generate more knowledge. The connections become vitally important. They allow workers to bridge between what they already know and what they need to know to achieve continuous improvement.

This means that businesses can’t teach workers clear-cut rules for every task and expect them to go on following these rules year after year. Workers need to recognize patterns, fit new information into these patterns, and exercise judgment.

The Institute for Research on Learning (IRL) at Palo Alto, California, divides workplace knowledge into two categories: tacit knowledge and explicit knowledge.

Such things as job skills; design rules, procedures and rules of thumb fall under the category of explicit knowledge. Tacit knowledge includes such attributes as intuition, expertise, common sense, and good judgment.

IRL researchers found that conventional training did little to equip people to use their tacit knowledge. They studied people in actual work settings—on shop floors, in business offices, and in classrooms. They discovered that when people encountered barriers—whether physical or social—they formed spontaneous, informal groups that shared knowledge, expertise and methods to overcome the barriers.

The workers, in short, were using their interactive skills to increase their knowledge and develop solutions to problems.

A good corporate educational system will help people develop these interactive skills as well as skills in problem-solving and creative thinking. It will help corporate leadership establish an atmosphere that encourages innovative risk-taking—the kind of atmosphere that characterizes the most successful corporations today.

Your employees should be educated to be many-sided individuals, able to contribute to your profitability in a variety of ways.

The Daichi electronics store in Tokyo provides an example. Just before the warranty expires on a product it sells, the store calls the customer and offers to send a technician to examine the item and make any needed repair under warranty.

While still in the home, the technician offers to inspect any other appliances, regardless of whether they were purchased from Daichi.

The technician returns to the store and reports on the age and condition of every appliance in the house. At the appropriate time, the owners of aging refrigerators or VCRs will receive calls inviting them to visit the Daichi store and inspect the latest models.

Daichi technicians are much more than repair persons. They are well-rounded, educated representatives of the store, with skills in sales, customer service, public relations and many other areas that promote profitability in their business.

That’s the kind of well-rounded workforce you need to prosper in today’s fast-paced environment.

That’s the kind of innovative thinking your company needs if it wants to stay ahead.

That’s the kind of challenge a good corporate education system can meet for you.My Recommended Posts:

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How to Overcome Fear of Success?

Admin — Tue, 09 Nov 2010 23:05:28 +0000

Fear of Success
Overcoming Fear of Change

Fear of Success?
Many of us are familiar with the concept of the fear of failure. But what about the fear of success?

Believe it or not, having a fear of success is actually quite common. Many people who have this fear aren’t even aware that they have it, which is why it’s holding them back from achieving their goals and dreams. see the story below;

Laura’s boss has just announced that the company has won a bid to create a national marketing campaign. And he’s asked Laura if she wants to head this project. All that she has to do is let him know that she’s interested by the following Friday.

Laura always hoped for an opportunity like this. She knows her work and management skills qualify her for the job – and she knows that it would likely lead to a promotion, or at least to some much-deserved recognition.

However, by the time Friday arrives, she has created a list of reasons not to head the project. And by the end of the day, she still hasn’t talked to her boss.

Does this situation sound familiar?

Fear of success is actually quite common, and it can cause us to lose out on opportunities in life. When we’re too afraid to take risks and move forward on our goals – either consciously or subconsciously – we get stuck in one place, neither moving forward nor backward.

In this article, we’ll examine the fear of success: what it is, how to know if you have it, and what you can do to overcome it.

Fear of Success

Psychologist Matina Horner first diagnosed the fear of success in the early 1970s. Her findings, especially as they related to fear of success in women at that time, were incredibly controversial.

Since then, however, most scientists and psychologists agree that fear of success exists for both men and women.

Fear of success is similar to fear of failure. They have many of the same symptoms, and both fears hold you back from achieving your dreams and goals.

Signs of Fear of Success

The biggest problem for many people is that their fear of success is largely unconscious. They just don’t realize that they’ve been holding themselves back from doing something great.

If you experience the following thoughts or fears, you might have a fear of success on some level:

You feel guilty about any success you have, no matter how small, because your friends, family, or co-workers haven’t had the same success.
You don’t tell others about your accomplishments.
You avoid or procrastinate on big projects, especially projects that could lead to recognition.
You frequently compromise your own goals or agenda to avoid conflict in a group, or even conflict within your family.
You self-sabotage your work or dreams by convincing yourself that you’re not good enough to achieve them.
You feel, subconsciously, that you don’t deserve to enjoy success in your life.
You believe that if you do achieve success, you won’t be able to sustain it. Eventually you’ll fail, and end up backing a worse place from where you started. So you think, “why bother?”

Causes of Fear of Success

Fear of success has several possible causes:

We fear what success will bring - for example, loneliness, new enemies, being isolated from our family, longer working hours, or being asked for favors or money.
We’re afraid that the higher we climb in life, the further we may fall if we make a mistake.
We fear the added work, responsibilities, or criticism that we’ll face.
We fear that our relationships will suffer if we become successful. Our friends and family will react with jealousy and cynicism, and we’ll lose the ones we love.
We fear that accomplishing our goals, and realizing that we have the power to be successful, may actually cause an intense regret that we didn’t act sooner.

Overcoming Fear of Success

You can use several different strategies to overcome your fear of success. The good news is that the more you face your fears, bring them to the surface, and analyze them rationally, the more you’re likely to weaken those fears – and dramatically reduce your reluctance to achieve your goals.

Take a realistic look at what will happen if you succeed with your goal. Don’t look at what you hope will happen, or what you fear will happen. Instead, look at what is likely to happen.

It’s important not to give a quick answer to this. Take at least 15 minutes to examine the issues, and write down answers to questions like these:

How will my friends and family react if I accomplish this goal?
How will my life change?
What’s the worst that could happen if I achieve this goal?
What’s likely to happen, and what’s the best that could happen?
Why am I scared of accomplishing this goal?
How motivated am I to work toward this goal? How can I increase this motivation?
What am I currently doing to sabotage, or hurt, my own efforts?
How can I stop those self-sabotaging behaviors?

Where you identify risks and problems, make a plan to mitigate those risks or solve those problems. And where you identify actions that need to be taken, add these to your To Do List or Action Program.

Another useful technique is to address your fears directly, and then develop a backup plan that will overcome your concern.

For instance, suppose you don’t push yourself to achieve a promotion partly because you secretly fear that you’ll be so busy working that you’ll never see your family, and partly because you might be forced to make choices that would destroy your integrity.

To overcome these fears, start by addressing your workload. You could set a rule for yourself that you’ll always be home by 7 p.m. You could tell this to your boss if you’re offered the new position.

For issues involving integrity, you always have a choice. If you set maintaining your integrity as your top goal, then you’ll always make the right choice.

By creating backup plans that address your fears, you can often eliminate those fears entirely.

Tip:
Sometimes people will react negatively to your success, particularly if they’ve been perceived as being more successful than you in the past. If people are this small-minded, and they can’t rejoice in your success, do you really want to know them?

Key Points

Fear of success is common, but many of us don’t realize that we have it. Self-sabotaging activities – such as procrastination, negative self-talk, and fearing what the success will bring – may hold us back from achieving our goals and dreams.

If you think that you suffer from a fear of success, identify why you’re afraid of accomplishing your goals. The more you face your fear and analyze what you’re worrying about, the better able you’ll be to deal with these issues and move forward with your life.

It can be really difficult to recognize if you have a fear of success. But once you’ve recognized the signs and symptoms, and identified the causes, it’s quite easy to put together a plan to overcome it. If you think you may suffer from fear of success in any way, do take the steps we recommend. It sounds dramatic to say it, but with just 15 minutes of reflection, you could transform your career!

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How to Close the Sale through the Buyer’s Eyes

Admin — Fri, 05 Nov 2010 01:07:30 +0000

Closing through the Buyer’s Eyes by Tom Hopkins

Several years ago, I attended a huge banquet for top salespeople. Before I gave my talk, the speaker introduced someone in the audience and said, “This man earned twice the national average in sales last year…”

The speaker’s manner suggested that it was quite an achievement. But this isn’t all that impressive, so everyone craned their necks and looked at the man in puzzlement.

“… and he’s totally blind.” There was a burst of applause. When that finally quieted, the speaker said, “I’m sure that many of us are wondering how you got into the top third in sales achievement with your handicap.”

“Wait a minute,” the blind man curtly replied, “I don’t have a handicap; I have an advantage over every other salesperson in my field. I have never seen a product I’ve sold, so I have to close through my prospect’s eyes. What I do is what all of you sighted people could do, would serve your clients better, and make more money if you did.”

The point he struck with me is this: You must see the benefits, the features and the limitations of your product or service from the buyer’s viewpoint. You must weigh them on their scale of values, not your own. Get yourself out of the way. That includes your opinion of the product, of your company, of them, and of yourself as a sales professional.

Once you are able to do that, you will be able to concentrate on your job of serving them. You will be able to empathize with their situation and their specific needs, and radiate the confidence that you can help them.

There are certain signs you will begin to notice when they are ready to go ahead with your product or service.

1. When they change the pace of your discussion—either by slowing it down or speeding it up.

2. When they start asking more questions about the product or service.

3. When they become more relaxed and less businesslike. That usually means they’ve made a decision.

4. When they favor your test close. This would be a question about installation or startup of service that they answer without hesitation or when they give you an objection.

Now that you know they’re ready, where do you close? Anywhere. Don’t stand on ceremony. If you are in their office, your showroom, your car, or even a restaurant, if they’re ready, put your pen to paper. For many people there is a certain excitement about executing a decision, right now! Most of us feel joy and relief at having the mental strain behind us. We now see only the benefits of having the product or service already working for us. Don’t spoil that mood for your customers by insisting on getting back to the office, or somewhere where you’re comfortable to start writing up the agreement. You’ll be taking the risk of having them cool off about their decision. To use an old cliché, “Strike while the iron is hot!”

Now, you must also be aware of their emotions about making decisions in that they may be the kind of person who needs to be sitting at a desk or conference table to finalize any paperwork on a purchase. If they are that kind of person, you should understand any hesitation and suggest that you get into a more appropriate setting before you begin putting things on paper. If you press that kind of person, they may quickly have second thoughts about the investment.

If they show hesitation once you’ve begun your closing sequence, you need to relax them and let the pressure off before continuing. I suggest that you begin by apologizing to them for rushing things. Tell them that you get excited when you think about all the benefits they’ll be receiving from your product or service, and you may have gotten a bit overzealous. Watch them closely here and when they begin to relax, summarize the benefits they already agreed to, using questions.

“I know there are still a lot of questions in your mind, but this model is the size you wanted, isn’t it?”
“And the delivery date we discussed is okay, am I right?”
“Our service agreement meets your company’s needs, doesn’t it?”

Once you’ve covered all the minor agreements, ask a lead-in question and try another close. A lead-in question would be something like, “I know I covered that list of items rather quickly, but those are the things we’ve discussed so far, and we have agreed on them, haven’t we?” If they still show hesitation, I suggest you move on to the “Similar Situation” close.

The “Similar Situation” close is one in which you tell them about another client of yours who had needs much like theirs. They hesitated at first, but finally agreed to go ahead with the investment and today they are so happy that they did. They realized all the benefits you had discussed in your presentation and a few others they hadn’t thought of previous to making their decision.

It’s important after each transaction that you make notes on the situation and the resolution of each client’s problems. This way, you’ll have a large inventory of similar situations you can draw from when a new client shows hesitation. Once they see that you’ve helped someone in the same type of situation before, it’ll build their confidence in your ability to do the same for them.

Once they understand that your main interest is in serving their needs, not your own pocketbook or ego, they’ll relax and let you see exactly what they see through their eyes. When they’re more open to you, you’ll be better able to satisfy their needs and receive fewer objections as well.My Recommended Posts:

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Sales Quotes

Admin — Thu, 04 Nov 2010 00:56:32 +0000

Sales/Selling

“Describe your product in terms of what it ‘does,’ not in terms of what it ‘is.’” —Brian Tracy

“Internalize the ‘Golden Rule’ of sales that says, ‘All things being equal, people will do business with, and refer business to, those people they know, like and trust.’” —Bob Burg

“In sales there are going to be times when you can’t make everyone happy. Don’t expect to and you won’t be disappointed. Just do your best for each client in each situation as it arises. Then, learn from each situation how to do it better the next time.” —Tom Hopkins

“Life is a series of sales situations, and the answer is NO if you don’t ask.” —Patricia Fripp

“To succeed in sales, simply talk to lots of people every day. And here’s what’s exciting—there are lots of people!” —Jim Rohn

“Know what you sell in terms of the customer. They don’t care about your product or service; they care how your product or service is used to benefit them. Are you telling them in terms of them or you?” —Jeffrey Gitomer

“Now, if you want to get rich, you have only to produce a product or service that will give people greater use value than the price you charge for it. How rich you get will be determined by the number of people to whom you can sell the product or service.” —Earl Nightingale

“For every sale you miss because you’re too enthusiastic, you will miss a hundred because you’re not enthusiastic enough.” —Zig ZiglarMy Recommended Posts:

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How To Build Succesful Team

Admin — Tue, 21 Sep 2010 02:41:23 +0000

Building a Successful Team by Jim Rohn

Once you’ve set a goal for yourself as a leader—whether it is to create your own enterprise, energize your organization, build a church, or excel in sports—the challenge is to find good people to help you accomplish that goal. Gathering a successful team of people is not only helpful, it’s necessary.

So to guide you in this daunting task of picking the right people, I’m going to share with you a four-part checklist.

Number One: Check each candidate’s history. Seek out available information regarding the individual’s qualifications to do the job. That’s the most obvious step.

Number Two: Check the person’s interest level. If they are interested, they are probably a good prospect. Sometimes people can fake their interest, but if you’ve been a leader for a while, you will be a capable judge of whether somebody is merely pretending. Arrange face-to-face conversation, and try to gauge his or her sincerity to the best of your ability. You won’t hit the bull’s-eye every time, but you can get pretty good at spotting what I call true interest.

Number Three: Check the prospect’s responses. A response tells you a lot about someone’s integrity, character and skills. Listen for responses like these: “You want me to get there that early?” “You want me to stay that late?” “The break is only ten minutes?” “I’ll have to work two evenings a week and Saturdays?” You can’t ignore these clues. A person’s responses are good indications of his or her character and of how hard he or she will work. Our attitudes reflect our inner selves, so even if we can fool others for a while, eventually, our true selves will emerge.

Number Four: Check results. The name of the game is results. How else can we effectively judge an individual’s performance? The final judge must be results.

There are two types of results to look for. The first is activity results. Specific results are a reflection of an individual’s productivity. Sometimes we don’t ask for this type of result right away, but it’s pretty easy to check activity. If you work for a sales organization and you’ve asked your new salesman, John, to make ten calls in the first week, it’s simple to check his results on Friday. You say, “John, how many calls did you make?” John says, “Well…” and starts telling a story, making an excuse. You respond, “John, I just need a number from one to ten.” If his results that first week are not good, it is a definite sign. You might try another week, but if that lack of precise activity continues, you’ll soon realize that John isn’t capable of becoming a member of your team.

The second area you need to monitor is productivity. The ultimate test of a quality team is measurable progress in a reasonable amount of time. And here’s one of the skills of leadership: Be up front with your team as to what you expect them to produce. Don’t let the surprises come later.

When you’re following this four-part checklist, your instincts obviously play a major role. And your instincts will improve every time you go through the process. Remember, building a good team will be one of your most challenging tasks as a leader. It will reap you multiple rewards for a long time to come.My Recommended Posts:

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