“It is not the strongest of the species that survive, not the most intelligent, but the ones most responsive to change” – Charles Darwin

If ever there was a need to re-examine the way in which we are all approaching business, it is now: It’s time to challenge paradigms; look outside the square; understand that just because that has always been the way we have sold, that it will work for us in the current climate. If we keep doing what we have been doing, we will keep getting what we have been getting.

Whatever got you where you are today will not be sufficient to keep you there. A rapidly changing environment is the regular background against which organisations must develop.

Change is continuous and will become more rapid as we move forward over time. Senior management must be capable of reacting to those changes and be prepared to take advantage of them and yet stay within the overall framework and agreed strategy.

The role of strategy is fundamental if the people within an organisation are to be enabled to make the level of contribution of which they are capable. Strategy, based on a good grasp of the core competencies of a business, is an essential precursor to achieving optimal shareholder value.

Dependence on salespeople is key to delivering the latent capability of a business. Our salespeople are the greatest source of competitive advantage we have and that is precisely why we should continue to invest in them and fully develop them. This is particularly true now that in most market sectors competitive advantage is continually being eroded – i.e. International barriers are coming down, selling time is becoming limited, competitors are getting smarter, fewer and fewer names are appearing on companies’ databases, and product uniqueness is rare. Conversely, undeveloped personnel can bring down a company through inadequate performance, leaving the competition to harvest the marketplace.

If your organisation wants to permanently increase it’s sales results then it needs to approach sales differently to create “the difference that makes the difference” in order to positively impact bottom line performance.

In Summary:
Organisations and salespeople who have 100% commitment to doing whatever it takes to elevate their sales to a whole new level are the ones most likely to succeed. Trying to operate a sales organisation without total commitment is like trying to drive a car without fuel. But every organisation has the potential to harness the power of their salespeople just as surely as oxygen pumps life into the human.

Today’s News: January’s “Article Of The Month” has just been announced over at Top 10 Sales Articles and it is a belter, written by….. well why not check it out for yourself?

Other than that, news is scarce today, I guess everyone is eagerly anticipating…

Tomorrow: It all kicks off, and I for one cannot wait – here is the countdown

“We are coming…Are you ready”

To some, networking means simply meeting or calling someone new for what might be a one-off discussion or event. In this limited sense, networking is only a trading relationship in which two parties seek to discover whether they have anything of mutual interest to talk about. They either make some sort of exchange or quickly move on. This makes networking a highly ‘transactional’ subject, much like buying and selling or negotiating with someone.

My view is very different because I believe that networking has a much wider definition. In fact it can be a major social and life skill to be used in both a business/organisational and personal setting.

This ebook is compilation of articles that I have published on the subject, and I have endeavoured to share with you my experiences, with the hope that you will enjoy improving your own networking skills.

You can download it for FREE, simply by clicking on this banner.

Today’s News: Today, I have been working with one of my favourite (favorit) clients to prepare for 2009/2010. The strategy that we designed is so much different to the one we prepared for 2008 – it is immediate; it is short-term (quarter by quarter, out of necessity); it is more flexible (also out of necessity); it allows for further financial dowturns; it is depressingly realistic. But it should guarantee that they are well equipped to take full advantage, when the first shoots of recovery begin around Q3 next year.

Tomorrow, I am delivering an intense NLP coaching session: “How People Buy: Seeing Your Client Through Your Client’s Eyes” inspired by Kerry L. Johnson – “If you can see John Smith through John Smith’s eyes, you will sell John Smith what John Smith wants” This is particularly poignant in today’s selling climate.

In the afternoon, I am going to expose that very same team to Jill Konrath, who will connect live with them for ninety minutes. This is part of my strategy of inviting a selected few, trusted friends, and world class sales experts into my accounts. My clients are in for another real treat tomorrow.

Tomorrow: My guest is my good friend from down under, Kevin Dwyer who, ever insightful, will be sharing his thoughts on compensation – this is becoming an important issue and Kevin is one of the leading experts in the world on the topic. You will not want to miss his words of wisdom.

I first began to recognise the need to be able to benchmark sales performance more objectively and more rigorously over twenty five years ago. The motivation to do this was strong, because I knew I was wasting thousands,if not hundreds of thousands of pounds on sales skills training programmes which were not providing me with a proper return on my considerable investment. But I needed to prove my theory, because without an accurate analysis of my requirements, I would continue to abdicate that responsibility to the training providers, most of whom had only their own interests at heart.

So, with this quote from Drucker, “The most effective way to manage change is to create it” firmly in my mind, I set about my task – a task that became a journey, which began in 1981 and is still ongoing…

By taking an analytical approach, I arrived at the following equation:

Attitude + Skills + Process + Knowledge = Success

My initial reasoning was this: Attitude is fundamental to any achievement, because individuals with the right attitude are far more likely to embrace the essential Skills, recognise the control that Process brings and have the desire to continually expand their Knowledge.

Skills are the ‘tools of the trade’ and have to be developed on an ongoing basis. They also need to be specific, because too much time can be wasted over-burdening employees with inappropriate and irrelevant skills without any identifiable plan for their future requirements.

Process brings organisation, efficiency and control – both for the individual and for management. Effective process provides objective analysis and indicators, which can be benchmarked and accurately measured.

Then, there is of course a need to build in Knowledge – and that must include knowledge of products, industry, market sectors, competitors, business, own company and last but not least, self!

Attitude:
Let’s then begin by looking at Attitude. I was fortunate enough to have discovered the “Hertzberg Theory “- Professor Frederick Hertzberg has promoted a theory of motivation, which goes a long way forward from the original theory of “Carrot and Stick”, or indeed its extension ‘The Reward Theory’  still used by many managers and companies to try and exhort greater efforts from their staff.

It stems from two statements:

What makes people happy and motivated at work, is what they do.
What makes people unhappy and de-motivated at work, is the situation in which they do it.

Hertzberg suggested that managers needed to become familiar with three new letters that would become increasingly important in the management of people in the future. The three letters are……………..

You can download the FREE ebook here and continue reading.

Today’s News:A message from fellow Top Sales Expert, Kendra Lee:

Free Email PowerProspecting Teleseminar!

Get the latest email prospecting tips

Email is the #1 tool for prospecting – surpassing the phone according to a KLA Group survey of sellers. Yet it’s even easier to delete than a voicemail because you don’t have to skim it to make a decision.

So what’re you going to do to entice contacts into opening your prospecting emails?

Top IT seller, sales advisor and business owner Kendra Lee’s book Selling Against the Goal won a silver medal award from Sales Book Awards – a joint venture between The Sales Corporation & Sales Gravy - and she wants to celebrate with a FREE teleseminar to answer this question – just for you.

Come to this 1-hour teleseminar for fresh techniques that work without gimmicks and tricks:
 What never to say
 Enticing subject lines
 Lead-generating salutations and signatures
 Add your personal style and build instant rapport
 Sample emails
 Follow-up strategies that grab attention without hounding
 Ask your toughest questions on email prospecting

Join Kendra January 29 at 12:00pm Eastern.

Normally $79, this session is FREE to our first 75 readers who sign up. Just enter the coupon code “WIN”.

As an added bonus you’ll receive:

A session recording, handout, and copy of the Email Prospecting chapter from Selling Against the Goal, all included with your registration.

Remember: enter coupon code “WIN” to attend for FREE!

Tomorrow: Lee Salz is in the JF Guest Author hot-seat – “The Unprecedented Sales Management Challenge for 2009″

In 1906, Italian economist Vilfredo Pareto created a mathematical formula to describe the unequal distribution of wealth in his country, observing that twenty percent of the people owned eighty percent of the wealth. In the late 1940s, Dr. Joseph M. Juran inaccurately attributed the 80/20 Rule to Pareto, calling it Pareto’s Principle. While it may be misnamed, Pareto’s Principle or Pareto’s Law as it is sometimes called, can be a very effective tool to help us manage efficiently but it can also be applied to virtually every facet of our lives.

So what does this have to do with front-line selling? I hear you ask. Well it has everything to do with it because you see, recent exhaustive surveys suggest that only 5% of professional salespeople reach and remain at the highest level, which we call Level 3. A further 15% attain Level 2 status, but the majority, i.e. a massive 80% remain at Level 1 in terms of potential achievement.

It is true that most salesmen and women manage to advance from Level 1 to Level 2 fairly easily but unfortunately, many find breaking through that final glass ceiling extremely difficult i.e. moving from competitive sales professionals to collaborative sales consultants.

Top 5% salespeople are able to first identify and then capitalise upon the political component within the buying process. They develop and sustain strong commercial relationships at all levels within their accounts and these relationships endure because they are based on mutual respect and trust. Their clients feel secure, so secure, that they would be fearful of changing supplier.

In addition Top 5% salespeople rarely, if ever, lose an order that they really want because they are always in control of the sales cycle. They have identified that in marketplaces where product uniqueness and technical expertise are no longer enough, it is they themselves that make the difference i.e. their superior skills.

So What Is It That Top 5% Players Will Be Doing This Year?

• They will position themselves with the real decision-makers and avoid those without ‘approval power’ because they are able to first identify and then access the formal decision making unit.

• Not only get the order but a satisfied customer, repeat sales, enthusiastic reference sites and constantly increase sales penetration within their accounts.

• Know how to minimise the uncertainties of a cold call on a new account, by careful planning and rigorous opportunity assessment.

• Recognise when to treat an old account as a new prospect and keep the relationship fresh, alive and maintain profitability.

• Never entertain business they do not want because they recognise that it takes just as long to work an unprofitable opportunity through the sales funnel, only to lose it at the death, as it does a profitable one. They trust their own judgement but also rely heavily on objective assessment.

• Readily identify and know how to deal with the four different buying influences present in every sale i.e. Economic Buyer, Technical Buyer, User Buyer, and Ally.

• Understand how to prevent sales from being sabotaged by an internal enemy. They insulate themselves by developing strong allies within.

• Will be able to recognise fail-safe signals that indicate when a sale is in jeopardy. This comes from experience but also information supplied by their allies.

• They will be focused on tracking account progress and be able to accurately forecast future sales because they use proven methodology, which allows them to weight every opportunity in the pipeline.

• Avoid ‘dry-months’ by allocating time wisely to their critical selling tasks i.e. Prospecting for new business, covering the bases with existing opportunities and finally closing the best few.

Three additional areas, which set Top 5% players apart from the rest, are:

Commercial Acumen: Collaborative sales professionals have high levels of strategic awareness and they can communicate comfortably with board level players, i.e. the economic buyers using common language and terminology. Level 1 and 2 performers, unable to demonstrate credibility when discussing financial, commercial, and political issues, are usually left behind and require assistance from a manager or director.

Competitive Courage: In order to achieve consistent levels of success in today’s environment, it is necessary to be able to pro-actively target competitors and their client base. Any individual, who lacks the guts for a fight and is not comfortable with competitive selling, will severely restrict their potential.

Being Focused On Political Activity: You can of course question the legitimacy of politics, but you cannot deny their existence. The sales professional that fails to recognise the importance that politics play in virtually every complex sale, will almost certainly consign themselves to a career at Level 1. No one ever said that we must take part in the political game, but recognising that a game is being played, whether we like or not is essential i.e. what you understand you can manage.

However, I fully appreciate that most organisations will not necessarily need to populate their sales teams with Level 3 performers even if they could find and afford them. There will always be tasks, functions, and indeed markets where Level 2 or even Level 1 salesmen and women can comfortably exceed expectations. What is important is that we ensure we have the right Level where we need it most i.e. round pegs in round holes. If an organisation is attempting to compete in a market sector where Level 3 skills are required and yet their team is predominately at Level 2 in terms of expertise, experience, and development, they are unlikely to consistently win the business they need, in order to fulfil their financial ambitions.

What I can say for certain, is that successful selling has become an exclusive club of highly skilled professionals where, for example, product knowledge, time management skills, objection handling and closing skills are the cost of membership, not leadership.

Today’s News: Here is a message from a fellow Top Sales Expert and a very switched on guy, Steve Kraner.

THE SANDLER SALES BOOTCAMP

A two-day, precision selling skills training program

Overview

This hands-on course delivers the core principles of the popular Sandler Selling System—a unique, integrity-based system that promotes a more effective and coachable sales process. Revitalize your team’s outlook with a fresh perspective on the selling process and a crystal-clear understanding of the anatomy of a successful sales cycle. Members of your team will refine their ability to handle every buyer-seller interaction in as close to the optimum way as is humanly possible. Many sales training programs tell you what to do — talk less, listen more, stay in control, get commitment – we’ll show you the latest on how to do it.

Click here to see the two day agenda for the Sandler Sales Bootcamp.

If you are interested in attending the Sandler Sales Bootcamp please call our office at 703-689-0439 or email: skraner@hightechguru.com

Tomorrow: Don’t worry, just because I will not be posting, does not mean I’ll be taking the day off! One of my new colleagues posed the question earlier in the week: “Do you ever sleep?” I responded that I am I very rigorous in ensuring that I get eight hours every week – see you on Monday - JF

Sales success to-day demands a radical shift from the ‘peddler’ mentality of merely demonstrating products and expanding on their features. It requires treating the customer as a participant. More often than not, a ‘flashy’ sales presentation alone alienates rather than persuades.

The best salespeople regard the sales call as a two-way conversation – not a one sided pitch. They have developed active listening skills Average salespeople score fairly well in their ability to provide customers with facts and figures, but top performers dramatically outscore the rest when it comes to gathering information. In addition, how a salesperson collects information still distinguishes exceptional achievers from the rest of the pack. I.e. top performers ask better questions and as a result gain much better information.

Essentially, they aim to engage customers in the buying process with questions that require thoughtful answers, that stimulate curiosity and that reveal the customers underlying needs.

Businesses need to re-define selling and what constitutes basic selling skills:
In to-day’s world of selling, there is less and less room for apprenticeship. Selling has become an exclusive club of highly skilled professionals where product knowledge and time management skills, for instance, are the cost of membership not leadership.

Ongoing research demonstrates that to-day’s ‘average’ salesperson is just as effective as the high performer in explaining features and benefits effectively, relating a service or product to customer needs and closing a sale. But, above this Level 1 plateau of competence, the exceptional salesperson is busy defining the “basic skills of tomorrow”.

Building an up-to-date foundation in sales competence does mean sacrificing some old notions of what it takes to succeed in a competitive marketplace. For example, a salesperson can no longer just “win by knowing”. Every company needs to test their assumptions about what skills really contribute to sales success. Too often operating on old sales theories means training and rewarding people to do the wrong things.

When the buyer and seller act as partners, they are building a bridge to profitability:
Successful selling is definitely not about the “hit and run” sale. Sales achievers regard their relationships with key customers as a partnership and cultivate it as such. When customers face tough business challenges and complex technological choice, they rely on sales people who can assist them in making the right decisions.

The primary objective of a sales partnership has to be, to create and sustain a mutually productive relationship, which serves the needs of both parties, now and in the future. The key word here is symbiotic. Partnership does not mean eliminating the tension between buyer and seller; it means that top-performing salespeople know how to strike a balance between achieving immediate results and developing the relationship fully.

In Summary: Why Do We Need A Fresh Approach To Selling?
Many organisations have developed without objective analysis of their purpose and structure. The buying power in many industries is no longer evenly distributed – in a large number of markets a few big firms control the majority of purchases.

The development of new marketing techniques has meant that some tasks traditionally performed by the sales team can be more effectively handled by other methods. The prime objective of all sales staff is to gain business. From an organisational point of view, however, how they all achieve their goals must be defined in order to identify what kind and the quality of skills that are required.

Today’s News:

Yes, I know that we were supposed to launch the new “JF Reviews” section today, but we are still waiting for some details, but I promised you a FREE ebook every Wednesday from my “Winning Series” sponsored by SalesNexus and here is the first one for you. If you are serious about making 2009 your best year yet and you are ready to “Plan To Win” then this is a must read – simply click on the banner above.

Tomorrow: One of the most switched on and in-demand sales coaches in the world, my good buddy from NY,NY, Keith Rosen – yet another Top Sales Expert and founder member of the soon to be announced “Global Sales Council”

In his book “Fundamentals of Selling”, Charles Futrell identifies careful use of selling time as perhaps the distinguishing characteristic of the successful salesperson. Frequently there are two main pitfalls that even experienced salespeople can fall into in terms of activities. First, they simply aren’t doing enough. What’s enough? Enough telephone calls to make appointments, enough face-to-face calls, enough calls that involve or influence the decision-makers. In general, the more focused sales activity salespeople generate, the greater the number of sales opportunities they can create.

Poor Quality Activity:

Second, but equally important, salespeople often aren’t clear about how to identify the prospects most likely to have a genuine need for their product or service. Without an objective way to prioritise which prospects to contact first and/or an efficient strategy for contacting them, salespeople are doomed to waste a large percentage of their time.

Another huge dilemma for many salespeople is how to divide their time between servicing existing clients and generating new business from new prospects. Existing clients frequently make requests for service that could be dealt with by support staff. But salespeople who lack a disciplined, future-orientated plan for generating new contacts and sales often find themselves spending more time attending to “urgent” tasks for existing accounts instead. A common approach among salespeople can be summarised in the saying “If you throw enough mud against the wall, some of it is bound to stick”. This approach is exhausting, demoralising, extremely unproductive, and very expensive in the long term.

Speed Of Relaying Customer Information:

The Sales Director provides another interesting dimension to activity management. Apart from product or service knowledge, salespeople require knowledge about prospects, clients, and market trends. Therefore, if the information those salespeople require isn’t relayed in an efficient manner, their “face-to-face” selling activities are dramatically reduced.

Today’s News: Mixed reaction to my new banner: My son Joe, who regular visitors will remember is studying Astro-Physics at Cambridge University said: “The top of your head doesn’t seem to exist. You just go from eyes to eyebrows to white. Very ghostly. I like black on white though. Very minimalist and crisp”

So, this is what an education at one of the world’s leading seats of learning gives you – the ability to identify the obvious!

Tomorrow: My guest is Paul McCord and you can expect more commentary, if I do not get woken up at 5.30 am by the hotel’s fire alarm system and am left to freeze outside for an hour and a half!

Why Review?

Obtaining continual feedback against a set of established criteria is vital if an organisation is to retain its existing top clients and seek to improve its standing and the quality of its service levels to them.

There are at least seven benefits of regular feedback.

• Feedback reveals your customer’s current and future plans.

• Seeing your business from your customer’s point of view allows you to answer the question “would you do business with you?” – if not why not?

• Feedback allows you to tailor your service levels so that you enjoy maximum customer satisfaction at a minimum cost.

• If you don’t ask you’ll never know how you are doing until it’s too late! Feedback is magnified by the ‘ice berg factor’ making it more critical than it originally appears.

• Feedback can reveal what your competition are doing helping you to be a consistently strong contender.

• Gaining a reputation for wanting to hear feedback can actually make money for you.

How Often?

This Will depend entirely On the importance of the account and revenue levels being achieved – or anticipated.

Assessing The Feedback You Receive:

If the feedback you have been receiving to-date has not been useful, ask yourself the following questions:

• Do I ask enough questions?

• Do I ask the right questions?

• Do I communicate effectively about why I am asking the questions?

• Do I ask the right people?

• Do I know how to use the data I collect?

• Am organised to respond to the information?

• Do I value and trust the information I receive?

What Do You Do With The Results?

Collate & assess

Communicate findings upwards & sideways

Act on vital issues

Feed back remedial actions

Confirm satisfactory resolve

Remember,The Account Review Process:

• Is a non-threatening meeting.

• It is a fact finding session not a sales event in the short term. But

• It is highly likely, that during this meeting you will uncover additional short, medium and long term opportunities.

Today’s News: We have just announced the Top Sales Article for November over at Top 10 Sales Articles, which means we now have eleven of this year’s twelve finalists in place and what a heavyweight crew: Paul Cherry, Josiane Feifon, Ivan Misner, Mike Brooks, Mark Satterfield, Zig Ziglar, Kevin Eikenberry, Jill Konrath, Paul McCord, Bill Cox and of course November’s winner, who is revealed here

So, just three more weekly winners before we reveal the final line-up and open up the voting – the winner will be announced at 12 noon Eastern on New Years Eve.

Tomorrow: The doors open for FREE registration to “The Online Sales Event Of 2008″ – just 1000 places available.

In the book Emerson’s Essays, there is a section on “Law of Compensation”, which can be summarised simply as “give more, get more.”

This is what most salespeople try to do, so they end up working harder when they could be working smarter.

This begs the question, are your sales activities deciding your strategy or is your strategy deciding your sales activities?

Developing A Consultative Sales Process:

From the Sales Director’s perspective, developing a consultative sales process means developing a comprehensive, formal, realistic and step-by-step outline of what salespeople are expected to do. This is just as appropriate for internal and totally reactive sales teams as it is for external pro-active ones. This outline includes the activity and calls they must make, the relationships they should establish with prospects, the documentation they should use in sales calls, the issues they must discuss and resolve with prospects and the tangible goals they must achieve in sequence along the path to each sale, in order to achieve maximum effectiveness.

It’s only when such an outline is in place that sales management can be in a position to:

* Monitor the sales force’s activity, progress and results,

* Assess issues as they arise and take appropriate action,

* Redirect individual sales effort efficiently.

Although many organisations appreciate the importance of being customer-focused and talk in vague terms about their “consultative sales process”, surprisingly few sales leaders invest the time and energy required to develop a formal sales process – a process that is at once detailed and resilient enough to guide their salespeople and permit effective management of their efforts.

Overcoming Implementation Intertia:

Even when a consultative sales process has been developed, understood by sales managers, written down and circulated, it’s often not enough. No matter how brilliant, a sales process will only be effective to the extent it is followed and used by frontline sales staff. And this is where most organisations fall down: overcoming inertia – among managers and salespeople alike – and implementing the process.

The hurdles that must be cleared in order to get people throughout the organisation to actually implement it are enough to cause Sales Directors to tear their hair out. But a select few, of the very best, have found some innovative strategies that have enabled them to achieve the Holy Grail:

Sustained sales growth achieved efficiently, reliably and by design – is your organisation one of them?

Today’s News: At last!! My good friend and the author of the “2007 Top Sales Article Of The Year” Keith Rosen, is finally on the 2008 leader board - coming up on the rails again – you can catch his excellent piece here

We had some severe technical problems over the w/e: This site and JFC were taking up to two minutes to load, so we must have lost a lot of visitors – if you were one of them, please accept my sincere apologies, this is only the second time in three years that our ISP has let us down – oh, and the two JF Uncut posts were pretty good

Tomorrow: A very special guy, and possibly the most innovative member of the Top Sales Experts team

Our style of negotiation will be influenced by the style of the other party. If both sides are adversarial; there will be little trust between the two parties, however, if one side decides to be co-operative, there is a danger the other side will use this apparent sign of weakness to their advantage.

Co-operative bargaining has the advantage of being a more efficient style of negotiation, however certain rules have to be followed by both parties for it to work.

Let us look at the two styles of bargaining and their features:

Features Of Adversarial Bargaining:

• Each side takes up a position and defends it.

• Opening bids are set at unrealistic levels; too high or too low, in order to give room for manoeuvre.

• Movement is small or non-existent until later on in the negotiation.

• Tactics are used to gain short term advantage.

• Too much emphasis is placed on trust. .This really is my best price!

• Information is withheld, or misrepresented.

• The outcome is often “win-lose”, or “lose-lose”.

• The more aggressive negotiator usually does best.

• This style does not encourage long term, mutually beneficial relationships.

• Neither side asks enough questions, or explores alternatives in sufficient depth.

Features Of Co-Operative Bargaining:

• Each side recognizes that the other has needs and feelings and accepts implicit rules.

• Objective measures are taken of what is fair and reasonable.

• Trust is not an issue as either side is willing to share information.

• This style is friendly, but not soft. There is a willingness to trade concessions.

• There is a clear, communicable strategy.

• Bad behavior is punished.

• This style involves creative problem solving.

• It encourages long term, mutually profitable relationships.

• Each side asks more questions and explores alternatives, rather than taking up fixed positions.

 The usual outcome is “win-win”.

Today’s News: “Selling Through The Slump” is clearly the hot topic right now, for all the reasons we understand – and you will know that I have very strong opinions about the causes: But this is not a time for additional recrimination; it is a time to collaborate, co-operate, and work through it together.

Last week I co-presented with Jill Konrath and Kendra Lee for Landslide Technologies – if you missed it, you can still download it here - and last night, I listened in to The Customer Collective’s gig.

On December 9th, the Top Sales Experts  launch our inaugral “TSE Roundtable.”  

Presenters include: Leslie Buterin, Colleen Francis, Jill Konrath, Paul McCord, Keith Rosen and me – hosted by Maureen Blandford.

I think it is quite probably going to be THE definitive event on the subject so far.

It’s FREE to register, and everyone will receive a very special ebook: “Selling Successfully In A Downturn Economy” with contributions from all of us.

Registration will be limited to the first 1000 applicants, and we will open the doors for booking on December 2nd at 6pm GMT (12 noon Eastern)

More details, very soon.

Tomorrow: It’s that time of the week again – JF Uncut – for me it’s cathartic; for some, it’s time to be amused; for others, it’s time to be enlightened – whatever, just join me.

Find out how you can bring a kilo or two of heroin, some semtex, a few hand-grenades, some chemical weapons, in fact anything you like into the UK or Northern Europe, completely undetected.

No clandestine locations – simply sail pass Customs Officers, without challenge.

I’ll give you the complete lowdown – prepare to be amazed.

Ever since 9/11, and for a long time before this, the UK has been hopelessly exposed.

Negligence just does not describe it, and I am going to be very interested to see how the British government are going to explain this one away. 

Yep, it’s an exclusive! “The Gaping Hole In Britain’s Defences”

Most professionals have to make a presentation at some point during their carrer and some of us have to deliver them almost every week. However, the single most common reason why people present badly has nothing to do with the quality of their material or their knowledge of the subject, but rather, anxiety – fear of failure.

The first thing to remember is that anxiety or nerves means you are alive and without them your resulting presentation would be like you – dead!

What you need to do is learn to control your anxiety and use it to fuel your enthusiasm.

Identifying Fears:

To control your anxiety you must identify what it is that you are afraid of -

Is it forgetting your lines?

Is it the audience size?

Once you have established what exactly you are afraid of then establish whether or not you can control it.

Imagine you are the captain of an airliner; do you fear flying? Of course not, because you are in complete control of not only the aircraft but also, the crew and the passengers.

You have a flight plan and before you take off, you know the payload, weather conditions for the flight, arrival time, departure time etc. However, what is most significant, you are familiar with flying, you are comfortable with all of that responsibility, because you have flown so many times before and you know virtually everything there is to know about that aircraft.

Therein lies the secret; the more presentations we deliver, the more accomplished we become but equally, we must know what we are talking about, we must know our subject matter inside out, otherwise our audience will find us out

Let’s consider the areas that you can control:

Your audience – After all you invited them.

Your material – You designed it.

Your resources – You chose to utilise them.

Yourself – You’re no puppet.

If there are any areas you’ve identified that you can’t control, forget them – it’ll probably never happen.

Controlling nerves and reducing anxiety:

Organise – Give yourself plenty of time to prepare, know what is going to happen and when. Take the time to rehearse your presentation, preferably with someone you know well. Get them to pride you with objective and constructive criticism.

Visualise – Get into the habit of visualising how the presentation will go, that way the environment will feel familiar even if it’s your first time. Imagine the end of your presentation and your audience smiling with appreciation

Drying Up – Make bullet point notes on individual postcards to prompt you (not lengthy scripts) – you may not need them but they will give you that “comfort zone”. Do remember to number them though, just in case you accidentally shuffle them

Relaxation – Before your presentation take some time for yourself to relax, breathe deeply, go out into the fresh air and clear your head. Do not allow your mind to mentally rehearse the entire presentation, because you need simply to concentrate on your opening lines. Once you have successfully navigated your way through the first couple of minutes, you will begin to relax – a strong opening is crucial

Warming Up – Clear your throat, practise your smile, drink some water to ensure you are hydrated etc.

Dress appropriately and check your posture -If you look the part everyone will assume you know what you are talking about anyway!

Become mobile – It will keep your audience awake.

Use eye contact and smile – They can’t fail to pay attention.

And finally – practice, practice, practice!

Today’s News: It’s last chance saloon – you really do not want to miss this event! Just click on the banner below to register – It’s FREE

Tomorrow: Some really important announcements that you will not want to miss!