I'm currently listening to Jia Jiang's Rejection Proof.
It's a powerful story about how the author's personal fear of rejection and desire to please others created an unintentional international movement to help people overcome rejection and get more out of life and their careers.
Which is one of the areas that I will be focusing on in my upcoming webinar training, "Overcoming Call Reluctance."
I recently talked to a staffing agency about the importance of being gritty.
Grit is about tenacity, resilience, and a willingness to keep pushing through despite obstacles and our own natural inclination to take the easy way out.
Staffing recruiters, like most salespeople (and who isn't in sales?) need to be gritty in the face of rejection, radio silence, ghosting, and, even worse, angry clients.
It's what allows them to meet more people, make more referrals, and close more deals.
And live up to their mission of improving the lives of employers and employees by making the connections that grow businesses and provide opportunities (not their exact mission, but my take)
Too many new leaders also “have it all wrong,” at least in terms of how they view their new roles. They think of leadership as the next step in their ascent, one that represents an increase in responsibility and authority but not one that necessarily demands change in their core thinking and approaches. In truth, to assume a leadership post is to enter into a whole new professional arena.
Before assuming this new position, accomplishment was all about you and your performance. You worked hard to achieve success and hoped that you would get noticed and promoted. Time and effort were invested in self-promotion, with the understanding that your success would translate into the next step that you desired. Once you become a leader, however, achievement is measured by your ability to grow others, to make the people who work for you more capable and more confident. The game is no longer about you winning. It’s your team that must win for your term as leader to be deemed a success.
Read MoreNew sales leaders face a unique challenge. They rise from the ranks of top salespeople — the ones making the sales — to then be the one who must coach others to close more sales. They also pivot from being part of a group — often having five to 50 peers — to a more rarified air with fewer peers and no same-level colleagues to lean on.
Often, this shift occurs with little-to-no formal training, with the only insight on proper protocol being that which the previous leader did or failed to do. From metrics to staffing to accountability, the upwards move to sales leader is unlike anything these sales professionals have ever done.
Read MoreNew sales leaders face a unique challenge. They rise from the ranks of top salespeople — the ones making the sales — to then be the one who must coach others to close more sales. They also pivot from being part of a group — often having five to 50 peers — to a more rarified air with fewer peers and no same-level colleagues to lean on.
Often, this shift occurs with little-to-no formal training, with the only insight on proper protocol being that which the previous leader did or failed to do. From metrics to staffing to accountability, the upwards move to sales leader is unlike anything these sales professionals have ever done.
Read More
