How did one man understand what so many different consumers wanted? In what manner did he use psychology to sell his ideas and designs? What can you do, to sell anything to anyone?
Raymond Loewy, the father of industrial design, had a theory. He was the all-star 20th-century designer of the Coca-Cola fountain and Lucky Strike pack. Furthermore, he designed the modern sports car, locomotive, Greyhound bus and tractor. Additionally, he designed the interior of the first NASA spaceship and the egg-shaped pencil sharpener. Ergo: What is popular, and when? And how you can sell anything to anyone?
Most people do not listen with the intent to understand; they listen with the intent to reply
Everybody has heard this cliché. It’s not new. But somehow, most people don’t practice the art of active listening – which is listening to understand. To really comprehend. To be emphatically engaged in a conversation, and trying your best to understand the other person’s point of view, and digging deeper if you need to.
The people who do practice the art of active listening, radiate something special. And why? Because they have put aside their ego and are really involved in your story. They have set aside their subconscious, automatic patterns.
These people are the leaders that truly inspire. Or the team members that can bring order in a team that was chaotic before. The sales rep that gets new business deals again and again, because (s)he is actually trying to create win-win situations with clients.
Glenna Fulks gives a practical trick to improve your active listening: “Count to eight before you reciprocate. I have been guilty of hi-jacking a conversation and realizing that I spoke too soon and cut off the other individual’s response. It will seem like an eternity, but be smart and give the person with whom you are communicating the time to acknowledge your comment or statement. It builds respect and credibility. Not only does this expand the opportunities for communication, but you also allow yourself time to hear and take notice of their cerebral nuances.”
Most of the times, working harder works. However, sometimes, it just doesn’t.
If you work hard, we’ve always been told, you can achieve anything. And it’s true: If you do the work, can you reap the results. However, with some issues, working harder will not only not work, it’ll be counterproductive.
YouTube channel The Art of Improvement has provided a video about these kinds of issues, called Paradoxical Problems. Click here to view the video.
Take a look at the problems you are facing. In your professional life, your business, or in your personal life. When will working harder be helpful? And when is it a Paradoxical Problem?
People tend to have a natural aversion to those who make it all about themselves. But wait, is that person you?
Inc. states: “Almost every workplace has at least one toxic employee. You know the type — always negative, tends to bully others, distracts much of the team … the “bad apple” that ruins the barrel. But what if someone were to tell you that you were that person?”
What are the signs that you are the “toxic person”? And what effects does that have on your workplace satisfaction? The relationships you have with your colleagues? With your customers and clients? Your prospects?
Try and look as objectively as possible. If you tick the boxes, it’s time to look at how you can change your behavior, as well as influence how people perceive you. And what lies underneath, on a subconscious level, that you behave like you do?
Do you: – Make everything about you? – Say and do passive-aggressive things? – Feel and show jealousy of other’s successes?
You might be the toxic person in your environment. How does that affect your success? Lead yourself to a better place.
Continually optimizing your sales machine by using neuropsychology
In his book Predictably Irrational, Psychologist Dan Ariely describes a particularly interesting experiment, in which the factor ‘free’ had a specific result on the ‘sales’ of chocolate.
From the article: Experiment 1:
A table was set up offering two kinds of chocolates – expensive luxury truffles and much lesser priced ordinary chocolates.
The luxury chocolates were priced at 15 cents and the ordinary chocolates were priced at 1 cent. 73% of buyers chose the luxury truffle and 27 percent chose the ordinary chocolate.
Next, they decided to see how the ‘free’ factor would change results. In the next run, both prices were lowered by 1 cent.
So now, the luxury chocolates were priced at 14 cents and the ordinary chocolates were made to be free.
Would there be a difference in results? Should there be? After all, both prices were reduced by 1 cent.
This time, 69% of people chose the free ordinary chocolate (up from 27 % before). Only 31% chose the luxury chocolate (down from 73% last time).
Most people chose to miss out on the chance to get an expensive chocolate truffle at a big discount, when they had the option to get the ordinary chocolate for free.
How can you use this in your business? Let’s get in touch, and we’ll help you get set up in the practical application of neuropsychology in your sales machine. We’ve enabled others to become successful with this – so why not you?
Organizations should embrace “lifelong employability”
New technology improves the various in which people are trained. AI is an essential part of the future of the workplace, and the people in it. However, “few organizations or individuals are prepared for such a transition. Already, there’s a significant gap, brought on by digitization and advanced data analytics, between the skills people have and the skills companies need.”
How are you setting your people up for success? Not just now, but in the future? How people deal with changing environments will be the most fundamental skill in the future. That may differ from one organization to another, but every company will be affected by the technological innovations that are already here, and by those that are still coming.
If you want your people to view “change” differently, something has to shift in their mindsets. In their belief systems. In the way they approach ‘work’. How they interact with customers. How they view themselves. And that’s not necessarily easy, but done the right way, it will be effective. It requires an intervention on the level of subconscious beliefs.
Curious to learn more? Let’s get in touch, and we’ll show you how it works.
What irrelevant beliefs do we have about the job market?
You’ll hear many platitudes about the job market, switching jobs, and switching from industries. What are some of those platitudes and beliefs, and what is actually the truth today? Harvard Business Review researched it, and came up with 5 sentiments that are not necessarily true.
One of those 5 is “You should always be looking for your next job.” How do you see that?
“You want to be happy, not constantly searching, says Fernández-Aráoz. “Ideally, you should never be looking for your next job, simply because you love what you do.” He points to research Mihaly Csikszentmihalyi has done on the state of “flow,” describing it as “a neurological condition of our brain in which we achieve maximum productivity while our brain consumes very little energy. We are fully immersed in what we do, fully absorbed, even losing a sense of time, and we’re able to function at our best.” When you have found this in a job, looking for your next one is unnecessary.”