Respect. If respect for the leader is lost, the power of influence AND authority are weak at the foundation of any mission. Leaders make the mistake of commanding respect when, in fact, respect is earned.
Clarity of message. If leaders are to be followed, it starts with clarity of message.
Positive attitude that sets an example for others to adopt. Attitude is THE fundamental element that creates a path for all leaders to succeed, not just influence.
Ability to motivate. Creating the desire of the team to perform at top level. Real leaders create that drive for the person first, the mission second, and the leader last.
Ability to inspire. The difference between motivation and inspiration is that motivation must constantly be injected. Inspiration lasts a lifetime. Great leaders can instill both.
Ability to strategize. Well-founded strategies are eagerly accepted by your team. They make sense and they seem doable.
Ability to plan, and plan B. After strategy is decided, plans (and alternate plans) are drawn to achieve the strategy. Plan B is also created to assure no loss of forward momentum in case there’s an unexpected shift or change.
Reputation. Not just a “great guy” or a “take charge” person, rather someone “known” as a great leader and has earned the respect of his people and his community (also could be her).
Resilience. One of the least understood, and possibly the element that carries the most “success weight” is resilience. A leaders ability to take it, and give it back, or bounce back from whatever situation arises. An influential leader with low or no resilience, will not be in that position very long.
Past experience. A history of both success and failure that has provided the knowledge and wisdom to lead in the present.
Persuasion. A higher form of influence. Persuasion occurs when trust and confidence meet belief, risk tolerance, and safety.
Stature. Leaders must stand tall and be recognized for their posture, confidence and poise.
Character. The elements that build the profile. Character is possessed (or lost) by consistently “doing the right and the best thing.” Character plays a major role in a leader’s ability to influence. Great character is molded over time.
Image. Actions, results, and reputation combine to form image.
Ethics. This element of leadership determines reputation. Great leaders operate at and with the highest ethical standards.
By example. As a business leader, business person, and entrepreneur myself for more than 40 years, I have ALWAYS set the example by “doing” rather than “telling” or “demanding.” Don’t tell me what to do, show me how it’s done.
Tolerance of risk. Great leaders have a high risk tolerance, and a sense to know when to take a calculated one.
Ability to get along with others. I believe that “likeability” plays a major role in a leader’s ability to create productivity and achievement.
Courage. The intestinal fortitude to withstand all adversity, and the resilience to react, respond, and recover on the way to accomplishment, achievement, and victory.
Ability to achieve. Great leaders are not just respected; they’re also measured. They have the responsibility to achieve, and their effectiveness is measured against their charged tasks and goals.
Ability to withstand failure. A major part of resilience, failure must serve as a lesson, and an opportunity to grow. Sure there is disappointment, sometimes anger – but leadership does not rest on a single event. All great leaders have encountered, withstood, endured, and recovered from defeat – much wiser, and much more steadfast of purpose.
Ability to celebrate victory. Everyone wants to celebrate a victory. Real leaders know how to create genuine celebration AND recognition of all those who participated. They also know how to temper it, and use it as a springboard for the next task at hand.
Reputation. Everything discussed above creates and forms a leader’s reputation. Reputation creates the ability to attract and the desire for others to follow. And reputation often arrives on the scene way before the leader does.
Including authority and the ability to influence, I have just given you 25 vital characteristics of leadership and the ability to lead. No single characteristic holds the magic. But together they are the keys to become a dominant leader when each of them is mastered.
My secret to writing is not complex: I write like I talk.
Writing in “speak” makes several things easy:
1. As long as you can think, or have an idea, or want to expand a thought, you will never be at a loss for words. Think about it. When you’re on the phone you never say to a friend, “Hold on, I’m trying to think of something to say.” You just say it! When you write like you speak words just flow.
2. Reading what you write in “speak” is much more conversational. Writing in “speak” makes your words easy to read, easy to understand, and, in my case, easy to implement.
3. Editing the next day. Give yourself a fresh look at what you were thinking, and allow yourself to give clarity to your writing.
3.5 Reading aloud as you edit. This one secret will give you more writing power than you can imagine. It exposes every flaw and ensures flow of words and thought.
The key to mastering any kind of sales is switching statements about you, how great you are, and what you do, to statements about them, and how great they are, and how they will produce more and profit more from ownership of your product or service.
HERE’S THE SECRET: Take the word “we” and delete it. Delete it from your slides, your literature, and ESPECIALLY from your sales presentation. You can use “I” but you can’t use “we.”
HERE’S THE POWER: When you stop using “we,” you have to substitute it for the word “you” or “they” and say things in terms of the customer. How they win, how they benefit, how they produce, how they profit, how they will be served, and how they have piece of mind.
“We” is for selling. “You” is for buying.
MANDATE FOR UNDERSTANDING: Go through your entire presentation and record it. Listen to it actively — which means take notes. Count the amount of times you use the word “we.” Take out the “we,” and begin to make value statements instead of selling statements.
Here’s the reality in plain English:
1. The buyer, the prospect, and the customer expects you to have knowledge of their stuff, not just your stuff. To transfer that knowledge, the prospect needs to understand and agree with your ideas, feel your passion, feel your belief, and feel your sincerity beyond the hype of your sales pitch.
2. You have to know their industry, not just your product.
3. You have to know their business, not just your product.
4. You have to know what’s new and what’s next, not just your product.
5. You have to know the current trends, not just your product.
6. You have to know their marketing, not just your product.
7. You have to know their productivity, not just your product.
7.5 You have to know their profit, not just your product.
One of the most powerful aspects of sales is being different.
What is WOW!? WOW! is sales.
WOW! separates the strong from the weak.
WOW! separates the sincere from the insincere.
WOW! separates the sales pros from the cons.
WOW! separates YES from NO.
WOW! is the full measure of your sales power and the way you use it.
Are you WOW!? Is WOW! a factor in your selling process?
How do you WOW! the customer?
You can measure how much WOW! is in your sales effort by evaluating yourself against the following 8.5 guidelines of how to be WOW!:
1. Be persistent. To reach the prospect, to get the prospect your information, to get information about the prospect, to appoint the prospect.
2. Be knowledgeable about the prospect. Your knowledge of the prospect and his or her business is often critical to completing the sale. Use the famous “Mackay 66” questionnaire as a guideline for how much information is needed. Go to www.gitomer.com, register if you are first-time visitor, and enter the word MACKAY66 in the GitBit box.
3. Be prepared. Have a perfect presentation that you’ve rehearsed. Have a written proposal for what you want to accomplish or sell. Develop support tools and support documentation. Identify all possible objections, and prescript, test, and rehearse responses for each of them.
4. Be ten minutes early. It’s best to arrive a little early. It’s always a disaster to arrive late. Carry a light load (only what you need for the show).
5. Be professional. Great clothing, professional accessories; briefcase, business cards. Have everything crisp and clean.
6. Get to the point quickly. Then question, listen, and question. Talk straight to the point. Get your meat out in five minutes or less. Write down your thoughts when the prospect is talking. Don’t interrupt.
7. Separate yourself from your competition and everyone else. Have creative, new ideas. Have the sale in finished form (design done, preliminary layout, sample). Have a WOW! presentation. Have a comparison chart of key areas where you beat the competition. Do things no one else would do.
8. Be confident in what you say and the way you act. Build rapport first and keep building it during the presentation. Use humor, use humor, use humor. Act and speak as though the deal were done. Use your manners. Think back to your mother screaming at you about how to act civilized and do it. Don’t confuse confidence with cockiness. One works; the other fails.
8.5 Be WOW! yourself. You must be positive, enthusiastic, focused, polished, and convinced. You must be outstanding enough to be memorable.
*Excerpted from Jeffrey Gitomer’s Sales Bible: The Ultimate Sales Resource