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Generating sales excellence through sales enablement

Three common flaws in Sales Enablement efforts

The sales team is often viewed as the bedrock of a business, without them there is no revenue! So organisations nowadays often invest in their own sales enablement strategy and team to provide much needed support for their salespeople in terms of training, systems and tools and field support when appropriate. But it is often this sales enablement strategy and the department’s approach that has the most visible flaws. There are three issues which are we find are particularly common:

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Supporting grassroots rugby

We talk a lot about world-class rugby on the Gazing blog, as it’s something that’s not only close to our hearts but shows brilliantly the principles of clear thinking, leadership and performing under pressure. Although we’ve done a lot of work with the New Zealand All Blacks to develop their mental skills, we’re supportive of sport at all levels; we’ve no doubt that the lessons learned by the All Blacks aren’t just applied on the rugby field, but they also use Red to Blue Head theory in any number of everyday situations.

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Gaining clarity in critical moments – the Gazing Principle

Three key takeaways

1. Taking a deliberate step backwards, mentally, will increase the likelihood of being able to think clearly in high pressure situations 
2. Thinking clearly will help a person take in all the necessary information and gain a better understanding of the situation, allowing them to make better, more strategic, decisions  
3. High achievers and performers have a critical ability to clearly assess the consequences and potential risks of their actions whilst under pressure; this ability helps them to make more considered decisions and then act with focus on the specific task, whilst keeping the bigger picture in mind.

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Treating the causes of disengagement, not just the symptoms

The Gazing approach

Our three key things to consider when tacking the issue of employee engagement:

  • Think like House If you’ve ever watching Hugh Laurie in the series House, M.D., you’ll know what we mean. Rather than simply treating the symptoms, House looks at what the underlying cause that links them all could be. Don’t simply try to ‘fix’ disengaged employees – or worse, get rid of them! – find out where the disengagement is stemming from and solve that problem first.
  • Coaching is one solution Coaching is often the default when employees aren’t performing at their peak. It is certainly effective and will take into account many of the symptoms, however it isn’t suitable in all situations and it shouldn’t be used as a one-size-fits-all Band-Aid.
  • Dialogue not monologue This is often the problem with review meetings, they turn into a manager’s review of the employee and there is little opportunity for dialogue. Getting employees to talk can be akin to getting conversation out of a sullen teenager, however that line of communication can be vital in understanding why disengagement is occurring and the levels at which it is impacting the business.

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The pressure on our children - are parents part of the problem? 

Consuming modern media is practically all-encompassing; it’s hard to disconnect from news, events or even the goings-on in other people’s lives. For children, social media arguably gives them a much greater understanding than any other generation but it could also allow them to access information they’d not usually encounter until adulthood – and one other potential drawback is how ‘success’ is promoted on social networks.

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Six Nations: Was the expectation on England Rugby too much?

England’s Six Nations loss to Ireland last weekend has come under so much scrutiny in the press you’d be forgiven for forgetting that they’d won the RBS 6 Nations title for the second year in a row! Of course, this game wasn’t just about the 2017 Championship, as a lot of the focus and hype prior to the game related to hopes of a Grand Slam and a world record.

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England’s Six Nations success shows the importance of quickly adapting to change

We’re close to the mid-point of the RBS Six Nations and England are looking strong. With two wins under their belt, they’re in a position of strength with much talk of another ‘Grand Slam’. However, their journey here hasn’t been plain sailing and the strength of their performance is a testament to their mental resilience and their ability to adapt to change.

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Developing the most effective leaders of the future

Being a leader in today’s world is seemingly much more complicated than it ever has been in the past. Modern leaders are expected to lead three entirely different generations of people, deal with unexpected challenges such as emerging technology, understand a dizzying array of complex issues and at the same time, maintain some very thick skin.

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Top tips for mental resilience in 2017

 So what can you do to become more mentally resilient in 2017?

  • Identify what you can control
    Learning to understand the things that you can control and recognising those that you can’t is critical. Once you identified those within your control or that you can at least influence, focus your attention firmly on these two areas with a plan of action. The more aware you are of the things that are within your control and those that aren’t, the more you can manage and change.
  • Take a step back
    The reality of most situations is that – when under pressure and feeling overwhelmed – you focus on the areas you are least likely to be able to control. Attention goes straight to the wrong areas – usually the greatest stress points – and it can become a downward spiral. Taking a step back can be difficult when you’re in the midst of it all, but gaining perspective will help you to see things much clearer.
  • Learn to recognise pressure
    Regardless of personality traits or whether you’re naturally optimistic or pessimistic, pressure will affect you and is likely to be distracting at times; that’s life! The key to resilience is being able to identify when pressure is becoming too much of a distraction and causing you to be overwhelmed, this is not a skill that can be learnt overnight but like all skills, with practice, is a valuable asset.

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Developing personal strategies for pressure

We talk a lot about ‘protecting your performance under pressure’ here at Gazing, but how many of us are actually able to recognise when we’re under pressure and starting to make poor decisions that aren’t based on rational thoughts, which will inevitably affect our performance?

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Red To Blue Image

"The techniques that we learnt from Gazing form the backbone to our department. The team believe in it and use it everyday. It has had a significant impact on the performance of the team, not only in terms of sales, where the numbers have gone up, but the team feels less stressed too".
Ian Roberts, Head of Avis Sales Direct, AVIS

“Gazing gives us a concise structure that we can always go back to; something we can refer to, in good times or when things are a little more difficult. In a multicultural business, the Gazing approach is invaluable because it gives us a common language, a shared understanding”
Andy Hurt, General Manager, Xerox Emirates

“The Gazing training our leadership team just completed is fantastic. By far the most relevant sales management training I have done”
Sales Director, OpenText

"My job as coach is not just to make them better at passing and tackling - as rugby players - but better people too. The red to blue training brought about a series of tactics which can transcend sport, it has given the boys a common-sense way of approaching things, whether they’re on the pitch, in an exam or just going about their everyday lives.”
Jim Kottler Richmond Rugby Club

"Gazing performance provided me with a simple set of tools that helped and continues to help me perform under pressure. Knowing what I can control in any given situation combined with situational planning and the control of attention to produce the right mind set has resulted in continued improvement in performance both in my professional and personal life.”
Dan Pollen, Teacher

"At Teligent we have used Gazing’s human performance model to align our people and our processes to the activities that really make a difference to our business performance. Our objectives are clear and measurable. The model is simple and workable”
Mark Pilgrim Managing Director, Teligent