To no other person is free enterprise so free as to the individual with sales skills coupled with a network of quality people.

					There's is nothing like a business professional! A lot of people know how to sell. Also, a lot of people have experience with business development. But a combination of both is what really makes the difference. A true professional is skilled at both sales and business development - the hallmark of free enterprise. That unique confidence found in long-time professionals comes from the ability to create opportunities from almost anything. And what skills typically make up the difference?

The essence of business development is creating win-win solutions. The only way to visualize and clarify win-win solutions effectively is by sharpening your sales skills. Why? Because sales skills is the WHAT, WHO and HOW to draw mental pictures of value in the mind of another person.

You may have great ideas about value creation (i.e. business), but your business plan comes alive only when you know how to execute it. Execution is helping people believe and work that plan. In other words: Selling!

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In June this year we began organizing what is now known as a worldwide group of Elite Sales Professionals. Today we are more than 1.000 high performers and a powerful group of competent people. LinkedIn serves as the initial connection and meeting point, but it will soon be complimented by smart online solutions. These solutions will allow members three basic privileges:

• An evolutionary collaboration model for tipping-point results
• A network of quality people to visualize business opportunities
• An online framework to innovate new money generation activities

The current group definition reads: "High performing sales people with experience in strategy and positioning, network and relations as well as pure skills and customer centric concepts such as innovation and product development. Trustworthy and competent professionals able to create value balancing people with business and money."

Once we've reached critical mass and the beta versions of the online solutions are in place, the Expert Panel behind this group will introduce a second round of qualification. This is when we'll experience the long planned "explosion" of the quality network we're only witnessing the small beginnings of today. Let me assure you; the Expert Panel is not without ambition with this worldwide undertaking! (And yes, the Expert Panel is yet to be formally introduced.)

We say "influence is energy". What does that mean?

Just think about it. What is influence?

Is it what you say to another person? Is it what the other person hears you say - or thinks you say?

Of course that's influence, but are words all?

I'd agree if you responded: "No, influence is not words alone. There's much more."

Then what else is influence? Body language, smell, sound, temperature - everything that our senses pick up..? Yes, all of that. Is there more?

Operational Influence

Oh yes, there is a lot more that influences us! MUCH more. What about internal conditions such as our self esteem and our heart? Self esteem and self worth is a powerful source of influence. Some claim thee most powerful. I don't know, but definitely crucial!

We could, however, flip the coin and consider external conditions such as myths, trends, cultures, family traditions and the laws and regulations of both our local community and national government as a whole? What about yesterday's events, the experiences and history we carry with us? Also, how important are predictions about the future and the authority of experts - or make believe capacities - to predict, prioritize and decide what's important and less important? What about physical limitations, the environment in which we live or the mind set of the people around us? What about the individual appetite or the collective craving for basic needs, or even fame and fortune for that matter? What about supply and demand, rumors, the media, branding, market positions, money, the financial market, "information" or everything the computer screen tells us in general? Do all these elements have an impact on our degree of influence?

They certainly do. All of these are highly influential factors. What we've listed so far is what we call Operational influence. Operational influence is the sum of all ramifications and circumstances in place, time and human mind set.

Everything we believe and perceive makes us "tick" a certain way. We act or react, but in total it's how we see ourselves (IDENTITY) in relation to the world (PURPOSE) that drives us. This passionate driving power therefore is what operates us and the world in which we live. It's everything around us, including ourselves and all that we have inside.

You say: Wow, that's pretty big! Yes, I'd say so too. But that's only one third of what influence is all about. There are two more important categories we need to be aware of. Together, these three form separate types of dialog.

Opinional Influence

What about the relative positions and power we have or think we may have, the knowledge we possess or wisdom we claim? Does our relationship with other people affect influence? Sure it does.

What about how others see us, our reputation and social expectations? Is there a connection between influence and how we behave in a social setting? Does our public record, informal or formal determine our power among others? How does the size of our network influence influence? What if we know some "important people in high places"? Does this leverage increased opportunity, and just how does it affect our execution of ideas and decisions? Does the way we execute in turn influence our degree of long term influence. We know it does. Our social behavior is critical to influential powers.

Let's turn it around: How do you think someone's prejudice, hurt, pain or simply bad mood affects our influence on them? And what about happiness, for that matter? All interaction is basically the exchange of opinions. Hence, this group of influence is called Opinional. Opinional influence is the sum of all feelings and emotions based on how we see ourselves, other people and the relationship we have with them. It is when heads are connected in such a way that we care more for others (SELFLESS) and the greatest value is found in simply listening (OBSERVANT).

These elements, too, are influence or sources to influence. Some people believe people are the ultimate source of influence. They're right about people being absolutely essential. What they forget, is that this is still only the second one third of what influence is all about. This type of influence deals with the human minds and how we are connected, how we exchange information and share lives and feelings. It's about experiences and retaining them as precious memories. It's about all those emotions that create a bond so foundational to how we pick up signals from each other.

Optimal Influence

What about the way we phrase a message? Is that relevant to influence? Or, what about the way we behave a message? Is behavior influence? I guess most of us have heard the statistics about how much more important body language is than words.

What about skills in asking questions? Does a talent in diplomatic ability help? What is the signal between the lines? Is there a message between the lines? If there is, how important is that message and what is it that brings it across? What place does enthusiasm have in persuasion? Is there a link between for instance the attitude with which something is communicated and the subconscious mind of the listener - how it is received, perceived and processed?

Are minor details and technicalities important to the final outcome of someone's decision? Can we exercise effective influence without doing things correctly in the eyes of another?

How does another person gain ownership to what we present them with? Should they be allowed the freedom to comment, critique or change our original proposals? What does this have to do with influence, anyway? If freedom is important, does that mean there's an element of innovation in selling? Should we allow ourselves to be vulnerable and humble in approaching another person? Why would this be significant when influencing others? What if the other person discovered we don't have all the answers? Is that influence, too, and is it smart?

A lot of the questions in this text are obviously leading and not a good example of how questions should be used in an Optimal dialog. However, I've written them to illustrate how questions quickly can become a manipulative tool. What does manipulation do with us, for that matter? Do we appreciate it? Does manipulation affect the power balance and influence? Research provides some brilliant answers and insight into this subject, but which we won't discuss here.

Perfecting our language, tactics and skills is the third and final group of elements behind influence. Since they are about optimizing our behavior and "appearance" through close interaction, this category is called Optimal. Optimal influence is the sum of all signals that peaks in desired action through another person based on discovery and conviction. It is when both parties totally abdicate their ego (OBJECTIVE) and render themselves open to intuitively discover what's better (SEEKING).

One Word to Summarize All

Each of these groups of influence builds on each other, as the diagram above illustrates. However, one is more important and foundational than the other. First comes Operational. Once the Operational influence or dialog is in place Opinional influence begins to have a powerful effect. Without the Operational dialog in place, the Opininal dialog is less effective, but still has some power. When Operational and Opinional are working as they should then Optimal influence and dialog begins to work as it should. This leads to energation.

Now, let me give you a challenge: If you were to pick one word only to describe all of this, what would it be?

Energy?!

That's what we chose! Read again and I believe you'll see why...

That's why we say "influence is energy". Yes, I believe influence is ALL about energy!

I know sales people who, when they learn about the Emotional Commitment (EC), want this without paying the price to get it. The price to pay is a price to pay and it is first and foremost this: We need to be sincere.

What does being sincere mean?

Judging from the diagram and illustration on the process of reaching a solid commitment, sincerity is a three-step process to becoming truly sensitive:

1. First we need to know what we want
2. Then we need to understand what others want
3. Finally we need to stay objectively tuned in to outside impressions

Intuitively and quite naturally, most people instantly react to the above mentioned order by saying: "That can't be right! We first need to understand others, then we can seek to be understood." My response is: You're totally right. However, this is not about understanding first - it's about first knowing what we want. It's being aware of who we are, about having a mission and purpose - an identity. Without an identity we don't even have the internal security and perspective that it takes to begin the process of understanding others.

Someone trying to promote a product without first having true insight into oneself (e.g. the product or company), can never progress to step two of understanding others. This is true in both a micro or macro perspective. HERE is the main flaw and where most sales people fail. We get it wrong from the very beginning by promoting something we're not convinced about ourselves. It's almost like being without mission and purpose. Only when done in the right order can we become truly caring for others and sincere in our interaction. This sincerity is what ultimately makes it possible to interact with others in such a way that we can reach an Emotional Commitment (EC). If we're not sincere, hypocrisy will inevitably surface. The subconscious picks it up instantly and we fail.

And by the way - all of this relates to not only selling, but every aspect of life; a happy marriage, teaching children, management, politics etc. I'll say it again: First we need passion, then we seek connection. These two precede the ability to innovate by the power of intuition touching the inside and most personal level of others. That which stimulates deep ownership to a commitment - emotional commitment!

We've now posted a webcast introducing the source of "the 3 Energies" - how dialog (O®O) is linked to energy (3E). This is the result of 7 years of research. Watch it now!

Did you ever find that a client or partner gave you input on your product or service, and then when you come back to your peers, they have a hard time appreciating this feedback?

In other words, you had a brilliant conversation with a customer or partner and together you made some very important discoveries. However, when you try to convey the same message and feelings to your colleagues afterwards, it just seems to fall on stony ground. What's all this about?

Well, here's an area where I've grown to understand I have 99% questions and less than 1% insight and possible answers. That 1% may be some of the following (and then - please fill me in on your understanding, cause I'd really like to know):

In the minutes of a meeting you may be able to record pure information, but the "Energy" and real interactive understanding and feelings only remain with the people that were present. Ironically, this seems to be the makings of a dilemma that really hurts:

People that were in the meeting retain "90% of the feelings and only 10% of the information" (figuratively speaking). The people that were absent - if they read the meeting summary at all - will have less than 5% of its contents, which is 100% facts / information and 0% feelings (read: energy). I believe the lack of this "Energy" is the root to the problem of why companies fail to innovate in "the right areas" with "the highest speed".

Thus, my humble assertion is this: If you're a sales person wanting to return customer feedback - i.e. market innovation, i.e. thee best type of product development - back to the team that actually delivers what should be improved, your main mission must be to:

REKINDLE THE ENERGY FROM THAT MEETING!

How one should go about doing so is a very interesting topic, I think. (In fact the book I just spent 7 years writing is all about energy; passion - connection - innovation).

...but about the dilemma itself!! a lot of it remains a mystery AND frustration to me. Please help ;-)

The longer I'm in sales, the more I become convinced that "innovation" is its closest sibling (at least in bigger, complex sales). I'm guessing you probably have the same experience. I'd love to hear what you think about it!

Today I got involved in a discussion on LinkedIn that asked about - what was it again..? Let me find the link... here it is. The question was about how even the best products or services fail, i.e. a limited number of buyers will generate poor revenue. My input was basically that it's the business model that determines whether or not we succeed (referring to David Chesbrough's book "Open Innovation"). The business model powerfully affects company culture and EVERYTHING that has to do with Innovation. If you put a lid on innovation - in any shape or form - goodbye to sales success!

I've experienced this so many times. What connects us most as humans, is when we create something together. It doesn't have to be something tangible per se. The keyword is "create", which is something I call "the stuff between heads". So, the next time you're in a sales call with a client, a partner or even with someone you just need to convince about something... If you don't want to make things too complicated, maybe the best way to go about it is to simply abdicate the know-it-all-role and recognize; "maybe I don't have all the answers - in fact, maybe I hardly know anything?" The result... the other person(s) will rise to the occasion and start giving creative input, which otherwise would never have been the case, had you dictated the conversation and direction of the dialog. (Everybody knows this, I guess! BUT, to actually DO it is something quite different.)

Looking back on my childhood, my parents did a great job at this. Sometimes they would turn to us, and just ask a question - maybe to this effect: "How on earth are we going to do this..?" or "I've been thinking about this for such a long time. What do you think..?" And here's the thought I wanted to share: My mom and dad would be 100% sincere about it. They didn't feel they had an answer and thus truly believed that we could come up with something far better. And you know what? We did! They stretched us far beyond the capabilities and limits we thought we had. And then comes the real miracle and energy in this thing: As children we respect them so much more exactly because of this than we would had they simply told us what to do (...being "experts", which hardly generates the same kind of respect).

The ownership, commitment and enthusiasm that grows out of this is what selling is all about, I believe... It strengthens the SBP atmosphere. There's probably only one way; it needs to be sincere. What do you think? Would you agree? Maybe there's much more to it? In any case; in many ways my parents were the ones to teach me that the best answers are "between heads". They taught me innovation. They didn't say it - they lived it.