Tags |
|
|
Links |
|
|
Add You - Challenge Your Disbelief in New Possibilities to Break Through to Exponential Improvements
If brown is the new black, then bistro table and chairs are the new furniture. Well, they would be, except that they have been around for almost two centuries now. Ask most people what a bistro table and chair set actually is and, chances are, they will shrug their shoulders and say they don't know. But, really, we've all seen them, especially those of us who live in cities or countries that exhibit continental sophistication. Yes, you have that right. The bistro table and chairs set is that easy-looking trio of small, inauspicious dining furniture that crowds the sidewalks, providing perching, posin
What customer complaints are you downplaying?
What things are your competitors doing that you have decided to ignore?
What things are the communities you do business in talking about that you have ignored so far?
What requests for change have you been receiving from employees for at least two years?
What perceptions about your organization and industry are you not addressing?
Evaluate the Implications of the Blind Spots
Ask yourself these questions about your blind spots:
Which blind spots are in areas where your organization's actions can improve or wors
There is a small, yet palpable inherent risk in accepting credit cards. Aside from chargebacks, there always exists a possibility that a given credit card is stolen or presented without any authorization to use from the card holder. Even veteran merchants, processing for decades, can recount incidents where they have sent out product, subsequently learning that they have been victimized by credit card fraud.One day, I received a phone call from one of our retail merchants who sells furniture. She explained that she received a credit card from a so-called customer that was declined. This custom
The disbelief stall is based on a valid experience, lack of relevant experience, or a previously established circumstance that no longer pertains. The bigger the new idea, the more likely it will boggle the minds of those involved.
Consider this: Over a hundred years ago, Alexander Graham Bell supposedly offered his fledgling telephone business to Western Union for $100,000. Western Union reportedly turned him down cold, perceiving the telephone as an electrical toy with a limited future. Bell himself initially saw the telephone as limited to use as a substitute for town criers. Householders wondered, "Why get a telephone when I can step outside and talk to my neighbor over the back fence?" The airplane, radio, computers, and the photocopier were greatly underestimated in similar ways before becoming the foundations for major industries. Major breakthroughs change the possibilities of how we can lead our lives, and we are slow to see that undeveloped potential.
STALL ERASERS
Creative People with Different Viewpoints
In checking out new information, technology, and techniques, seek the help of people who enjoy creating new solutions. You may find these open-minded people among suppliers, new employees, customers, and outside experts, including academics. If you don't have enough such people to draw on, expand your circle of acquaintances.
In the same way that no two people have identical kinds of curiosity and imagination, organizations likewise differ in how they look at potential new solutions. You can easily imagine that Intel, Microsoft, IBM, General Electric, and Disney would take quite different approaches to addressing the same opportunity. You should examine your organization's personality and orientation to consider how your perspective can be expanded in useful ways, perhaps by adding new partners and new competencies.
Positive Thinking Starts the Exponential Progress Engine
To overcome the disbelief stall, you need a positive outlook. You have to believe that wonderful results are just around the corner, if only you keep looking for improvements.
Ask yourself a positive question about any possibility you consider. For example, imagine that you are being asked to use a computer in a totally different and more difficult way for the first time. Instead of fighting this new assignment, ask yourself how the task could help you get home sooner every night. A manager recently had a good experience from opening himself up to this opportunity. An IT expert noticed that the manager didn't know how to do a mail merge, a way to produce custom documents for many people on a list. At first, the manager resented the few minutes of unexpected training. But the attitude soon changed after many monotonous tasks were accomplished 20 times faster.
Iit's even more helpful if you adopt new beliefs that open the doors to possibility. A good example is that many people will never read this book because they think it's far-fetched to find even one 2,000 percent solution. A better belief to hold is that untapped 2,000 percent solutions abound in your most important opportunity areas.
Other helpful attitudes include:
Seeing roadblocks as opportunities in disguise
Feeling that all events occur to help you improve
Believing that large changes can be made quickly to create positive results
Being convinced that new technology can easily remove old limitations
Believing that high goals are more fun to pursue
STALLBUSTERS
Locate Blind Spots
The more often you hear about something, the more likely the new thing is to be relevant to your organization. It helps to seek out the new to speed up the process of appreciating what's going on. To help identify your organization's blind spots, ask yourself the following questions:
What customer complaints are you downplaying?
What things are your competitors doing that you have decided to ignore?
What things are the communities you do business in talking about that you have ignored so far?
What requests for change have you been receiving from employees for at least two years?
What perceptions about your organization and industry are you not addressing?
Evaluate the Implications of the Blind Spots
Ask yourself these questions about your blind spots:
Which blind spots are in areas where your organization's actions can improve or worse
The top 4 things to consider when purchasing on online business opportunity.1.) When purchasing an online business opportunity, the first thing you need to look for is what type of products you will be selling. Most online opportunities are affiliate driven. This means, that there are several different products that you will be selling. By becoming an affiliate, you will be helping other people sell their products, and you earn a percentage of the sale. Normally, this percentage is pretty high. Sometimes you can even earn up to 75%. Being an affiliate is also nice, because then, there ar
STALL ERASERS
Creative People with Different Viewpoints
In checking out new information, technology, and techniques, seek the help of people who enjoy creating new solutions. You may find these open-minded people among suppliers, new employees, customers, and outside experts, including academics. If you don't have enough such people to draw on, expand your circle of acquaintances.
In the same way that no two people have identical kinds of curiosity and imagination, organizations likewise differ in how they look at potential new solutions. You can easily imagine that Intel, Microsoft, IBM, General Electric, and Disney would take quite different approaches to addressing the same opportunity. You should examine your organization's personality and orientation to consider how your perspective can be expanded in useful ways, perhaps by adding new partners and new competencies.
Positive Thinking Starts the Exponential Progress Engine
To overcome the disbelief stall, you need a positive outlook. You have to believe that wonderful results are just around the corner, if only you keep looking for improvements.
Ask yourself a positive question about any possibility you consider. For example, imagine that you are being asked to use a computer in a totally different and more difficult way for the first time. Instead of fighting this new assignment, ask yourself how the task could help you get home sooner every night. A manager recently had a good experience from opening himself up to this opportunity. An IT expert noticed that the manager didn't know how to do a mail merge, a way to produce custom documents for many people on a list. At first, the manager resented the few minutes of unexpected training. But the attitude soon changed after many monotonous tasks were accomplished 20 times faster.
Iit's even more helpful if you adopt new beliefs that open the doors to possibility. A good example is that many people will never read this book because they think it's far-fetched to find even one 2,000 percent solution. A better belief to hold is that untapped 2,000 percent solutions abound in your most important opportunity areas.
Other helpful attitudes include:
Seeing roadblocks as opportunities in disguise
Feeling that all events occur to help you improve
Believing that large changes can be made quickly to create positive results
Being convinced that new technology can easily remove old limitations
Believing that high goals are more fun to pursue
STALLBUSTERS
Locate Blind Spots
The more often you hear about something, the more likely the new thing is to be relevant to your organization. It helps to seek out the new to speed up the process of appreciating what's going on. To help identify your organization's blind spots, ask yourself the following questions:
What customer complaints are you downplaying?
What things are your competitors doing that you have decided to ignore?
What things are the communities you do business in talking about that you have ignored so far?
What requests for change have you been receiving from employees for at least two years?
What perceptions about your organization and industry are you not addressing?
Evaluate the Implications of the Blind Spots
Ask yourself these questions about your blind spots:
Which blind spots are in areas where your organization's actions can improve or wors
The experts say you need benefit statements in all your marketing on your website, on your brochures and flyers, in your 30-second introduction and in all types of advertising. This is true.There could be so many benefit statements for your business, how do you choose?Marketing is the process of communicating to people about your product or service so they can make a purchase if they perceive they want or need it. If they are not aware of it, don't know how to purchase it or don't perceive it fulfills a want or need, there can be no sale.The key word in that paragraph is per
Positive Thinking Starts the Exponential Progress Engine
To overcome the disbelief stall, you need a positive outlook. You have to believe that wonderful results are just around the corner, if only you keep looking for improvements.
Ask yourself a positive question about any possibility you consider. For example, imagine that you are being asked to use a computer in a totally different and more difficult way for the first time. Instead of fighting this new assignment, ask yourself how the task could help you get home sooner every night. A manager recently had a good experience from opening himself up to this opportunity. An IT expert noticed that the manager didn't know how to do a mail merge, a way to produce custom documents for many people on a list. At first, the manager resented the few minutes of unexpected training. But the attitude soon changed after many monotonous tasks were accomplished 20 times faster.
Iit's even more helpful if you adopt new beliefs that open the doors to possibility. A good example is that many people will never read this book because they think it's far-fetched to find even one 2,000 percent solution. A better belief to hold is that untapped 2,000 percent solutions abound in your most important opportunity areas.
Other helpful attitudes include:
Seeing roadblocks as opportunities in disguise
Feeling that all events occur to help you improve
Believing that large changes can be made quickly to create positive results
Being convinced that new technology can easily remove old limitations
Believing that high goals are more fun to pursue
STALLBUSTERS
Locate Blind Spots
The more often you hear about something, the more likely the new thing is to be relevant to your organization. It helps to seek out the new to speed up the process of appreciating what's going on. To help identify your organization's blind spots, ask yourself the following questions:
What customer complaints are you downplaying?
What things are your competitors doing that you have decided to ignore?
What things are the communities you do business in talking about that you have ignored so far?
What requests for change have you been receiving from employees for at least two years?
What perceptions about your organization and industry are you not addressing?
Evaluate the Implications of the Blind Spots
Ask yourself these questions about your blind spots:
Which blind spots are in areas where your organization's actions can improve or wors
A recent movie starring Richard Dreyfus and Bill Murray tells the story of a man desperately trying to be included as a member of his psychiatrist's family. Whenever the doctor attempted to exclude him, his family would respond by asking, "What about Bob?"In the midst of all the work relating to diversity in the workplace, one group often gets excluded. When affirmative action categories are closely examined, we find that nearly everyone is covered in some way except this group. In discussions of equity, this group is excluded. As we struggle with ways to break through the glass ceil
Iit's even more helpful if you adopt new beliefs that open the doors to possibility. A good example is that many people will never read this book because they think it's far-fetched to find even one 2,000 percent solution. A better belief to hold is that untapped 2,000 percent solutions abound in your most important opportunity areas.
Other helpful attitudes include:
Seeing roadblocks as opportunities in disguise
Feeling that all events occur to help you improve
Believing that large changes can be made quickly to create positive results
Being convinced that new technology can easily remove old limitations
Believing that high goals are more fun to pursue
STALLBUSTERS
Locate Blind Spots
The more often you hear about something, the more likely the new thing is to be relevant to your organization. It helps to seek out the new to speed up the process of appreciating what's going on. To help identify your organization's blind spots, ask yourself the following questions:
What customer complaints are you downplaying?
What things are your competitors doing that you have decided to ignore?
What things are the communities you do business in talking about that you have ignored so far?
What requests for change have you been receiving from employees for at least two years?
What perceptions about your organization and industry are you not addressing?
Evaluate the Implications of the Blind Spots
Ask yourself these questions about your blind spots:
Which blind spots are in areas where your organization's actions can improve or wors
Some years ago while researching and writing a book on the subject of industrial Buyer & Sales relationships, I also wrote a follow up chapter for future endeavors which has rolled around in the back of my mind ever since. The piece was entitled The Value of Value.Alright, I admit it was and could still be, construed as something of a Procurement diatribe but the purpose both then and now is to assist venders recognize and comprehend how Buyers perceive and respond, to the levels of service we receive from distributors and manufacturers when there are problems. (Notice I didnt say, reps
What customer complaints are you downplaying?
What things are your competitors doing that you have decided to ignore?
What things are the communities you do business in talking about that you have ignored so far?
What requests for change have you been receiving from employees for at least two years?
What perceptions about your organization and industry are you not addressing?
Evaluate the Implications of the Blind Spots
Ask yourself these questions about your blind spots:
Which blind spots are in areas where your organization's actions can improve or worsen your situation?
What actions are needed to gain the most benefit or avoid the most harm?
When are actions needed to be most effective?
What evidence will show that immediate action is needed?
Copyright 2007 Donald W. Mitchell, All Rights Reserved
HTTP = HTML link (for blogs, profiles,phorums):
<a href="http://www.addyou.info/article/275/addyou-Challenge-Your-Disbelief-in-New-Possibilities-to-Break-Through-to-Exponential-Improvements.html">Challenge Your Disbelief in New Possibilities to Break Through to Exponential Improvements</a>
BB link (for phorums):
[url=http://www.addyou.info/article/275/addyou-Challenge-Your-Disbelief-in-New-Possibilities-to-Break-Through-to-Exponential-Improvements.html]Challenge Your Disbelief in New Possibilities to Break Through to Exponential Improvements[/url]
Related Articles:
Why You Shouldnt Waste Your Time Selling Low Ticket Items
An Introduction To Workholding Components
Communication Skills - Say What You Mean and Mean What You Say
Bookmark it:
|