• Courtship. Marriage. Divorce.

    Typically I hear from Business Owners that their problems are either ‘process’ or ‘people’ related. But a lot of time it’s their ‘process of attracting people’ that’s the real problem.

    What do I mean? Well, think of this. You want a business full of A-players. The people who get things done. Quickly, efficiently and effectively. These A-players excel and take responsibility for recruiting more staff into your business. But an A-player will only accept other A-players into the business. They won’t recruit B or C-players because their performance wouldn’t be up to scratch. But if your processes are wrong (or non-existent!) you might miss an A-player and recruit a B-player, but that’s OK right? Wrong. The B-player will never recruit an A-player into the business, because they’ll feel threatened. So B-players recruit C-players and the downward cycle continues.

    The cost of getting it wrong when recruiting isn’t just a few months’ wages to the person that didn’t work out. It’s the wages, recruitment fee’s, on-boarding, lost sales opportunities and so on.  So wouldn’t it be better to invest some time into getting the next hire right?

    So what to do? Well we all go on training courses – sales training, management training, tech training, communication training, presentation training etc etc – but we never go on ‘HIRING’ training!

    Traditional recruitment follows an all too familiar path; resignation of key member of staff, panic, quick job advert, interview applicants and take someone on because we can’t be without someone! Well firstly we need to consider attracting the A-players to our business even when we’re not recruiting. And so your management team needs to coach to a common process, giving you tangible results to evaluate current staff performance levels. This also allows you to see if you are happy (or not) with the performance of the team – most likely highlighting some skills-gaps that need addressing. If we see an A-player who we know can complement what we’ve already got and bring these skills – do we really need a vacancy to justify bringing them in?

    Before you hire anyone though you need to be clear about the behaviours you will measure and the tools to measure them. Utilising platforms such as Extended DISC and Devine allows you to take an objective view of a potential employee, not just throw caution to the wind because you liked them at interview!

    Talking about interviews … make sure you have a clear up-front contract with the interviewee about the agenda for the meeting; setting clearly defined objectives and outcomes at the start helps you to both decide if you want to pursue things at the end, and helps to eradicate the time-wasters. Use a mixture of direct, assumptive, situational and competency based questions to evaluate suitability and know exactly what behaviours and attitudes you’re looking for. Remember, no mind-reading and do not accept wishy-washy answers.

    If you were going to spend £100,000 on new capital equipment you’d be pretty sure to do your due diligence. Hiring a new employee is no different, take references! Hire slowly but fire quickly.

    But if it is going to end in divorce don’t forget the Exit Interview. This is the time to learn what went wrong so you can avoid the mistakes next time.

    So ask yourself this: “Are you and your management team following a process to attract A-players, or are you winging it and hoping for the best?”

    Andrew Pickersgill

    Andrew Pickersgill

    Andrew is Managing Director for Sandler Training North East. A business development and sales coach with over 20 year’s practical experience giving advice to ambitious companies and individuals. Primarily Andrew has operated with owner-managed businesses who want to accelerate the growth of their business, or simply improve the results of their sales team. After a career selling everything from technology, financial services, logistics, recruitment and coaching Andrew is perfectly placed to help with your sales needs. Andrew is passionate about changing your attitudes to selling, allowing you to understand that a ‘no’ can be a good thing. He also plays an active role in increasing the employability of 16-24 year olds, attending a reception dinner at the House of Lords as recognition of his on-going work in this area.

    More Posts - Website

    Follow Me:

  • Networking is a prospecting activity.

    At its heart it is all about finding new clients, and growing our business.  Do not get me wrong, this does not meant that we should be pushy and salesy when we network.  Nor should be anticipate or behave as if we anticipate direct selling to the room.

    Let’s first define prospecting in the context of networking.  A prospect is a potential customer, client or purchaser or sales lead which has been qualified as fitting certain criteria.  Prospecting is therefore the search for and qualification of potential customers, clients and purchasers.  Prospecting is the act of finding prospects.

    We talk about cold, cool, warm and hot prospects.  At its simplest this defines both their degree of qualification and also the degree to which you have moved along the continuum from untrusted stranger to trusted adviser.

    The goal of networking is to increase our leads and convert them to prospects and ultimately to sales.  One of the reasons networking is such a preferred form of prospecting is that for the majority of participants it does not feel salesy.  It feels much ‘warmer’.  First we get to know people and build trust, then we share our contacts.  By definition and introduction to a prospect via a networking contact has already begun the journey along the continuum of untrusted stranger to known and trusted adviser.

    The problems people have when using networking as a prospecting vehicle lies in its very attraction, namely that it can be a social activity and not a sales activity.  This can be for a number of reasons but they divide into conceptual and technical.  Technical is that people do not know how to effectively network; conceptual is that they are uncomfortable with selling so avoid it and over play the social side of networking.

    The result is that networking does not deliver the anticipated benefits.  Additionally people can have overly high expectations of results from networking, especially in terms of the timescales and when they do not appear they blame the network or networking organisation rather than look at how realistic the expectations were or what they could be doing to improve results. The challenge – and strength – of networking is that it is the way we network that impacts on its effectiveness and this is pretty much within our control.

    At Sandler we use the idea of passive and active prospecting.  When applied to belonging to a regular networking group here are the results:

    Passive networking looks like this:

    • You attend most of the meetings but if something comes up you are not too worried
    • If you need a “sub” you are happy (potentially even expect) someone to find them for you
    • You do your 60 seconds or 2 minute introduction but do not speak to people at the beginning or the meeting
    • You are polite and if asked to do a to one to one you accept; you are not diligent in timekeeping so are sometimes a bit late for them
    • You do not actively follow up with people
    • If someone helps you, you thank them at the meeting but you do not spend time in advance of each meeting thinking about how you can help people

    Active networking looks something like:

    • Attending every meeting unless totally impossible
    • If you have to send a “sub”, ensuring you find one yourself (perhaps using someone within the network who has used your services or knows you well and can therefore combine your minute with a bit of a personal testimonial).  Even putting together a short list (2-3) of people who you have talked to in advance who would be willing to step in for you at short notice
    • Taking the time to talk to your “sub” before and after the meeting – they are your ambassador, after all
    • Preparing in advance of each meeting (your introduction, your testimonials, your referrals)
    • Researching other attendees and working out things that you can say to each of them which will demonstrate your credibility and position you as someone worth knowing
    • Setting and following a schedule of one to ones (or group one to ones)
    • Working hard on making introductions and nurturing them through to business and tracking this
    • Bringing visitors and starting to get known for someone who is well connected
    • Tracking your time and results from your networking activities

    You cannot control whether or not someone needs your services or product but you can absolutely control whether or not you are someone that people want to do business with.

    Lisette Howlett

    For twenty years Lisette Howlett lived and worked in Europe, Asia and the USA where she held senior positions running global programmes in some of the world’s leading companies. Since leaving corporate life Lisette has been successfully running her own consultancy for 8 years. Typically her sales training clients include entrepreneurs, CEOs, start-ups, Sales Directors, MDs, Senior Partners and business owners – often these are people who don’t consider themselves as traditional sales people but are committed to growing their businesses and thus recognise the need to sell more effectively and more authentically. Visit her Huffington Post Blog Tel: 020 7484 5556

    More Posts - Website

    Follow Me:
    TwitterFacebookLinkedInGoogle Plus

  • Are Your Employees Motivated To Help Achieve Your Business Growth?

    In Daniel Pink’s book, Drive, he concludes that intrinsic motivation rather than rewards based motivation is a stronger factor to influence our employees’ production. This resonates with what David Sandler wrote over 20 year ago that the carrot and stick approach only produces short-term results.

    Pink says that there are three key areas of intrinsic motivation;

    • Autonomy – The urge to direct our own lives
    • Mastery – The desire to get better and better at something that matters
    • Purpose – Doing what we do in the service of something larger than ourselves

    He goes on to say that “the use of rewards and punishments to control our employees’ production is an antiquated way of managing people.  To maximise their enjoyment and productivity for 21st-century work, we need to upgrade our thinking to include autonomy, mastery and purpose. Goals that people set for themselves and that are devoted to attaining mastery are usually healthy, for example, deepening learning, delighting customers and doing one’s best”.

    When we link this to business growth, can this insightful research help leaders discuss and agree goals with employees?

    We know that the company’s vision should be built from the top down and supported from the bottom up. The vision should be cascaded down to departmental goals and objectives and then down to individuals goals and motivations. Activities at every level should move the organisation towards that future goal. For that to happen, everyone’s activities must be in sync with the vision. If they are not, people may be working diligently, but not necessarily in alignment with the company’s goals. Their personal performance may be effective, but not in relation to the corporate goal. They may be highly motivated, but about the wrong priorities.

    Engagement surveys provide organisational leaders with valuable insight about employees’ feelings and attitudes by giving employees the chance to anonymously offer their opinions about their workplace environment. So ask yourself a question, if your annual engagement survey results were down this year, are employees goals linked enough to intrinsic desires?  If not, maybe now is the time to re-evaluate performance management in your organisation.

    Paul Sandford

    Paul Sandford

    Paul has over 30 years experience in business. He has a proven, track record with international technology companies, SAP SuccessFactors, Basware and Open Text, achieving significant growth revenue in competitive marketplaces. His last corporate role was at SAP SuccessFactors where he built a new market for them with Cloud HR Solutions into the risk adverse UK Public Sector growing the business from zero to £4M (over the customer lifespan) within two and half years. He now works with Business Owners, CEO’s, Managing Directors, VP’s of Sales and Senior Partners who are committed to growing their businesses and recognise that they need to be more effective in sales, customer care and performance management. Paul Sandford runs Sandler Training in North Hampshire based in Basingstoke

    More Posts - Website

    Follow Me:

  • The power of the 30 second commercial

    I was chatting to an old client from my last company about how his business was getting on.

    He was happy with it so far but felt that many of his potential prospects didn’t understand his company no matter how much he told them about what they did.

    This reminded me of a quote I read in the Sandler book “You can’t teach a kid to ride a bike in a seminar”.

    The book quoted George Bernard Shaw and said:

    “The single biggest problem in communication is the illusion that it has taken place”.

    So I asked about his thirty second commercial.

    This stopped him dead in his tracks. “I have 2000 product lines; I can’t get that in a thirty second commercial! We need to sit down for 3 hours so that I can tell you about them”.

    Clearly, if he wanted to list all his offerings in that time, thirty seconds was a tough ask.

    Conversely, I wasn’t that hungry to listen to his product list for the time it takes me to drive from Manchester to London.

    But is it effective and does he really needs to spit out a product list in a first call or interaction?

    This is why a readily prepared thirty-second commercial can be so useful in shortening a sales process.

    However, a common misconception of the “Thirty-second commercial” or the “elevator pitch” is that you have to talk about what you have, Features, Advantages, Benefit’s.

    This might feel great for the “elevator pitcher” but often fails to meet the needs of the “elevator pitchee” and rarely can be achieved in thirty seconds. The result can often be confusion and discomfort. This can make both people in the conversation be “not OK”.

    A thirty-second commercial can give enough of an indication to anyone, to understand if there was at least a future conversation to be had on this subject.

    The listener has to understand that by engaging with this company, which pains may be taken away from them, leaving them with a clear vision of how the future could look.

    You don’t have to mention in detail products or services, you just have to help them to understand how they typically will feel after a successful implementation of the product or service.

    Focus on the pains that your product or service can eliminate. Help them imagine how their world can look without those pains. Then you can both see if there is a real business reason for you to spend any more time together.


    Roy Johnson

    Roy Johnson

    For twenty seven years Roy Johnson worked globally where he held leadership positions in market leading industrial automation and communications companies. Having left corporate life in 2014 he started his own sales training and management consultancy. Typically, his clients include entrepreneurs, CEOs, start-ups, Sales Directors, MDs, Senior Partners and business owners. These are often people who went into business to follow their passion with a requirement to build a client base to make it successful. They are either looking to put a sales system with coherence and clarity in place and/or take the business to the next level. Roy helps them to develop a successful sales culture so that they can make tough sales decisions based on real data rather than instinct. Mob +44 (0)7867525868 Tel +44 (0)1782 518040

    More Posts - Website

    Follow Me:

  • Have you accidentally killed your own team?

    chris davies blog picRemember those early days managing your first team? Perhaps supervising one or two people? Maybe winning a hard fought promotion over a department? A small percentage of us will have been provided with formal training, others gently eased into the role supported either by management or the outgoing leader. Sweet!

    For the rest of us mortals, introduction to the task at hand was delivered with the beauty, skill and grace similar to that seen in a Tom & Jerry cartoon when the Frying Pan makes its first entrance….and the hits kept coming!

    It was about ‘month 4’ for me when I thought “Why the hell did I fight to get this job??” A few years later and things tend to settle down for the majority moving from knowing to owning the role.

    In my Leadership workshop this week, the room was filled with experienced 1st line managers from a variety of functions and companies. Interestingly they had in common an element in their team who didn’t seem to take any initiative, reluctant (if at all) to accept accountability, people who seemed to have the term ‘dead cat bounce’ written just for them.

    In discussions, it was clear everything had been thrown at the cause to make change! However on this occasion we had the benefit of the analysis available from the latest iteration of the unique platform we use in Sandler. Using these results we could replay the words used by one manager (I will call him ‘Bob’ (it’s always a ‘Bob’ isn’t it!)) as heard by the employee.

    Behaviors ‘Bob’ used when making decisions sounded great to him, used the same for many years but the analysis showed the following was being perceived:

    “He’s very careful with his decisions. He does not want to plunge into the unknown; he usually makes good, very restrained and traditional decisions. In insecure surroundings, he is not a neither good nor brave decision maker.

    • Helps rather than makes decisions
    • Makes sure of all possible outcomes first
    • Delays as long as possible

    No need to call for ‘Sherlock’, rigor mortis had already set in! Have you heard the term “Analysis Paralysis?” Without analysis, Bob’s management style would continue for years. The report identified way too much focus in his decision-making style on:

    • Providing very detailed instructions
    • Correcting own decisions until they are perfect
    • Providing very detailed instructions on how to follow the existing processes


    • ZERO on Inspiring others to overcome their fears and become excited

    In Bob’s case, here are just three initiatives to help bring out the best in his team:

    • Try to talk about opportunities without talking about threats at the same time
    • Don’t dwell on small problems if the larger goals will be achieved
    • Be careful not to interfere with every detail – otherwise you cannot control the big picture

    Our own leadership styles often create more http://healthlibr.com work and problems within our reports. For example a fearless, gung-ho style can also create the same performance shortfalls but require a very different fix.

    Speak to your Sandler agent about the analysis available. not expensive, very quick to implement and might save years of hammering square pegs into round holes.

    Chris Davies

    Chris Davies

    Chris Davies has spent over 35 years in both sales and leadership environments with companies such as Sony, Toshiba, IBM and others. Observing first-hand the declining effects of traditional, much copied selling methodologies. Typically, Chris works with business leaders, partners and top producers who are ready to work smarter and commit their time, money and energy to attract new clients, sell more products or services and generate more profits with integrity. Tel: 01525 280777 Mobile: 07891 055925

    More Posts - Website

    Follow Me:

  • The Hidden Costs of Untrained Management

    Getting the best out of your people is what all managers are really hired for. What they deliver is too often the opposite.

    I’m not blaming managers since most were good at what they did (e.g. sales) and they were recognised and promoted. Their training involved being given a new desk, perhaps an office, their car was upgraded and they saw a couple of thousand on top of their base salary. Chucked in at the deep end they revert back to what they learned first; they routinely behave like their early managers.

    If they had a manager who rescued, and by that I mean, they helped without boundaries or permission, or they had a boss who allowed and worse encouraged upward delegation, or they had a boss who was “all about the numbers” and tried to manage them, they will try to adopt these behaviours.

    Managers who micromanage, who do the heavy lifting for their people, who tie them up in reporting and tracking metrics over which they have no direct control, hobble their talent and give their non-performers a place to hide. Managers who are not clear about what they expect from the member of staff, throughout the hiring and selection process to the exit interview, sow the seeds of their own failure as a manager.

    Untrained managers will typically hire in their own image, only weaker, so the problems catalysed by untrained managers is compound over time. Eventually what happens? The best people leave because they grow tired of missing out on bonuses because other people didn’t hit target, they grow tired of raising a sinking ship and they go to your competition. Your once allies become your competition and they know all about your weaknesses, your prize accounts, where they are vulnerable to predation. Meanwhile you are left with the middle layer of mush and the deadwood.

    You fall further behind and your conditioned response is probably to work harder and look for ways to “motivate” your team. Your efforts at bribery fail because you don’t understand that money is often number 5 or 6 in order of priority when people are seeking a new job and since you never knew you actually had to find out what makes each individual tick, you never asked. When that doesn’t work, you take to beating them with a stick as you see the p45/pink slip looking in your near future. Perhaps you start to take a closer interest in what each person is doing. You start micromanaging forgetting that by doing so you tell them you don’t trust them to do their job. You start muscling in on accounts when you see little or no progress. You play the role of knight in shining armour and without realising, you have created a culture of learned helplessness.

    I lay the responsibility for these circumstances squarely at the feet of the big cheese right at the top of the organisation. Lack of clarity at the top creates confusion, politics, departmental conflict, turf wars, silo and NIH (not invented here) thinking. If your people are spending more time competing internally than they are ripping business out of the competition and you are the boss, then look in the mirror. Take a long, hard look.

    Is it possible that YOU ARE THE PROBLEM?

    Owners who build successful small businesses frequently don’t yet have the skills to grow a bigger business. Of course they can be learned but because they have always been at the heart of things, and are always so busy, they don’t step back and invest enough time in thinking, planning or improving their own skills as a manager, leader or strategist. Small businesses stay small because their owners keep them that way!

    Few managers realise strengths are development areas; weaknesses are not. Working on a weakness (something you dread doing, take forever to do, do badly, time drags, you make many mistakes and when it’s over you look forward only to never having to do that again) is not a wise use of time or your resource.. Smart managers find people whose strengths make their own and their team’s weakness irrelevant. They structure roles around individual’s strengths. They hire to fill those gaps. They are always looking out for a better hire than their last one. And they are constantly interviewing and banking good people so when they need them they can cut months off their recruitment cycle. They have a planned, 90-120 day on boarding process to make sure they set up new hires to succeed and they implement regular, simple, consistent reporting and expectations.

    They introduce them to people they need to know and work with and make it clear that they are to be afforded the help they need. They set clear expectations from the moment the 1st phone interview is conducted. Once hired, they track a small number of leading indicators and manage behaviour. They help, encourage and give clear direction but the how of it, they leave to the individual. If individuals need more support they organise interim review meetings to make sure progress is happening and they aren’t throwing their hands up at the last minute complaining that the person has failed.

    How do you know you need help?

    If you died under a bus, would your business die with you?

    If you lost your biggest client would that hurt badly?

    If you weren’t there, would your biggest client leave your company?

    Do you sometimes hire senior, experienced people who fail within 12 months for salespeople, 18 months for managers and 24 months for Executive hires?

    Do you ever hang on to people who don’t perform because recruitment is a chore?

    Do you tolerate non-performance because you don’t want to upset anyone or don’t like conflict?

    Have you ever felt it was easier to do the work yourself rather than rely on someone you are paying to do it?

    Do you get frustrated trying to manage?

    Do you manage the numbers?

    Do you ever learn there’s a problem but it’s too late to do anything about?

    Does management involve telling people what to do, checking their work or doing their work?

    Is sales forecasting about as accurate as using the entrails of a goose?

    Do your sales fluctuate between feast and famine?

    Do you lose good people when you eventually manage to hire them?

    When you lost one top performer, did others leave soon after?

    Do you work stupid, unsociable hours and feel tired all the time?

    Do your children scream “Mummy who is that strange man?” when you walk through your front door?

    If you answered yes to any of these you have a serious and costly problem. If you said yes to many, you are probably sitting on a goldmine. If you answered yes to the last question, get your priorities straight!

    Call a Sandler Trainer if you want to make all the problems discussed in this blog disappear forever. Before you pick up the phone know that it is not easy, comfortable or cheap. You will be asked many uncomfortable questions and we don’t take everyone as a client. We are very selective because this takes a lot of hard work and there’s no point starting to learn unless you are fully committed to consigning the problems you’ve created to history and seeing this through to the end.

  • You Have to Learn to Fail to Win

    Last month, Forbes featured a great article, “10 Essential Selling Principles Most Salespeople Get Wrong,” after an interview with our global CEO David Mattson (to see the original article please click here )

    Dave-Mattson-Sandler-199x300However, I feel he left out the most important one that sales buy ambien from europe people struggle with time and time again –

    It is not the successes we experience that make us strong, it is the failure.

    Failure is part of the human condition.  Most great entrepreneurs and business leaders have failed at something, and most likely many things.  However, for the majority of sales people, when they are faced with something buy antibiotics in greece that knocks them over they go one of two ways.  Either they externalise and blame everything and everyone except them, “the potential client wasn’t ready for this solution, “ or “its not my fault, no one is buying in this economy.” Or they fall into negative self talk and blame them selves, “ I always do this, I am no good.”

    Recognising failure as valuable is important.  You can either learn something from this experience and move on or not.  Successful sales people learn and move on. (Sandler Rule No. 1)

    Without this understanding sales people can waste a lot of time focusing on why something went well instead of, “what can I learn from something that went wrong?”


    Anneli Thomson

    Anneli Thomson

    Anneli is an expert in sales culture and talent management. She is a keen champagne drinker and triathlon enthusiast. The UK Franchisee of the Year 2014.

    More Posts

    Follow Me:

  • “If you just set out to be liked, you would be prepared to compromise on anything at any time, and you would achieve nothing”

    Margret Thatcher 1925 – 2013

    Yesterday saw the passing of Britain’s longest serving Prime Minister.  Now, the House of Commons have been recalled to discuss her legacy.  Thatcher made great change in many areas of life – her fight against the trade unions and the buy cytotec in ghana promotion of the financial services sector to name a couple, but when it comes to leadership, what was her legacy here?

    She has been described as a leader who polarized people.  A leader of conviction.  She led from the front and embraced a debate.  She was strong-willed and could be sharp-tongued, but was always following her core values.

    On the other side, she was fiercely independent and single-minded, even when her views went against those of her advisors.  Can a leader really be effective when people are scared of you, or just plain don’t like you?

    I would argue that if your staff and those around you don’t like you – how can you inspire them to do their best?

    We need to take the very best of Margaret Thatcher’s behaviour – her strength of character, a will of steel and a dogged determination to continue at whatever the cost – we must temper it to be effective.  We need to soften the edges.  Allow people an alternative opinion, let them make their own mistakes, while always inspiring action and growth.

    To me Margaret Thatcher is best described as an aggressive lady with a big heart. Lead from the front with belief, coupled with forgiveness and compassion as your tool kit and her leadership legacy is yours.

    Anneli Thomson

    Anneli Thomson

    Anneli is an expert in sales culture and talent management. She is a keen champagne drinker and triathlon enthusiast. The UK Franchisee of the Year 2014.

    More Posts

    Follow Me:

  • Women in Leadership


    International Woman’s Day.  Welcome.  What is it I hear you ask?

    International Women’s Day (IWD) has been observed since early 1900s.  It started in 1908 when 15,000 women marched through New York City demanding shorted hours, better pay and voting rights.  In 1913 Russian women observed their 1st IWD.  Nowadays IWD is celebrated with thousands of events held throughout the world with the buy zovirax ointment canada aim to inspire women and celebrate their achievements.

    Here at Sandler we wanted to join in the fun with something that would make a difference.  Today we launch our Women in Leadership programme.  This fab new programe is designed to grow, help and develop two groups of people:

    1. Those entrepreneurial women who are already facing a leadership role daily but often worry that they are only http://buyneurontin.org just coping – they have lots of plates spinning and worry they might all crash down at some point
    2. Women next in line to leadership.. Whether its an executive not yet made director or an associate or key worker in line for partner, we all need to develop our leadership core because if we don’t, no one else will take the time to develop us and help make us the best we can be.

    Start today.  Embrace your inner leader – and if you need a hand to stop her running away again, give us a call.

    So make a difference today.  Make everyday  International Women’s Day .  Do your bit to ensure that the future for girls is bright, equal, safe and rewarding.

    For more info on IWD see www.internationwomensday.com


    Anneli Thomson

    Anneli Thomson

    Anneli is an expert in sales culture and talent management. She is a keen champagne drinker and triathlon enthusiast. The UK Franchisee of the Year 2014.

    More Posts

    Follow Me:

  • Happy?

    Yesterday I heard an interesting interview on Radio 4 about a study that had been conducted for many years on happiness.  The outcome was that happiness was not down to what you were born with or the possessions you hold, but could be found in “emotional intelligence. “

    As business leaders, owners and professionals, we spend hours and invest thousands of pounds developing our skills set but are we missing the point?  If we ignore developing ourselves, our self -concept and our personal development will all this professional development be for nothing?

    I have come to the conclusion over my years of working with those in the business community, that developing purely our business life can bring results.  But by ignoring the development of our inner selves, our self – concept, we are making it so much harder to keep the results in the long term.  To use a medical analogy, its as if we are realizing our arm is hurting but have decided only to stick a plaster on it and hope it will cure it rather than looking as to why we think it hurts in the first place.

    So how are you working on your happiness?

    To listen to the full interview click  here http://news.bbc.co.uk/today/hi/today/newsid_9769000/9769443.stm

    Anneli Thomson

    Anneli Thomson

    Anneli is an expert in sales culture and talent management. She is a keen champagne drinker and triathlon enthusiast. The UK Franchisee of the Year 2014.

    More Posts

    Follow Me: