Attitude • An attitude is a point of view, either negative or positive, about an idea, situation, or person. • We develop favorable attitudes about those ideas, situations, or people that are associated with positive rewards and benefits and unfavorable attitudes toward those that are associated with penalties or dislikes.
Attitude • An attitude has three components: • How you think • How you act • How you feel • You can change an attitude by changing any one of the three – but changing how you feel is hardest. • Acting and thinking positively helps you begin to change the feelings part of your attitude.
Attitude • Think positively: “If you can dream it, you can do it.” • Actions and performance precede attitude. • If we’re good at something, we like it. • Performance is about 50% attitude, 50% ability.
Attitudes • Honest • Positive/optimistic • “In the middle of difficulty is opportunity.” • Committed • Bacon and eggs: “The chicken is involved, the pig is committed.” • Confident • Practice, practice, practice (`0,000 hours to be an expert)
Courageous • Competitive • Strong desire to win • “Restless self-renewal” • Kaizen (always getting a little better every day) • Coachable • Open, non-defensive • Self-motivated • Intrinsic motivation – love doing the task itself.
Assertive • Flexible • Cooperative • Nurturing
Attitude • Can I change my attitude? • YES! • Positive framing • Visualization and mental rehearsal • Do the right thing
Attitude • High achievers: • Set goals and objectives • Enjoy solving problems • Take calculated risks (courage) • Like immediate feedback • Take personal responsibility for achieving goals and objectives (results)
Objectives • Criteria for MADCUDobjectives: • Measurable • Attainable (accepted) • Demanding • Consistent with organization goals • Under the control of the individual • Deadlined • MADCUD objectives must be flexible
Goals/Objectives Peak Motivation Motivation Goal/Objective Difficulty Very Hard Very Easy
Goals/Objectives • The purpose of goals (long term) and objectives (short term) is to make people feel like winners. • Should be bottom-up, not top-down. • Budgets and quotas are not motivational for some people, so find links between other goals and revenue targets. • Motivation for some: Relationships • “Help me on this.” • Motivation for some: Valued team member • “Don’t let the team down.”
Emotional Intelligence Is The Key To Success • “’Emotional Intelligence’ refers to the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships.” * • Self-awareness • Self management • Social awareness • Relationship management * Working With Emotional Intelligence, Daniel Goleman, Bantam Books, 1998
The Emotional Competence Framework • Personal Competence: These competencies determine how we manage ourselves. * • SELF-AWARENESS • Emotional self-awareness: Reading one’s own emotions and recognizing their impact; using “gut sense” to guide decisions • Accurate self-assessment: Knowing one’s strengths and limits • Self-confidence: A sound sense of one’s self-worth and capabilities P * Primal Leadership, Daniel Goleman, Harvard Business School Press, 2002
The Emotional Competence Framework • Personal Competence: * • SELF-MANAGEMENT • Emotional self-control: Keeping disruptive emotions and impulses under control • Transparency: Displaying honest and integrity; trustworthiness • Adaptability: Flexibility in adapting to changing situations or overcoming obstacles • Achievement: The drive to improve performance to meet inner standards of excellence *Primal Leadership, Harvard Business School Press, 2002
SELF-MANAGEMENT • Initiative: Readiness to act and seize opportunities • Optimism: Seeing the upside in events
The Emotional Competence Framework • Social Competence: These capabilities determine how we manage relationships: * • SOCIAL AWARENESS • Empathy: Sensing others’ emotions, understanding their perspective, and taking an active interest in their concerns • Organizational awareness: Reading the currents, decision networks, and politics at the organizational level • Service: Recognizing and meeting…client or customer needs * Primal Leadership, Harvard Business School Press, 2002
The Emotional Competence Framework • Social Competence:* • RELATIONSHIP MANAGEMENT • Inspirational leadership: Guiding and motivating with a compelling vision (for media salespeople this would translate into creating value with an inspiring vision for your medium and your media outlet) • Influence: Wielding a range of tactics of persuasion • Developing others: Bolstering others’ ability through feedback and guidance * Primal Leadership, Harvard Business School Press, 2002
RELATIONSHIP MANAGEMENT • Change catalyst: Initiating, managing, and leading in a new direction * • Conflict management: Resolving disagreements • Teamwork and collaboration: Cooperation and team building * Primal Leadership, Harvard Business School Press, 2002
Focus • Understanding your and your prospects’ primary focus is essential in framing your offers. • Two focuses: • Promotion • Prevention • PROMOTION-focused people play to win, respond best to optimism and praise, are more likely to take chances and seize opportunities, and excel at creativity and innovation. Non-gains are bad.
PREVENTION-focused people don’t play to win—they play not to lose. Their goals are to meet their responsibilities and to stay safe –they think about what bad might happen if they don’t work hard enough. • Everyone is concerned with both promotion and prevention, but most people have a dominant focus. • Focus is situation specific – lottery tickets and flu shots.