Trying to shorten the sales cycle, I asked naively, “Why does the customer want to buy? What are they trying to accomplish?” Rick couldn’t tell me. I asked if he thought the salespeople knew. He said no. I gave him an assignment: he had to find out “Why,” “Why now,” and “What’s it worth.” Otherwise no demo.

In other words, no compelling reason to buy…No demo.

So Rick took a risk, and is rapidly moving to a fully-paid trial implementation.

Sure, long-term objectives and plans still matter, but I’ve been getting more and more inquiries focused on “what to do now.” Entrepreneurs and executives alike are demanding help on how to improve revenues and profits right away.

How do you make the quickest difference? Focus the bulk of your energy on revenue generation. In other words, sales! And don’t do it the same old way either, because — as you may have noticed — it isn’t working that well.

Here are five ways for your sales force to bring in more business in short order. There are no magic bullets, but just last week I taught one of these techniques to a client (#2) and he used it to close a deal the following day! Use one or use them all. Each technique will have its own effect, and each will multiply the power of the others.

1. Sell return on investment, and sell it to the CFO.

Sales people are complaining that while the pipeline may be full, the deals are taking too long to close. Perhaps that’s why the pipe is so full! What are the reasons for this? Companies have money, and in many cases they have needs. But many people are so scared THEIR customers aren’t going to buy THEIR wares, they are loath to spend any money themselves. The result? They are only willing to spend money when they absolutely see near-term financial payback, and the CFO is killing many deals.

The solution? Sell the return on investment. Sell the payback. And sell it to the CFO. Arm your salespeople with two things: A series of case studies that document the returns from using your product, and a well-defined ROI process worksheet. Work with the CFO to build the ROI case so that he or she owns it. This is the only way they come to believe it. Make it their idea and instead of killing your deal, they will help you close it.

2. Forget USP. Determine your Usage Cases

Instead of focusing on why your product is the latest and greatest, clarify the ways in which potential customers will use your product to solve specific problems and produce tangible results. Then, instead of touting the “benefits” of your product–which often fall on deaf ears, anyway–engage your prospects in conversations about what costly and quantifiable problems they now have, and how they might use your product or service to alleviate those.

And, as sales guru Mike Bosworth says, don’t tell them your offering IS the solution. You’re a sales “guy” and they won’t believe you. Instead, ask them if your possible solution might help them. If they believe it does, they have accepted your solution as truth. Then get them to tell you, in real dollar terms, what fixing that problem is worth.

3. Increase Sales Training. Use the 10% solution.

But don’t expect any one salesperson–even your superstars–to be 100% at every part of your sales process. They almost never are. But there is a way you can raise the level of every person in your sales organizationimmediately.

Use this process adopted from W. Edwards Demming’s principle of optimization. Break your sales process into as many discrete–but meaningful–steps as you can.. Cold calling. Letter writing. Setting appointments. Identifying pain. Writing proposals. Presenting. And so on. Find out who in your organization excels at each step, and have those reps explain their methods and mindset to the rest of your sales force. Do all the steps at once in a marathon session, or one step at a time. Either way, the results will be amazing.

4. Use the 80/20 Rule. And get rid of the bottom 20.

There’s no room in today’s world for mediocre producers. Hold each member of your team accountable for reaching two kinds of performance benchmarks: results measurements, which include not only revenue, but perhaps new accounts and repeat business, and action measurements, which might include prospecting calls, appointments, and new contacts.

Not every sales person will be a superstar, but every one should pay their own way–and then some. Salespeople who aren’t producing not only cost you money, they drag down the performance of your whole organization. You may not pay them very much, but why pay them anything? I suggest you do both yourself and them a favor, and let them go. Don’t worry about having an empty desk: that warm chair was an expense your company doesn’t need.

If you feel it isn’t fair to “dump” them, or if your sales cycle is too long to measure short-term revenue results, give the problem reps a 30-day plan to increase their level of activity in specific ways. That’s long enough to see an improvement if there’s going to be one.

5. Track your results and work harder

Most entrepreneurial sales organizations fail to analyze their efforts. They have no idea how much effort–or money–it takes to create a new customer. The only indication they have of whether salespeople are “doing enough” is based on the revenue numbers. The answer? Track both activity and results, and use the statistics your garner to quickly raise performance. Break your sales process into a series of meaningful steps, counting each time a rep completes one. Calculate averages and set a benchmark. And while you’re at it, analyze the percentage of deals that close whenever you complete that step. That knowledge can dramatically improve your sales forecasts.

Once you establish benchmarks–this one’s a no-brainer–RAISE THE BAR. Yes, that’s right, because the fact is, revenue isn’t coming in fast enough. Do everything discussed above to improve your sales effectiveness–then do more of it. Just working smarter isn’t going to cut it. You’re going to have to work harder as well. And anyone who doesn’t want to? See number 4 above.

I’ve developed a unique Sales Audit Process based on the work of W. Edwards Demming. This program is guaranteed to produce an immediate 10-25% improvement in your company’s sales, or more. If you’d like to find out more about how you can increase sales right away, call me at 858-951-3055, or visit http://www.paullemberg.com/contact.html and send an email with details about your company’s sales situation.

5 Ways To Beef Up Sales…Immediately is a post from: Business And Careers Directory for Business Information Iisc2010.org

Analyze this
Analyzing issues or campaigns is the first big step in truly understanding any communications success or failure. With busy schedules and/or tight client budgets, more often than not, media analysis isn’t always carried out. A big investment is being made on gathering the media content, but not on measuring and analyzing the trends, successes, and areas for improvement. Stories are often filed away immediately or distributed to a limited group, never to be looked at again or analyzed at all.

If you’re already conducting ongoing media analysis half the battle is won. But if not, you can bet your client or director will demand it soon. New analysis technologies combined with increased expectations to determine communications ROI (Return on Investment) are making analysis a must, not a should.

Once you’ve determined the need or importance of analysis, what’s next? This is where the confusion can set in. As can be expected, everyone has their own definition of how media content should be analyzed based on their own experiences. And usually the issue of PR standards and formulas ariseand that is when things often can come to a stand-still.

But before you get into how you are going to analyze, you must first determine what you’re interested in analyzing. Here are a few considerations:

Track success in key publications and mediums based on demographic suitability
Evaluate key message penetration in media stories
Track quality – not just quantity – of coverage
Determine success vs. competitors
Success of spokesperson pick-up
Determine campaign ROI
Measure advertising equivalency (if you must!)
Monitor regional penetration comparisons
Tabulate media impressions/audience numbers
Compare key issues and/or product penetration
Resulting editorial or other media commentary/letters to the editor

There are endless ways of analyzing and cross-referencing the information. But you should note that you can accomplish all of the above considerations without getting into confusing PR multipliers or complex formulas. The key is to determine what you’re interested in evaluating and create benchmarks for future comparisons. And if you still want to add in PR multipliers you can, as long as you consistently keep to the same formula. So whether you’re multiplying by a factor of 3, 5, or 10, the coverage is always being evaluated in a consistent fashion and can therefore be viewed as an unbiased and accurate portrayal.

Go Electronic, Go Real-Time
Reviewing the success of a new product launch, the impact of a crisis on your organization, or a monthly comparison after-the-fact can provide valuable insight for future planning. But imagine the change you could make if you have real-time data available to you at your fingertips in an instant. Using real-time data you could monitor:

What regions are having the most success and which need attention
Misinformation being published so you can correct it
Which publications need another follow-up call
Which issues are getting the most attention
The quality and tone of the coverage
The impact on your organization
What tactics are working and which aren’t
How you can piggy-back on recent media trends or competitors’ tactics or success

The benefits of real-time analysis are endless and important. Knowing that you can have a timely affect on the final outcome of a new product launch is empowering and helps speak to the real power of PR.

A combination of real-time analysis and benchmarking will provide you with the tools to improve the results of a campaign mid-stream and properly analyze its success using a predetermined set of objectives and consistent criteria. So make 2005 the year you start benchmarking your analysis-an opportunity to learn more about the impact your communications strategies are having will pay dividends for years to come.

Communications Analysis: Real-Time is a post from: Business And Careers Directory for Business Information Iisc2010.org

1. Keep a box of business cards in your car. That way, you can always keep a stack of cards in your wallet or business card holder.

• The next time you go out to eat, leave a card on the table when you leave.
• Drop a business card in each bill you mail out.,/li>
• When you’re at the book store, slip your card into some of the books related to your industry. Be sure to put them near the middle of the book so they don’t fall out when someone is casually flipping through.
• Place a card rack full of your business cards on the counter of your dry cleaner. Most of them are more than happy to help out a good customer.
• Give each friend a stack of your business cards to hand out.

2. Make a goal of meeting at least one new person each day. If you overhear someone mention your industry or a hobby of yours, make a point to introduce yourself. Start a conversation while you’re waiting in line at the bank or the Office Depot. You may never see or even talk to these people again, but chances are good that you will.

3. Never eat alone. You have to eat and so does everyone else, so why not use that time to catch up with friends and associates? There are a few benefits for both of you here.

• You can keep in touch with people without taking a lot of time out of your work day.
• By interacting with people that you enjoy being in the company of, your stress levels will go down.
• Your name stays at the front of their minds – great for referrals!

4. Network in one non-work related organization. It can be anything – a baseball team, a church or charity, a community group – pretty much anything. The idea is to have the ability to network without the usual competition that you would face in a Chamber of Commerce or other business related organization. If you don’t currently participate in something that’s not related to work you should seriously consider it. It will help you create a balance between your work and your personal life while opening up a channel for new business.

Can you increase business without putting more time in? is a post from: Business And Careers Directory for Business Information Iisc2010.org

1. Get More For Your Advertising Bucks
When the economy makes a turn for the worse, it just makes sense that your advertising will give less of a return than during and economic boon. Sure there’s a lot less money being spent, but you don’t have to have to watch your profit margin plummet!

Think about it… advertisers are feeling the recession just as much as you are, and are more desperate for clients. It’s the perfect atmosphere to negotiate your way to lower costs – even if you are already getting a good price. Every advertising penny you can save, is that much more profit you’ll earn on the products.

Have you thought about getting free publicity? Local newspapers are always looking for something of local interest. Make the news! Publicity is free, but a wonderful way to get your business in front of potential clients.

Do your advertisements really need to be as big as they are? We tend to think the big is better, but the facts are that short ads with 11 words or less often generate higher response than large ads. Give it a try, and trim some costs right off your advertising bill.

2. Take Advantage Of Big Ticket Sales
Not all of your customers suffer during recession. Remember that there are always people who are thriving financially, so don’t be afraid to make big ticket sales offers. Additionally, when money is tight, people who place a lot of stock in your product will value it even more.

Think about ways to create products similar to yours, but with much higher prices. Internet marketers often create members only sites and sell their products at much higher prices. Hey, they’ll obviously make fewer sales, but the people who really value the product will buy. Each sale will net an immensely higher profit. Think about it like this… even though the sales are fewer, the actual profit may be even greater than when it was sold at a lower price.

3. Maximize The Customers You Have
Your customers already know that you have great products and provide satisfactory service. They trust you to come through for them. Think about it… it’s much easier to make sales to someone you already have a relationship with.

Use every opportunity to increase your sales volume within the customer audience you already have. Do you have a product that goes with the one they are purchasing? Offer it to them at the register. It’s a proven and effective method for increasing sales. You may be shocked at the additional sales you can generate from those who are already buying from you.

3 Foolproof Ways To Soar Through A Recession is a post from: Business And Careers Directory for Business Information Iisc2010.org

1. Didnt take time out for me. I admit it, I have the typical entrepreneur bug. I spent way too much time working on my business and not nearly enough time on me. In 2006, I plan to take more breaks and schedule in some me-time.

2. Wasnt as consistent with my own marketing. Much like not taking time out for me, I also struggled with not taking as much time as I should have for marketing my own business. (Remember the old adage of the shoemakers children running around barefoot? Marketing my clients businesses always came before my own.) Now, my business has grown rapidly, so although Im not exactly complaining, I do wonder where Id be if I had been more consistent about my own marketing.

3. Got distracted. One of my biggest problems is what my coach, Melanie Benson Strick, Success Connections, calls bright shiny object syndrome. Thats where you find yourself chasing all sorts of bright shiny objects (also known as new opportunities or new ideas) rather than focusing on your core business systems. What happens is you end up with a lot of half-finished or barely-started ideas and very few actually completed.

I unfortunately have this syndrome bad. Although Im much better than I used to be, I still allowed myself to get distracted by a few half-baked plans in 2005.

Which leads me to #4

4. Didnt attain a couple of my business goals. Because I allowed myself to get distracted, I didnt meet a couple of business goals in 2005. Needless to say, this mistake is at the top of my list of issues to address in 2006. Now that I know how to eliminate the vast majority of distractions, Im looking forward to getting even more tasks accomplished in 2006.

5. Waited too long to do the things I did right. Okay, I know this is the wrong thing to focus on, but I just have to say it and then I can move on. 2005 was such a banner year for me and a large reason for that was because of the 5 Things I Did Right (you can read that article on my blog, http://www.writingusa.com/blog). But unfortunately, I also cant help wondering where I would be if I hadnt waited so long to start doing those things.

Okay, I said it, and now I can move on. But please, if nothing else, dont make THIS same mistake read my article on the 5 Things I Did Right and see if there are a few things you can implement in your business. That may be the ticket to turning 2006 into your best year ever.

5 Mistakes I made in 2005 is a post from: Business And Careers Directory for Business Information Iisc2010.org

Much to my surprise I walked away with 5 lessons that I could use to take my home based business to the next level. Within moments of world renowned jazz violinist Karen Briggs (formerly with Yani) taking the stage the quote from Tony Buzan rang my head.

“Whatever your discipline, become a student of excellence in all things. Take every opportunity to observe people who manifest the qualities of mastery.”

Here are lessons I walked away with that you can use to
successfully create a business you can work from home.

1. Change an idea or business by 10% and you can be a leader in what you do. Ms. Briggs is not the only violinist but she is one the first to become known as a “Jazz Violinist.” She took traditional classical music and put a jazz twist on it and made it her own. She created a fortune by doing so. You can do the same thing. Find a work at home business you love, add your unique slant and become an expert.

2. Give your customers more than you can expect and you will create raving fans. We were told the concert would go 90 minutes. However, when Ms. Briggs surprised us with an additional 45 minute jam session it blew everyone away. When you under promise and over deliver you will create screaming fans that will tell others about your business. The ultimate form of flattery is a referral. (By the way, I highly recommend you see
her).

3. When you are operating in your unique gift it will appear effortless to others. Ms. Briggs was one with her instrument. As a former violinist myself, I know first hand that it is not an easy instrument to master if you don’t have the aptitude or attitude. However, when the talent or gift is innate your presentation appears organic and effortless to others.

Most people spend their life looking for the “magic bullet” to create wealth. And the truth is if you were to look at the gifts and talents you have, your million dollar idea is innately a part of you. If you are not sure what it is think about what are the things you do that appear easy for you and difficult for others. Your unique talent harnessed with discipline and commitment will be unstoppable. Unleash your talents and discover how to turn it into a profitable work at home opportunity.

4. When you are a master at your craft people will pay for it and you can name your price. Being an expert in business is much like a top paid artist. When you have specialized knowledge or a skill people are willing to pay a higher price to have access to it.

5. Surround yourself with talented and supportive people and you all can go to a higher level of success. Ms. Briggs had a band around her and with their support her talents were showcased even more. No one creates success by themselves. Make sure you have people around you who support you in your business. Consider a Mastermind Group.

If you are starting or currently building a home based business
take one or all of these lessons, implement them in your business and watch it grow. I am always amazed how lessons about
being successful are always around us if our mind is open and
our ears in tune. These lessons if implemented will sound like
music to your ears.

5 Lessons I Learned About Building a Home Based Business While Watching a Master Violinist is a post from: Business And Careers Directory for Business Information Iisc2010.org

Narcissists are driven by the need to uphold and maintain a false self – a concocted, grandiose, and demanding psychological construct typical of the narcissistic personality disorder. The false self is projected to the world in order to garner “narcissistic supply” – adulation, admiration, or even notoriety and infamy. Any kind of attention is usually deemed by narcissists to be preferable to obscurity.

The false self is suffused with fantasies of perfection, grandeur, brilliance, infallibility, immunity, significance, omnipotence, omnipresence, and omniscience. To be a narcissist is to be convinced of a great, inevitable personal destiny. The narcissist is preoccupied with ideal love, the construction of brilliant, revolutionary scientific theories, the composition or authoring or painting of the greatest work of art, the founding of a new school of thought, the attainment of fabulous wealth, the reshaping of a nation or a conglomerate, and so on. The narcissist never sets realistic goals to himself. He is forever preoccupied with fantasies of uniqueness, record breaking, or breathtaking achievements. His verbosity reflects this propensity.

Reality is, naturally, quite different and this gives rise to a “grandiosity gap”. The demands of the false self are never satisfied by the narcissist’s accomplishments, standing, wealth, clout, sexual prowess, or knowledge. The narcissist’s grandiosity and sense of entitlement are equally incommensurate with his achievements.

To bridge the grandiosity gap, the malignant (pathological) narcissist resorts to shortcuts. These very often lead to fraud.

The narcissist cares only about appearances. What matters to him are the facade of wealth and its attendant social status and narcissistic supply. Witness the travestied extravagance of Tyco’s Denis Kozlowski. Media attention only exacerbates the narcissist’s addiction and makes it incumbent on him to go to ever-wilder extremes to secure uninterrupted supply from this source.

The narcissist lacks empathy – the ability to put himself in other people’s shoes. He does not recognize boundaries – personal, corporate, or legal. Everything and everyone are to him mere instruments, extensions, objects unconditionally and uncomplainingly available in his pursuit of narcissistic gratification.

This makes the narcissist perniciously exploitative. He uses, abuses, devalues, and discards even his nearest and dearest in the most chilling manner. The narcissist is utility- driven, obsessed with his overwhelming need to reduce his anxiety and regulate his labile sense of self-worth by securing a constant supply of his drug – attention. American executives acted without compunction when they raided their employees’ pension funds – as did Robert Maxwell a generation earlier in Britain.

The narcissist is convinced of his superiority – cerebral or physical. To his mind, he is a Gulliver hamstrung by a horde of narrow-minded and envious Lilliputians. The dotcom “new economy” was infested with “visionaries” with a contemptuous attitude towards the mundane: profits, business cycles, conservative economists, doubtful journalists, and cautious analysts.

Yet, deep inside, the narcissist is painfully aware of his addiction to others – their attention, admiration, applause, and affirmation. He despises himself for being thus dependent. He hates people the same way a drug addict hates his pusher. He wishes to “put them in their place”, humiliate them, demonstrate to them how inadequate and imperfect they are in comparison to his regal self and how little he craves or needs them.

The narcissist regards himself as one would an expensive present, a gift to his company, to his family, to his neighbours, to his colleagues, to his country. This firm conviction of his inflated importance makes him feel entitled to special treatment, special favors, special outcomes, concessions, subservience, immediate gratification, obsequiousness, and lenience. It also makes him feel immune to mortal laws and somehow divinely protected and insulated from the inevitable consequences of his deeds and misdeeds.

The self-destructive narcissist plays the role of the “bad guy” (or “bad girl”). But even this is within the traditional social roles cartoonishly exaggerated by the narcissist to attract attention. Men are likely to emphasise intellect, power, aggression, money, or social status. Narcissistic women are likely to emphasise body, looks, charm, sexuality, feminine “traits”, homemaking, children and childrearing.

Punishing the wayward narcissist is a veritable catch-22.

A jail term is useless as a deterrent if it only serves to focus attention on the narcissist. Being infamous is second best to being famous – and far preferable to being ignored. The only way to effectively punish a narcissist is to withhold narcissistic supply from him and thus to prevent him from becoming a notorious celebrity.

Given a sufficient amount of media exposure, book contracts, talk shows, lectures, and public attention – the narcissist may even consider the whole grisly affair to be emotionally rewarding. To the narcissist, freedom, wealth, social status, family, vocation – are all means to an end. And the end is attention. If he can secure attention by being the big bad wolf – the narcissist unhesitatingly transforms himself into one. Lord Archer, for instance, seems to be positively basking in the media circus provoked by his prison diaries.

The narcissist does not victimise, plunder, terrorise and abuse others in a cold, calculating manner. He does so offhandedly, as a manifestation of his genuine character. To be truly “guilty” one needs to intend, to deliberate, to contemplate one’s choices and then to choose one’s acts. The narcissist does none of these.

Thus, punishment breeds in him surprise, hurt and seething anger. The narcissist is stunned by society’s insistence that he should be held accountable for his deeds and penalized accordingly. He feels wronged, baffled, injured, the victim of bias, discrimination and injustice. He rebels and rages.

Depending upon the pervasiveness of his magical thinking, the narcissist may feel besieged by overwhelming powers, forces cosmic and intrinsically ominous. He may develop compulsive rites to fend off this “bad”, unwarranted, persecutory influences.

The narcissist, very much the infantile outcome of stunted personal development, engages in magical thinking. He feels omnipotent, that there is nothing he couldn’t do or achieve if only he sets his mind to it. He feels omniscient – he rarely admits to ignorance and regards his intuitions and intellect as founts of objective data.

Thus, narcissists are haughtily convinced that introspection is a more important and more efficient (not to mention easier to accomplish) method of obtaining knowledge than the systematic study of outside sources of information in accordance with strict and tedious curricula. Narcissists are “inspired” and they despise hamstrung technocrats.

To some extent, they feel omnipresent because they are either famous or about to become famous or because their product is selling or is being manufactured globally. Deeply immersed in their delusions of grandeur, they firmly believe that their acts have – or will have – a great influence not only on their firm, but on their country, or even on Mankind. Having mastered the manipulation of their human environment – they are convinced that they will always “get away with it”. They develop hubris and a false sense of immunity.

Narcissistic immunity is the (erroneous) feeling, harboured by the narcissist, that he is impervious to the consequences of his actions, that he will never be effected by the results of his own decisions, opinions, beliefs, deeds and misdeeds, acts, inaction, or membership of certain groups, that he is above reproach and punishment, that, magically, he is protected and will miraculously be saved at the last moment. Hence the audacity, simplicity, and transparency of some of the fraud and corporate looting in the 1990′s. Narcissists rarely bother to cover their traces, so great is their disdain and conviction that they are above mortal laws and wherewithal.

What are the sources of this unrealistic appraisal of situations and events?

The false self is a childish response to abuse and trauma. Abuse is not limited to sexual molestation or beatings. Smothering, doting, pampering, over-indulgence, treating the child as an extension of the parent, not respecting the child’s boundaries, and burdening the child with excessive expectations are also forms of abuse.

The child reacts by constructing false self that is possessed of everything it needs in order to prevail: unlimited and instantaneously available Harry Potter-like powers and wisdom. The false self, this Superman, is indifferent to abuse and punishment. This way, the child’s true self is shielded from the toddler’s harsh reality.

This artificial, maladaptive separation between a vulnerable (but not punishable) true self and a punishable (but invulnerable) false self is an effective mechanism. It isolates the child from the unjust, capricious, emotionally dangerous world that he occupies. But, at the same time, it fosters in him a false sense of “nothing can happen to me, because I am not here, I am not available to be punished, hence I am immune to punishment”.

The comfort of false immunity is also yielded by the narcissist’s sense of entitlement. In his grandiose delusions, the narcissist is sui generis, a gift to humanity, a precious, fragile, object. Moreover, the narcissist is convinced both that this uniqueness is immediately discernible – and that it gives him special rights. The narcissist feels that he is protected by some cosmological law pertaining to “endangered species”.

He is convinced that his future contribution to others – his firm, his country, humanity – should and does exempt him from the mundane: daily chores, boring jobs, recurrent tasks, personal exertion, orderly investment of resources and efforts, laws and regulations, social conventions, and so on.

The narcissist is entitled to a “special treatment”: high living standards, constant and immediate catering to his needs, the eradication of any friction with the humdrum and the routine, an all-engulfing absolution of his sins, fast track privileges (to higher education, or in his encounters with bureaucracies, for instance). Punishment, trusts the narcissist, is for ordinary people, where no great loss to humanity is involved.

Narcissists are possessed of inordinate abilities to charm, to convince, to seduce, and to persuade. Many of them are gifted orators and intellectually endowed. Many of them work in in politics, the media, fashion, show business, the arts, medicine, or business, and serve as religious leaders.

By virtue of their standing in the community, their charisma, or their ability to find the willing scapegoats, they do get exempted many times. Having recurrently “got away with it” – they develop a theory of personal immunity, founded upon some kind of societal and even cosmic “order” in which certain people are above punishment.

But there is a fourth, simpler, explanation. The narcissist lacks self-awareness. Divorced from his true self, unable to empathise (to understand what it is like to be someone else), unwilling to constrain his actions to cater to the feelings and needs of others – the narcissist is in a constant dreamlike state.

To the narcissist, his life is unreal, like watching an autonomously unfolding movie. The narcissist is a mere spectator, mildly interested, greatly entertained at times. He does not “own” his actions. He, therefore, cannot understand why he should be punished and when he is, he feels grossly wronged.

So convinced is the narcissist that he is destined to great things – that he refuses to accept setbacks, failures and punishments. He regards them as temporary, as the outcomes of someone else’s errors, as part of the future mythology of his rise to power/brilliance/wealth/ideal love, etc. Being punished is a diversion of his precious energy and resources from the all-important task of fulfilling his mission in life.

The narcissist is pathologically envious of people and believes that they are equally envious of him. He is paranoid, on guard, ready to fend off an imminent attack. A punishment to the narcissist is a major surprise and a nuisance but it also validates his suspicion that he is being persecuted. It proves to him that strong forces are arrayed against him.

He tells himself that people, envious of his achievements and humiliated by them, are out to get him. He constitutes a threat to the accepted order. When required to pay for his misdeeds, the narcissist is always disdainful and bitter and feels misunderstood by his inferiors.

Cooked books, corporate fraud, bending the (GAAP or other) rules, sweeping problems under the carpet, over-promising, making grandiose claims (the “vision thing”) – are hallmarks of a narcissist in action. When social cues and norms encourage such behaviour rather than inhibit it – in other words, when such behaviour elicits abundant narcissistic supply – the pattern is reinforced and become entrenched and rigid. Even when circumstances change, the narcissist finds it difficult to adapt, shed his routines, and replace them with new ones. He is trapped in his past success. He becomes a swindler.

But pathological narcissism is not an isolated phenomenon. It is embedded in our contemporary culture. The West’s is a narcissistic civilization. It upholds narcissistic values and penalizes alternative value-systems. From an early age, children are taught to avoid self-criticism, to deceive themselves regarding their capacities and attainments, to feel entitled, and to exploit others.

As Lilian Katz observed in her important paper, “Distinctions between Self-Esteem and Narcissism: Implications for Practice”, published by the Educational Resources Information Center, the line between enhancing self-esteem and fostering narcissism is often blurred by educators and parents.

Both Christopher Lasch in “The Culture of Narcissism” and Theodore Millon in his books about personality disorders, singled out American society as narcissistic. Litigiousness may be the flip side of an inane sense of entitlement. Consumerism is built on this common and communal lie of “I can do anything I want and possess everything I desire if I only apply myself to it” and on the pathological envy it fosters.

Not surprisingly, narcissistic disorders are more common among men than among women. This may be because narcissism conforms to masculine social mores and to the prevailing ethos of capitalism. Ambition, achievements, hierarchy, ruthlessness, drive – are both social values and narcissistic male traits. Social thinkers like the aforementioned Lasch speculated that modern American culture – a self-centred one – increases the rate of incidence of the narcissistic personality disorder.

Otto Kernberg, a notable scholar of personality disorders, confirmed Lasch’s intuition: “Society can make serious psychological abnormalities, which already exist in some percentage of the population, seem to be at least superficially appropriate.”

In their book “Personality Disorders in Modern Life”, Theodore Millon and Roger Davis state, as a matter of fact, that pathological narcissism was once the preserve of “the royal and the wealthy” and that it “seems to have gained prominence only in the late twentieth century”. Narcissism, according to them, may be associated with “higher levels of Maslow’s hierarchy of needs … Individuals in less advantaged nations .. are too busy trying (to survive) … to be arrogant and grandiose”.

They – like Lasch before them – attribute pathological narcissism to “a society that stresses individualism and self-gratification at the expense of community, namely the United States.” They assert that the disorder is more prevalent among certain professions with “star power” or respect. “In an individualistic culture, the narcissist is ‘God’s gift to the world’. In a collectivist society, the narcissist is ‘God’s gift to the collective.”

Millon quotes Warren and Caponi’s “The Role of Culture in the Development of Narcissistic Personality Disorders in America, Japan and Denmark”:

“Individualistic narcissistic structures of self-regard (in individualistic societies) … are rather self-contained and independent … (In collectivist cultures) narcissistic configurations of the we-self … denote self-esteem derived from strong identification with the reputation and honor of the family, groups, and others in hierarchical relationships.”

Still, there are malignant narcissists among subsistence farmers in Africa, nomads in the Sinai desert, day laborers in east Europe, and intellectuals and socialites in Manhattan. Malignant narcissism is all-pervasive and independent of culture and society. It is true, though, that the way pathological narcissism manifests and is experienced is dependent on the particulars of societies and cultures.

In some cultures, it is encouraged, in others suppressed. In some societies it is channeled against minorities – in others it is tainted with paranoia. In collectivist societies, it may be projected onto the collective, in individualistic societies, it is an individual’s trait.

Yet, can families, organizations, ethnic groups, churches, and even whole nations be safely described as “narcissistic” or “pathologically self-absorbed”? Can we talk about a “corporate culture of narcissism”?

Human collectives – states, firms, households, institutions, political parties, cliques, bands – acquire a life and a character all their own. The longer the association or affiliation of the members, the more cohesive and conformist the inner dynamics of the group, the more persecutory or numerous its enemies, competitors, or adversaries, the more intensive the physical and emotional experiences of the individuals it is comprised of, the stronger the bonds of locale, language, and history – the more rigorous might an assertion of a common pathology be.

Such an all-pervasive and extensive pathology manifests itself in the behavior of each and every member. It is a defining – though often implicit or underlying – mental structure. It has explanatory and predictive powers. It is recurrent and invariable – a pattern of conduct melding distorted cognition and stunted emotions. And it is often vehemently denied.

Narcissism in the Boardroom is a post from: Business And Careers Directory for Business Information Iisc2010.org

In my opinion it is certainly possible to be too creative for your own good. What exactly do I mean by that? Let me share a very public example to explain.

My example comes from the reality television show, “The Apprentice.” Okay, so I admit it, I LOVE that show. I’m not much of a reality TV fan, but there’s something about watching these teams compete on business challenges week in and week out that intrigues and entertains me.

Quite often they are given marketing-related tasks on the show. Lets face it, marketing is one of THE most important jobs youll ever have in business. If you can do it well, your business will more than likely do well. If you cant market well, your business is in trouble.

In a recent episode of The Apprentice the task was to create a TV commercial for Dove Body Wash. The teams were instructed to come up with an “out of the box” 30-second spot to promote the product. The result?

Both teams created garbage! I guess some may argue they certainly did think “out of the box,” and both teams tried to justify that’s what they did, but in the end, they failed miserably at their number one task: to sell the product!

And that’s what I think happens to many marketers who try to be too creative. They lose sight of the fact their job is to sell a product or service. To do that effectively, your marketing has to be one word: relevant.

You can be as clever or creative as you want, but in the end if your marketing is not relevant to the product and to those who are most likely to buy it, you have failed.

Look, I realize we have to be creative to capture our audience’s attention. After all we are trying to cut through a sea of marketing clutter. I just wish more marketers tried harder to connect with their audience vs. simply entertain them.

Heck, I sometimes wonder if marketers even know who their audience is. This definitely came into play in The Apprentice with both teams showing men using Dove Body Wash in their commercials. C’mon, it doesn’t take a lot of sense to recognize this product is for women! But because they were so focused on being clever, they lost sight of this very basic fact.

If I can leave you with one thought it is this: Identify and know your audience and then aim to connect with them and jump into the conversation they are already having in their head about your product or service.

If you can do this, you will be effective in capturing their attention, AND selling your product or service.

Copyright 2005 Debbie LaChusa, 10stepmarketing

A Marketing Lesson From TV’s The Apprentice is a post from: Business And Careers Directory for Business Information Iisc2010.org

After reviewing the cost factors, their company made it easy for me to decide if it was more cost-effective for me to add additional lines to my current phone system or to purchase a new one. After consulting with the phone professionals, it was decided that a key system would be most effective for my business. This decision was made by weighing the costs of purchasing a new system versus upgrading an older one.

Ultimately, cost is most important in deciding the benefits toward ones company future success. After consulting with my boss, we discussed the positives and negatives in purchasing a new system. While new equipment would be a great addition, we were concerned of the complexity of the new system. We would want to implement our current business activities into its use immediately and would have to be trained on using the new phones.

After great consideration, we purchased a new key system for our near 10 person customer service staff and 100 other employees. After an introduction meeting for the entire staff to the new system, employees were back at work immediately using the new system within an hour.

This decision has been very important to the continued success of my company. I have seen greater results with the speed in which calls are transferred to the appropriate representatives. This allows customers needs to be addressed in a more timely manner. Overall, this new system has positively increased the quality of our customer service.

By investing in a better system, the success of my company and the satisfaction of my customers are better dealt with. Quality definitely is essential to effective work equipment. And after taking the time to make a change in my company, I have continuously been satisfied with my decision.

Additional phone lines allows for greater customer-service success is a post from: Business And Careers Directory for Business Information Iisc2010.org

An increasingly popular trend, graduates stepping out of universities and looking ahead for their first interviews are closing their social networking pages. Reason: Big brother is watching. Job hunters are increasingly conscious of anything they put into the online sphere-even e-mail, which, of course, can be forwarded to anyone.

These are not entirely paranoia. There is anecdotal evidence and some HR reports talk about corporate recruiters are Googling potential employees, having interns log onto social networking sites to check out an applicants profile, and using the online world as another way to check references. This trend, combined with the growing population of sites like Orkut, Facebook and MySpace, has many young people uneasy and unsure about how to navigate a new world.

B-school administrators and professors are beginning to advise students on maintaining a professional presence on social networking sites, in e-mail, on personal Web sites, and blogs. Even if its password protected, recruiters have profiles, too, and can get into your groups.

In a survey by AfterCollege.com a little more than 70% of the 60 students say they continue to post the same things they always did, even though potential employers might be taking a look. About 20% of the 90 employers who have so far responded to the same survey, say they investigate new hires by visiting social networking sites. A considerable 6% of employers say theyve decided not to hire someone based on what they saw online, but another 26% responded to that same question with no comment.

To quote Roberto Angulo of AfterCollege.com Students should be more concerned than they are.

6 to 20% employers look up your social networking page is a post from: Business And Careers Directory for Business Information Iisc2010.org