1. Attitude and Emotional Intelligence

2. Attitude An attitude is a point of view, either positive or negative, about an idea, situation, or person. An attitude is a point of view, either positive or negative, about an idea, situation, or person. We develop favorable attitudes about those ideas, situations, or people that are associated with positive rewards and benefits We develop favorable attitudes about those ideas, situations, or people that are associated with positive rewards and benefits We develop unfavorable attitudes toward those ideas, situations, or people that are associated with penalties or dislikes. We develop unfavorable attitudes toward those ideas, situations, or people that are associated with penalties or dislikes.

3. Attitude An attitude has three components: An attitude has three components: How you think How you think How you act How you act How you feel How you feel You can change an attitude by changing any one of the three – but changing how you feel is hardest. 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. Acting and thinking positively helps you begin to change the feelings part of your attitude.

4. Attitude Think positively: “If you can dream it, you can do it.” Think positively: “If you can dream it, you can do it.” Actions and performance precede attitude. Actions and performance precede attitude. If we’re good at it, we like it. If we’re good at it, we like it. Sales performance is about 50% attitude, 50% ability. Sales performance is about 50% attitude, 50% ability.

5. Attitudes Honest Honest Positive/optimistic Positive/optimistic “In the middle of difficulty is opportunity.” “In the middle of difficulty is opportunity.” Committed Committed Bacon and eggs: “The chicken is involved, the pig is committed.” Bacon and eggs: “The chicken is involved, the pig is committed.” Confident Confident Practice, practice, practice Practice, practice, practice

6. Courageous Courageous Competitive Competitive Strong desire to win Strong desire to win “Restless self-renewal” “Restless self-renewal” Kaizen Kaizen Coachable Coachable Open, non-defensive Open, non-defensive Self-motivated Self-motivated

7. Assertive Assertive Flexible Flexible Cooperative Cooperative Nurturing Nurturing

8. Attitude Can I change my attitude? Can I change my attitude? YES! YES! Positive framing Positive framing Visualization and mental rehearsal Visualization and mental rehearsal Do the right thing Do the right thing

9. Attitude High achievers: High achievers: Set goals and objectives Set goals and objectives Enjoy solving problems Enjoy solving problems Take calculated risks (courage) Take calculated risks (courage) Like immediate feedback Like immediate feedback Take personal responsibility for achieving goals and objectives (results) Take personal responsibility for achieving goals and objectives (results)

10. Objectives Criteria for MADCUD objectives: Criteria for MADCUD objectives: Measurable Measurable Attainable (accepted) Attainable (accepted) Demanding Demanding Consistent with company goals Consistent with company goals Under the control of the individual Under the control of the individual Deadlined Deadlined MADCUD objectives must be flexible MADCUD objectives must be flexible

11. Goals/Objectives Motivation Goal/Objective Difficulty Very Easy Very Hard Peak Motivation

12. Goals/Objectives The purpose of goals (long term) and objectives (short term) is to make people feel like winners. The purpose of goals (long term) and objectives (short term) is to make people feel like winners. Should be bottom-up, not top-down (ha!) Should be bottom-up, not top-down (ha!) Budgets and quotas are not motivational for some people, so find links between other goals and revenue targets. Budgets and quotas are not motivational for some people, so find links between other goals and revenue targets. Motivation for some: Relationships Motivation for some: Relationships “Help me on this.” “Help me on this.” Motivation for some: Valued team member Motivation for some: Valued team member “Don’t let the team down.” “Don’t let the team down.”

13. Emotional Intelligence

14. 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.” * “’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-awareness Self management Self management Social awareness Social awareness Relationship management Relationship management * Working With Emotional Intelligence, Daniel Goleman, Bantam Books, 1998

15. The Emotional Competence Framework Personal Competence: These competencies determine how we manage ourselves. * Personal Competence: These competencies determine how we manage ourselves. * SELF-AWARENESS SELF-AWARENESS Emotional self-awareness: Reading one’s own emotions and recognizing their impact; using “gut sense” to guide decisions 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 Accurate self-assessment: Knowing one’s strengths and limits Self-confidence: A sound sense of one’s self-worth and capabilities Self-confidence: A sound sense of one’s self-worth and capabilities * Primal Leadership, Daniel Goleman, Harvard Business School Press, 2002 P

16. The Emotional Competence Framework Personal Competence: * Personal Competence: * SELF-MANAGEMENT SELF-MANAGEMENT Emotional self-control: Keeping disruptive emotions and impulses under control Emotional self-control: Keeping disruptive emotions and impulses under control Transparency: Displaying honest and integrity; trustworthiness Transparency: Displaying honest and integrity; trustworthiness Adaptability: Flexibility in adapting to changing situations or overcoming obstacles Adaptability: Flexibility in adapting to changing situations or overcoming obstacles Achievement: The drive to improve performance to meet inner standards of excellence Achievement: The drive to improve performance to meet inner standards of excellence *Primal Leadership, Harvard Business School Press, 2002

17. SELF-MANAGEMENT Initiative: Readiness to act and seize opportunities Initiative: Readiness to act and seize opportunities Optimism: Seeing the upside in events Optimism: Seeing the upside in events

18. The Emotional Competence Framework Social Competence: These capabilities determine how we manage relationships: * Social Competence: These capabilities determine how we manage relationships: * SOCIAL AWARENESS SOCIAL AWARENESS Empathy: Sensing others’ emotions, understanding their perspective, and taking an active interest in their concerns 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 Organizational awareness: Reading the currents, decision networks, and politics at the organizational level Service: Recognizing and meeting client or customer needs Service: Recognizing and meeting client or customer needs * Primal Leadership, Harvard Business School Press, 2002

19. The Emotional Competence Framework Social Competence:* Social Competence:* RELATIONSHIP MANAGEMENT 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) 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 Influence: Wielding a range of tactics of persuasion Developing others: Bolstering others’ ability through feedback and guidance Developing others: Bolstering others’ ability through feedback and guidance * Primal Leadership, Harvard Business School Press, 2002

20. RELATIONSHIP MANAGEMENT Change catalyst: Initiating, managing, and leading in a new direction * Change catalyst: Initiating, managing, and leading in a new direction * Conflict management: Resolving disagreements Conflict management: Resolving disagreements Teamwork and collaboration: Cooperation and team building Teamwork and collaboration: Cooperation and team building * Primal Leadership, Harvard Business School Press, 2002