Social Selling: The Evolution of a Salesperson

What is social selling?

Social Selling is the use of social media platforms to listen, relate, engage and identify opportunities for engagement at the right time.

A social seller is someone who demonstrates the ability to blend digital technology, innovative web and social media to increase reach, depth, leads and expedite the sales cycle.

Why is Social Selling important?
The average company can access twenty times more information about you and your competition than they could five years ago. Salespeople today are at a huge disadvantage, if the statistics are right, customers are not interested in picking up the phone until after they have scoped solutions. How can the salesperson reach them early and then keep their attention?

Isn’t this Social Marketing?
Social Media Marketing is the use of social networks to create awareness and broadcast a brand message. Social Selling leverages social networks to build relationships. A marketing team will handle a brand account versus a salesperson will manage an individual personal account to create engagement.

Social Selling vs Traditional Selling
The good news is that Social Selling is not a break from traditional selling practices. In fact, the use of ABC (Always Be Closing) is now ABC (Always Be Connecting). Social Sellers do not and should not abandon email, phone or face to face methods. In fact, a deliberate use of social media will make these traditional methods far more productive. The customer becomes a warm contact, so if anything Social Selling will eliminate the wasteful parts of a sales process such as cold calling.

I said earlier that the sales people of today are at a disadvantage, so let me quickly mention the Social Buyer. The huge amount of online data gives the seller an opportunity to create value for the customers. Buyers may well be incredibly informed, but they are desperate to shorten their purchasing cycles. The more data they have to process and the more stakeholders they must consult, the longer it takes for them to make a buying decision. If salespeople could deliver insights to buyers at the right times, they could bring purchasing times down and then everybody is happy.

The Evolution of a Salesperson
We as a species are social creatures; we always have been, and that will not change. Social media has exploded into this era because of technology, the fastest adoption of technology in human history in fact. Your customers being on a social platform is just the tip of the iceberg. Smart devices are allowing us to be social 24/7. As younger generations step up the career ladder and become your customer are you ready to communicate directly into their pockets. Social Selling is an evolutionary step forward.

I will leave you with this last question:

Will the traditional 9-5 sales role be replaced with a 24/7 seller?…. in 2016 it has already…

People Buy From People

People Buy From People

101 Shares .A catalyst is an agent of change. There is not a better way to describe sales people. When your customer begins to shop, they are beginning a process of change. If you are the sales person who makes the sale, it will usually be because you were better at assisting the customer to make that change.

As a sales professional, it can be an eye-opening experience when you go shopping for yourself. Weaknesses in other’s presentations can teach us lessons about how to strengthen our own. One common theme you might notice is that many people don’t seem to recognize that people don’t buy products or services. People buy from people.

People buy solutions to perceived or real problems. Good sales people assist buyers in solving their problems through emotions, visual imagery, and proper logic and people skills. The one component of sales that makes everything come together is people skills. You may be great at product knowledge, presentation, demonstrations or closing skills, but none of those things will matter if you don’t create a relationship with your customer.

A catalyst is an agent of change. There is not a better way to describe sales people. When your customer begins to shop, they are beginning a process of change. If you are the sales person who makes the sale, it will usually be because you were better at assisting the customer to make that change. Let’s look at some ways to make those changes happen in a positive way that allows your customer to buy. Take notice of the phrase “allows your customer to buy,” rather than “you selling the customer.”

Imagine, for example, going to shop for a hot tub. You go to a nationally known store that has obviously conducted sales training for their sales representatives. The sales person has a very specific sales presentation. He also has considerable knowledge about his product and the competing products. The sales person is enthusiastic and energetic. In other words, he has a lot of good things going for him.

However, the sales person has a fatal flaw in his approach that probably costs him lots of business. The sales person tries very hard to be a sales person but he misses being just a person by a mile. What’s the difference?

The sales person begins to immediately show you the hot tubs and begins his process without taking the time to ask any questions and build a rapport that creates trust. When someone starts off a sales process in this manner, they are beginning what could be called the “Spray and Pray Method of Selling.” They spray out a presentation and pray that the customer gets excited about something in their verbal barrage about the product. They have no idea what that something might be.

This method lacks specifics, empathy, warmth, personalization, communication and listening skills, just to name a few problems. Imagine a different approach. A sales approach where the salesperson would have asked the some of the following questions:

• “Who will be primarily using the hot tub?”

• “How many people will usually use it at a time?”

• “Will it be used for recreational purposes, therapeutic or both?”

• “Will kids be using the hot tub?”

• “Do you currently have or have you had a hot tub in the past?”

• “If so, what did you like and dislike?”

• “Where will the hot tub be located?”

• “What kind of foundation will it be on?”

• “Will the area that the hot tub will be located at be enclosed or open?”

• “What is the most important thing to you about a hot tub?”

• “How long have you been shopping for a hot tub?”

• “During this shopping process, what has been the No. 1 thing about a hot tub or any features that has excited you the most?”

• “During your shopping process, has there been anything you may have wanted that you have not seen or anything in particular that has disappointed you?”

You can think of a ton of questions that would allow specific answers and enable the customer to experience the change they are looking for. You can use the keywords and answers the customer supplies you to laser in on what they want to accomplish, using specific examples that involve active and present-tense ownership imagery.

When you are doing these things, you are relating to your customer in an empathic and personal way that separates you from all the other sales people. Never forget that you were a person before you became a sales person, and that people buy from people.

 

Are You Busy, Busy, Busy Doing The Wrong Things?

Are You Busy, Busy, Busy Doing The Wrong Things?

The best account managers are busy.  Average account managers are busy and below average account managers are busy.  Everybody is busy, busy, busy.

If everybody is busy, why isn’t everybody as productive as the best account managers?  Unfortunately, it’s obvious that the busy account managers who aren’t productive are busy doing the wrong things.  Since you don’t want to be one of those people, let’s review the right things to be busy doing:

1) The actions that get one closer to making a sale

2) The actions that ensure the success of a sale already made

Uh, that’s pretty much it.  Let’s examine Category #1 in a little more detail.

The other day, an account manager pointed out to me that she had sent an e-mail to a client with an interesting article attached.  The article was relevant to the customer’s business and sending it was a good idea.  Does her action fall into Category #1?

Her action should have fallen into Category #1 as she was trying to get closer to making a sale.  But, based on the content of her e-mail, I can promise you that she didn’t get closer to making a sale because she didn’t ask the customer to take any action.  Her e-mail said something like this:

“I saw this article and thought about you.”

Coincidentally, another account manager also copied me on an e-mail that he sent to a customer with an article attached.  His e-mail said something like this:

“Did you see this article (attached)?  Let’s get together and brainstorm ways to make this work for your business.  We always come up with great ideas and I am sure that we can do it again!”

Two busy account managers.  One productive account manager.

To give you some additional guidance about the difference between merely busy and productive let’s expand Category #1:

1) The actions that get one closer to making a sale

a.  Prospecting

i.  Research to identify prospects

ii.  Research to identify industry trends

iii.  Contacting prospects with valid business reasons to convince them to spend time with you.

b.  Qualifying

i.  Determining if the prospect has enough money to purchase your products through research

ii.  Determining if the prospect has enough money by meeting with them

c.  Presenting

i.  Sending presentations that ask for an investment

ii.  Delivering presentations face-to-face that ask for an investment

While this list of ways to get closer to making a sale is incomplete, one should get a better idea about why the second account manager’s activity was productive.  He was contacting a prospect and providing a valid business reason to take a meeting to discuss the client’s needs (a-iii).

 

Forget Closing The Deal | Get The Appointment!

Forget Closing The Deal | Get The Appointment!

Salespeople who are less than successful in securing appointments are sometimes told by others, “It’s not you; we’re just in a bad economy.”  My contention is that maybe it is you.  Think about it a minute:  When you get a real person on the other end of the phone line in place of a voice recorder, what are you actually saying and in what order?

There rarely is a sale without a face-to-face encounter with the prospect. Now that that’s settled, let’s talk about what salespeople can do to improve their sales performance.  Let’s start by looking at securing the infamous sales appointment.  If you’re hearing your prospects say something to the effect, “I’m not ordering” or “I’m perfectly happy with my current supplier”, take it personally!

Salespeople who are less than successful in securing appointments are sometimes told by others, “It’s not you; we’re just in a bad economy.”  My contention is that maybe it is you.  Think about it a minute:  When you get a real person on the other end of the phone line in place of a voice recorder, what are you actually saying and in what order?

After introducing yourself and your company, are you immediately launching into a litany of reasons why your product or service is just what the prospect needs?  Are you so thankful to have a live person on the other end of the phone that regardless of the prospect’s resistance you’re going to get an appointment?  If so, beware:  You may already be perceived as a person who cares more about yourself than you do about your prospect.

The real question is, “Do you have a plan or a telephone script that works?”  You may know what your goal is (to get the appointment) but if you don’t have a clue how to go about increasing your chances for arranging a face-to-face meeting, why pick up the phone?

Most salespeople who are in it for the long haul and who love the thrill of the hunt as much as the victory of closing the deal know exactly what they’re doing right.  They aren’t randomly trying this approach or that until something sticks to the wall.  They’ve already been through the heartaches and have learned to not only avoid them but to predict them.  They have a plan.

Here are some solid ways in which to increase your appointment-closing ratios:

Always, always, always ask if the person you’re speaking with has a moment to talk with you. If not, ask when is a better time for you to call back. I’ve often heard salespeople say they don’t want to ask this question for fear of being told not to call back at all! If you follow this line of thinking, ask yourself, “Am I entrapping my prospect into talking or meeting with me?” If so, you may once again have your own agenda in mind.

Always state the purpose for your call. Never forget that initially your goal is to gather information and build rapport. You want to see if what you offer might be of interest or benefit to the prospect, from the prospect’s perspective, not yours. Notice that I didn’t mention selling ANYTHING! You’re not making a sales pitch. You simply want to find out if what has worked for your clients might similarly work for your prospect.

Ask only 3-4 questions that may lead you to a problem or challenge the prospect may be experiencing. Remember that your immediate goal is to LEARN! You may discover during this mini-telephone assessment phase that this particular prospect is truly not a good target prospect for you, in which case you can send off some literature and save everybody a lot of time.

Be sure to indicate a benefit to the prospect if the two of you decide to meet face to face. For example, if you’ve learned in conversation that your prospect is overloaded with work, time strapped, having to deal with employees who have morale issues, or is simply tired, think of ways to take him or her out of pain that ties in with your product or service.

Ask for the appointment to see if there might be a mutual fit between your companies—period! When prospects aren’t threatened by a salesperson, they’re more likely to be open for a visit. By gaining control over the sales process they feel empowered to decide whether or not to work with you. You’ve given them permission to say, “No”. The truth is you’re not sure yourself at this point that you can meet their expectations, so why pretend you are?

Try to match the prospect’s communication style at every turn. If the prospect speaks rapidly and you don’t, pick up your pace a bit. If the prospect appears to be detail oriented, know your product or service well to cover their questions. If the prospect has a sense of humor, relax and show your humorous side. If, however, your prospect is a no-nonsense person, get to the point quickly.

So the next time you think you’re not getting appointments because of a poor economy or because of your competitors’ margin-shrinking mentalities, think again. You have within your power the ability to build rapport with anyone you encounter. Take the time to understand where your prospects or customers are coming from–then proceed with caution. There’s rarely a sale made that isn’t preceded by an appointment.

Make Me Feel Important! Winning Friends and Influencing Others

Make Me Feel Important! Winning Friends and Influencing Others

Last week I overheard three businessmen in a New York restaurant try to out-perform each other with stories of their latest victories. It was painful to watch… I can only imagine how small everyone in that conversation must have felt. No one was listening, no one really cared about their dining companions and no one expressed any interest in anything but themselves. Can you imagine sitting next to one of those guys on a long flight?

Greetings from 33,000 feet somewhere over western Virginia! I’m writing from seat 21D as I travel to Williamsburg for a program tomorrow. I’ve decided to preempt the originally planned article this month because I’ve just watched one of life’s great lessons play out before me.

A lot of people don’t enjoy air travel. The lines, congestion and delays are just the tip of the iceberg. I’m on a plane almost every week, so I’m no stranger to these biases.

But today was different. Today I had a great flight.

It wasn’t great because I got upgraded to first class, because I didn’t. It wasn’t great because the plane left on time, because it didn’t. It wasn’t great because of the friendly service, because the flight attendants still had an attitude.

Today was different because I got to watch the person sitting across the aisle put on a clinic in making others feel important—a valuable skill that I wished more people possessed. Suddenly I’m surrounded by passengers who are enjoying being trapped in a small aluminum tube as it hurls through space. How in the world is that possible?

Think about the last time you made a focused effort making someone else feel important. Go ahead… I’ll wait.

Although the concept sounds simple, many of us can’t get past the temptation of making ourselves feel important. You see it all the time.

Last week I overheard three businessmen in a New York restaurant try to out-perform each other with stories of their latest victories. It was painful to watch… I can only imagine how small everyone in that conversation must have felt. No one was listening, no one really cared about their dining companions and no one expressed any interest in anything but themselves. Can you imagine sitting next to one of those guys on a long flight?

All of us enjoy those rare moments when others make us feel important. It is one of our deepest and most universal human desires. I once read that everyone has an imaginary tattoo across their forehead that reads M.M.F.I.  It is there to remind others that we want to feel important (Make Me Feel Important). We all want that feeling and will gravitate towards those who make us feel that way.

So what does it take to help others shine? Here are three practical and powerful ideas to help change your focus, and maybe even change your life.

Ask great questions

Focus your energy on being interested, not interesting. Talking about the weather, sports or last night’s news is polite, but it won’t make others feel important. Develop three great open-ended questions that encourage others to share some of their story with you.

Listen to learn

Do you actively listen to others, or do you just listen for the opportunity to interrupt and hijack the conversation? One of Steven Covey’s Seven Habits of Highly Effective People tells us that we should seek first to understand. Try it and watch what happens to the depth of your conversations.

Remember what Mom taught you

Being polite and courteous never goes out of style. Helping someone stow their overhead bag makes them feel good, makes you feel good and makes everyone watching feel good. You may not be on a plane today, but I’ll bet you can still find an opportunity to serve someone else in a similar way.

The 4 Obstacles to Closing Sales

Did you know that there are 4 common obstacles that salespeople face when closing sales? There are several other reasons why the end game of selling is stressful and difficult, but here are a few that are most common.Fear of Failure…There are several other reasons why the end game of selling is stressful and difficult. First and foremost is the fear of failure experienced by the prospect. Because of negative buying experiences in the past, over which you could have no control, prospects are conditioned to be suspicious, skeptical and wary of salespeople and sales approaches. They may like to buy, but they don’t like to be sold. They are afraid of making a mistake. They are afraid of paying too much and finding it for sale cheaper somewhere else.Fear of Criticism…They are afraid of being criticized by others for making the wrong buying decision. They are afraid of buying an inappropriate product and finding out later that they should have purchased something else. This fear of failure, of making a mistake in buying your product, is the major reason why people object, hesitate and procrastinate on the buying decision.Fear of Rejection…The second major obstacle to selling is the fear of rejection, of criticism and disapproval experienced by the salesperson. You work long and hard to prospect and cultivate a prospective buyer and you are very reluctant to say anything that might cause the prospect to tune you out and turn you off. You have a lot invested in each prospect and if you are not careful, you will find yourself being wishy-washy at the end of the sale, rather than risking incurring the displeasure of the prospect by your asking for a firm decision.Customers Are Busy…The third reason why the end of the sale is difficult is that customers are busy and preoccupied. It isn’t that they are not interested in enjoying the benefits of your product. It’s just that they are overwhelmed with work and they find it difficult to make sufficient time available to think through your recommendations and make a buying decision. And the better they are as a prospect, the busier they tend to be. This is why you need to maintain momentum throughout the sales process and gently push it to a conclusion at the appropriate time.Inertia is Hard to Break…The factor of inertia is the fourth reason that can also cause the sales process to come to a halt without a resolution. Customers are lazy and often quite comfortable doing what they are currently doing. Your product or service may require that they make exceptional efforts to accommodate the change or a new way of doing things. They perhaps recognize that they would be better off with your product, but the trouble and expense of installing it hardly seems to make it worth the effort. They see no pressing need or urgency to stop doing what they are doing and start doing something else with what you are selling.Everyone Buys at the Same Time…The good news is that everybody you meet has bought and will buy, new products and services from someone, at some time. If they didn’t buy from you, they will from someone else. You must find the way to overcome the natural physical and psychological obstacles to buying and then hone your skills so that you are capable of selling to almost any qualified prospect you speak to.

 

The 3 Secrets of a High Performing Sales Hunter

The ability to prospect is first and foremost the most important sales skill for gaining market share and sales volume. Without the hunting skill nothing else will happen.

1-The Strong Hunter will prospect and prospect consistently making the same number of attempts to get in front of the decision maker per day, per week and per month. When the hunter makes the same number of attempts per day, over time they can then calculate how many attempts they need to get to the decision maker, to get the sale, measure the amount of sales volume gained, and then be able to adjust their attempts. The successful hunter is committed to working on developing other sales skills to close the gap between attempts made and closed business.

2- The Strong Hunter knows how to get past the gate keeper and is very resourceful in making attempts to reach the decision maker. They have the skill to deal with the gate keeper and not get trapped. The hunter knows that any attempt to have the gate keeper pass on messages or send information in advance of speaking with the decision maker is a recipe for failure.

3-The Strong Hunter has the ability to get to the decision maker. They know getting in front of the decision maker will shorten the sales cycle, which will support doing a better job of qualifying or disqualifying a business opportunity and finding out about money availability. While also discovering the real issues facing the prospect and the compelling reasons the prospect has to make a decision to buy.The strong hunter knows that calling on anyone else in the organization will lead them down a path of having to deal with gate keepers. They will be speaking with people who can only say no and not yes, or having to deal with committees and then present a questionable quote.

 

Management By Wandering About (MBWA)

Picture a boss in a lavish office with sumptuous leather furniture and wood-paneled walls. He’s sitting behind a huge desk full of important work that needs his attention. He’s far too busy to be concerned with anything outside his office walls: there’s enough happening within!

This type of boss can be intimidating and unapproachable. Yet, this is a common scenario in many organizations.

What type of boss would you like to be? Do you want to be remote and bask in your own importance? Or do you want to know what’s happening out there “in the trenches”?

As a boss, you can be admired for your wisdom, knowledge and expertise without being distant and disconnected.

If you build a wall around yourself, your team may not gain from your experience, and this can undermine problem solving and decision making. Being connected can be a major factor for success: The more connected you are, the better you can understand what motivates members of your team, analyze what’s really going on, and find solutions that meet the needs of your people and your company.

Introducing MBWA…

To get connected and stay connected, you need to walk around and talk to your team, work alongside them, ask questions, and be there to help when needed. This practice has been called Management By Wandering Around (or Management By Walking About) – MBWA for short.

William Hewlett and David Packard, founders of Hewlett Packard (HP), famously used this approach in their company. Tom Peters, in his wildly successful 1982 book “In Search of Excellence,” included lessons learned from HP and other companies that used a similar style – and the term MBWA immediately became popular.

What MBWA Can Achieve

Since then, Management By Wandering Around has never really gone out of fashion. If you use MBWA, you can increase the following:

Approachability – When your staff sees you as a person and not just a boss, they’ll be more likely to tell you what’s going on. You’ll get the chance to learn about issues before they become problems.

Trust – As your team gets to know you better, they’ll trust you more. You’ll be naturally inclined to share more information, and that will break down barriers to communication.

Business knowledge – Getting out and learning what’s happening on a daily basis can give you a better understanding of the functions and processes around you.

Accountability – When you interact daily with your team, agreements you make with each other are much more likely to be completed. Everyone is more motivated to follow through, because you’re seeing each other on a regular basis.

Morale – People often feel better about their jobs and their organization when they have opportunities to be heard. MBWA makes those opportunities available.

Productivity – Many creative ideas come from casual exchanges. MBWA promotes casual discussions, so people will more likely feel free to come to you with their ideas.

Despite its obvious benefits, use of MBWA has been hit-and-miss. To be successful, it takes more than simply strolling through your office, warehouse, or production facility. MBWA isn’t a “walk in the park”: It’s a determined and genuine effort to understand your staff, what they do, and what you can do to make their work more effective.

Don’t just do MBWA because you feel it’s an obligation – this probably won’t work very well. You have to truly want to get to know your staff and operations, and you have to commit to following up concerns and seeking continuous improvement.

How to Implement MBWA

These “wandering around” tips can help you get started:

Relax – People will sense your genuineness and casualness, and they’ll respond accordingly. Stiff, formal conversation will probably lead to equally rigid responses.

Listen and observe more than you talk – Use active listening with your staff. When people feel you’re hearing them, you’ll probably seem more sincere. Read some pointers on active listening.

Ask for feedback and ideas – Let everyone know that you want ideas to make things better. As the boss, people may think that your opinions and ideas are “right.” So hold back from saying what you think – the goal is to see what others have to say.

Wander around equally – Don’t spend more time in one department or section than another. And don’t always talk to the same people, or to people with certain ranks. You want to be approachable to everyone, regardless of job title or position.

Use the time for spontaneous recognition – If you see something good, compliment the person. This is a perfect way to show your gratitude.

Hold meetings “out and about” – Instead of having all your meetings in the boardroom or your office, meet with people in their work areas and “on their turf.” This can put them more at ease. Communicate your expectations and needs so that everyone knows what you value.

Don’t use this time to judge or critique – This can make people nervous when you’re around. If you see something that concerns you, talk to the person later, in private.

Answer questions openly and honestly – If you don’t know an answer, find out and then follow up. If you can’t share something, say so. Telling half-truths can break down trust.

Communicate – Share company goals, philosophy, values, and vision. Your “walk-arounds” are opportunities to mutually share information that helps everyone understand and do their jobs better.

Chat – Effective organizations aren’t all about work, work, work. Build relationships. Learn the names of your staff’s kids. Find out what they love to do or where they’re going on vacation. Joke, laugh, and have fun. You may be surprised at how great it feels to relate on a personal level with the people in your office.

Don’t overdo it – Don’t leave people feeling that you’re always looking over their shoulders! Wander around often enough to get a good feel for what’s going on, but not so often that your presence feels like a mundane distraction.

Note: To implement MBWA throughout your company, consider making it one element of your managers’ performance evaluations. What gets measured gets done! If supervisors work far away from the staff they manage, consider moving them, or giving them a second office that’s closer to where the work is done. If managers work near their staff, they may be more approachable.

Key Points

Management By Wandering Around can be an effective and practical way to keep up with what’s happening within your team and your organization.

Make the effort to get out and build relationships with your staff. This can pay off significantly with the information you’ll gather and the trust you’ll build. A team spirit can naturally develop when you show a genuine interest in your people and their work. It’s also a great way to keep the company’s vision alive at all levels. It’s easy, economical. and a whole lot of fun!

Apply This to Your Life

How can you use Management By Wandering Around to help you achieve your leadership goals? Ask yourself the following:

When was the last time you walked around your office or department? Why did you walk around? Were you looking for things that people were doing poorly or doing well? Were you using it as an opportunity to criticize or learn?

Where do you usually hold your meetings? If you use your office or your boardroom, do you think your staff finds that intimidating?

Do you know the first and last names of all your team members? This is a must. Better yet, you should learn the names of their spouses and kids.

Do you know more about a small group of your staff vs. all staff, or more about one department vs. others? Why have you been focusing your attention on just those people? Do you think the rest of the staff sees this as favoritism?

Do colleagues come to you with ideas? Think about the creativity and innovation you could tap into if they did.

The Secret To Being Memorable.

THE SECRET TO BEING MEMORABLE.

How will you be remembered?

By your friends. Colleagues. Family and community.

Will you be remembered for the same thing? Are the memories you create the same for business and pleasure? Do your personal friends see you the same way your professional colleagues see you?  Does that matter to you?

Are you who you want to be?

From time to time it’s important to stop and think about the memories you’re creating. To pause and plan deliberate actions.

Everywhere you go, every day, from now until your last day you’re creating memories. Thoughts, dreams, feelings in others around you.

Do you want to be known as kind? Smart? Savvy, competitive, or tireless?

In business, especially in marketing, we often ask how we can be memorable. How we can create memories that last.

The truth is that being memorable is inevitable.

What you do creates memories and feelings and sometimes wonder. You are memorable whether you want to be or not.

If you’re not deliberate about what you do and who you become, you probably aren’t going to be memorable in the ways that you want.

Your business, your family, your life — they are full of the memories that you create. Why leave all of that up to accident or chance?

Why not be memorable on your terms?

 

Using Affirmations

“I’m never going to be able to do this job; I’m just not smart enough.”

“Why does my boss want me to present at the trade show? I’m a terrible public speaker, and I’ll just embarrass the company.”

“I wish I could stick up for myself at work; in every meeting, I let the others walk over my ideas. I’m never going to get ahead.”

Many of us have negative thoughts like these, sometimes on a regular basis. When we have these thoughts, our confidence, mood and outlook become negative too.

The problem with these negative thoughts is that they can be self-fulfilling. Inside our heads, we talk ourselves into believing that we’re not good enough. And, because of this, these thoughts drag down our personal lives, our relationships, and our careers.

This is why consciously doing the opposite – using positive affirmations – can be helpful. In this article, we’ll explore how you can use affirmations to drive positive change, both in your career, and in your life in general.

Why Use Affirmations?

Affirmations are positive, specific statements that help you to overcome self-sabotaging, negative thoughts. They help you visualize, and believe in, what you’re affirming to yourself, helping you to make positive changes to your life and career.

While there’s limited research into the effectiveness of using affirmations in a general setting, there is evidence that the use of positive affirmations can successfully treat people with low self-esteem, depression, and other mental health conditions.

For instance, in a study by researchers at Northwestern State University, Natchitoches, people who used positive affirmations for two weeks experienced higher self esteem than at the beginning of the study.

Also, in a study published in the Journal of American College Health, researchers found that women treated with cognitive behavioral techniques, which included use of positive affirmations, experienced a decrease in depressive symptoms and negative thinking. A study by researchers at the University of Kentucky, Lexington, had similar results, and came to a similar conclusion.

Of course, it’s important to realize that although some people have successfully used affirmations to overcome depression and negative thinking, the technique may not work for everyone. Some people may view affirmations as “wishful thinking,” or simply looking at the world with an unrealistic perspective. Quite a lot can depend on your mindset.

So try looking at positive affirmations this way – many of us do repetitive exercises to improve our body’s physical health and condition. Affirmations are like exercises for our mind and outlook; these positive mental repetitions can reprogram our thinking patterns so that, over time, we begin to think, and act, in a new way.

Note:

There has also been research that says that the higher your self-esteem, the more effective affirmations can be. This research also found that affirmations can actually have a negative effect if you have very low self-esteem. If this applies to you, work on boosting your self-esteem before you use them.

When to Use Positive Affirmations

You can use affirmations in any situation where you’d like to see a positive change take place. These might include times when you want to:

Raise your confidence before presentations or important meetings.

Control negative feelings such as frustration, anger, or impatience.

Improve your self-esteem.

Finish projects you’ve started.

Improve your productivity.

Affirmations are often more effective when they’re paired with other positive thinking and goal-setting techniques.

For instance, affirmations work particularly well alongside visualization – instead of just picturing the change we’d like to see with visualization, we’re also saying it aloud using a positive affirmation.

Affirmations are also useful when setting personal goals. Once you’ve identified the goals you’d like to achieve in the short and long term, you can use positive affirmations to help keep yourself motivated in order to achieve them.

How to Use Affirmations

Remember – affirmations are positive statements that help you challenge and overcome negative thinking and self-sabotaging behaviors. They’re usually short, positive statements that target a specific area, behavior, or belief that you’re struggling with.

Start by thinking of the areas of your life you’d like to change. For instance, do you wish you had more patience? Or a deeper relationships with your friends or colleagues? Or do you want a more productive workday?

Write down several areas or behaviors you’d like to work on. Then, for each of these, come up with a positive, present-tense statement you can repeat to yourself several times a day.

It’s also important that your affirmation is credible, believable, and based on a realistic assessment of fact. For instance, imagine you feel bad about the level of pay you’re currently receiving. So you begin to use affirmations to raise your confidence about asking for an increase. However, it probably wouldn’t be wise to affirm to yourself that you’re going to double your salary: for most people, and most organizations, doubling what you’re earning in one go just isn’t feasible. Keep it realistic!

After all, if you can’t believe the affirmations you’re repeating to yourself, it’s highly unlikely that they’ll have any impact on your life.

Tip:

Affirmations should be formed in the present tense, as if they’re already happening. This helps you believe that the statement is true right now. For instance, “I am well-prepared and well-rehearsed, and I can give a great presentation” would be a great affirmation to use if you often feel nervous speaking in front of a group.

Tip 2:

The power of affirmations also lies in their repetition. It’s useful to recite your affirmations several times a day (have them pop up in your computer diary). You also need to repeat your affirmation as soon as you start to engage in a negative thought or behavior.

Tip 3:

Affirmations are more effective when they’re thought or said with feeling. Every affirmation you choose to repeat should be a phrase that’s meaningful to you. You need to want this change to happen.

Here are some examples of positive affirmations:

I have plenty of creativity for this project.

My work will be recognized in a positive way by my boss and colleagues.

I can do this!

My opinion is respected and valued by my team.

I am successful.

I am honest in my life, and my work.

I like completing tasks and projects on time.

I’m grateful for the job I have.

I enjoy working with my team.

I’m bringing a positive attitude to work every day.

I am excellent at what I do.

I am generous.

I am happy.

I will be a leader in my organization.

Tip:

The use of affirmations is just one way to make positive changes to your life. You can also use techniques such as Thought Awareness, Rational Thinking, and Positive Thinking, and Cognitive Restructuring. You may also want to take our quiz, Are You a Positive or Negative Thinker?

Key Points

Affirmations are positive statements that can help you overcome self-sabotaging, negative thoughts.

To use affirmations, first analyze the thoughts or behaviors you’d like to change in your own life and career.

Next, come up with positive, credible, present tense statements that are the opposite of these thoughts. Repeat your affirmations several times a day, especially when you find yourself slipping into a negative thinking pattern, or engaging in a negative behavior.

Remember that affirmations are most effective when used alongside other strategies, such as visualization and goal setting.