Every new Government blames the one before... but nothing ever changes!

So how do we break the cycle and start repairing the economy left in such a mess by consecutive Governments??Let's face it, it's them that tell us it's a mess!

I went back to 1990 (got bored after that) and looked at the then current Government objectives in relation to the economy and here’s what I found:?

1990 – ‘stabilize the economy’.

1995 – ‘expansion with low inflation’.

2000 – ‘increase growth potential’.

2005 – build a strong economy and fair society’.

2010 – ‘rebuild British economy’.

2015 – ‘secure the recovery’.

2020 – ‘steady and sustainable to improve living standards, job and reduce poverty’.

• Since the financial crash of 2007, UK productivity (GDP/Hour Worked) has gone down by 30% against our major competitors.
• Since 2010, child poverty has gone from 33% to 46%.
• The tax burden is at its highest since 1950.

?(What a happy chappie I am, eh?)

• The numbers sleeping rough has gone up.
• Since the pandemic, the UK’s economy has grown at half the rate of the Eurozone and a third of the USA.
• Stress has gone up. Absenteeism… up. Attrition... up.
• Wellbeing has gone down! Mental health has gone down!

I could go on but…

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Our esteemed new Chancellor said in July:

‘New Treasury analysis that I requested over the weekend shows that, had the UK economy grown at the average rate of other OECD economies this last 13 years, our economy would have been over ￡140 billion larger.’

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Strange. Didn’t the Conservatives say something similar back in 2010? It’s always the fault of ‘that last lot!’

What can we do about it? Because, let’s face it, the evidence suggests the politicians are never going to get it sorted!

Successful selling (or business development or customer acquisition or whatever you want to call it) at a professional, business to business level is about solving problems… and, oh boy, do we have some problems that need solving?

Sales is about supplying something that doesn't come back to someone that does come back because their problem has been solved professionally, ethically and in a manner that has left them in a better place!

The offering is often complex, high-value (at least in terms of the life cycle of the 'installation') and transforms the customer or client.

Mental toughness is a personality trait which comes to the fore whenever we want to do something, particularly something stressful… such as sales.

Mental toughness describes the mindset every person adopts in everything they do and is both a precursor to and a major part of behaviour.

Most personality models and measures assess the behavioural aspects of personality... in other words, how we act. Mental Toughness is different in that it assesses something more fundamental... how we think. In other words, WHY we act and respond emotionally to events. This helps us understand mindset in a very practical way which can then be applied to sales activity and, consequently, results.

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Having spent over 25 years in sales at various levels, domestically in the UK and internationally (having developed business in over 20 countries), I wanted to explore what the difference was between my sales successes (both in provision and leadership) and my sales failures.

I went down many different avenues, but it wasn’t until I came across the mental toughness concept that I found the answer... certainly for me!

Consequently, I’ve been exploring its relationship to sales success ever since using the fabulous research of Professor Peter Clough, Doug Strycharczyk (at AQR) and others. Their research culminated in the 4 Cs/8 Factor pizza model shown above.

Whilst all elements of mental toughness impact in all areas of sales activity, how does each of the 8 factors impact on sales success? What does each factor mean in terms of sales?

Control:

Life control: (Self-worth) – I have a sense of ‘can do’ which is fundamental for all sales roles. I believe ‘I can control’ much of what’s around me. Things tend not to happen to me.

Emotional control: (Emotional management) – I maintain poise even in difficult circumstances. I’m able to manage client’s emotions and feelings to make them feel at ease. I can mask irritation or disappointment.

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Commitment:

Goal orientation: I have a sense of measurable purpose. I can visualise the goal and be enthused by it which is fundamental to any sales activity.

Achievement orientation: (Tenacity) – I do whatever is needed to achieve goals and targets including keeping promises to clients to build a good and trusting relationships. I get satisfaction from delivering on time and on target.

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Challenge:

Risk orientation: (Open mindedness) – I am open (even excited) about developing new markets, territories and clients. I take calculated risks to break new ground and take change in my stride, even when it’s the client changing their mind.

Learning orientation: (Positive attitude) – I accept not everything will go to plan and some clients won’t buy but take the view each contact is a learning opportunity. I can do better next time and even failure can be turned into opportunity.

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Confidence:

Confidence in abilities: (Self-Belief) – I believe nothing is beyond me just because I don’t know how to do it right now. I believe in my ability and know I can grow my ability.

Interpersonal confidence: (Assertiveness) – I influence others more than they influence me. I’m confident about socialising with others in a business setting and am comfortable networking. I can put people at ease. I happily ask questions to better understand client needs.

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In terms of human behaviour, nothing happens UNLESS it first happens in the mind, and everything happens BECAUSE it first happened in the mind.?

The law of cause and effect tells us it’s our behaviours which gives us our results. But it’s our thinking… our beliefs, which create our behaviours.

Beliefs create behaviours and behaviours create results!

So if we really want to understand why our sales results aren’t where they need to be, we need to go much deeper than merely considering behaviours. We need to understand what’s creating the behaviours. In other words, we need to understand our mental toughness.

Self-awareness is key!

Mental toughness can otherwise be described character, attitude and resilience – all critical factors in sales success. And now, because of the work of AQR, mental toughness can be measured and anything that can be measured can be managed and developed.

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So, if there’s one thing that really needs to be developed to vastly improve the chances of sales success, improving productivity, increasing revenue and managing mental agility and wellbeing and, in turn, solving problems, it's mental toughness!

Something to think about!