This one FEAR symptom (call reluctance) I’ve been told is attributed to more executive burn-out than just about any other. It has no boundaries in a working environment, and is credited with being able to creep up on the most enthusiastic individual, without even those close to them being able to pick the symptoms – until it is too late.

Top salespeople, who tend to have less fear than others do, understand that when a prospect rejects them, the rejection is not personal. But they do take it professionally. They review the call either in their head, or off the notes they had taken during the call.

They talk about the good results of their peers as being “on a role”, having “more luck”, “more talent” and so on.

 They gossip – “Have you heard what so and so did today.”

 They listen to other peoples gossip – then add to it.

 They put down – “I couldn’t sell that way, it’s too pushy.”

 They lose focus – “The company expects me to do too much.”

 They complain -“I don’t think my territory is as good as hers is.”

and  They look for excuses – rather than getting on with the job.

Whereas those with a healthy self image understand that Results ALWAYS Follow effort. They love to sell, and love to be face to face with prospect’s.

“My friend Fred Smith, whom I so highly regard, says even those people who are mean, rude, ugly and nasty to you are not that way because they want to hurt you, but because they are hurting. Had I understood this concept in my early years, my production would have been considerably higher and a great deal more stable. Additionally, my self-image would not have taken the beating it did.”

This shows up when the salesperson loses the ability to understand that the selling process is a transference of feeling. A high degree of confidence transfers high enthusiasm. Low enthusiasm transfers doubt. But remember, prospect’s want what already appears to be successful, and they will buy what they want. If, for whatever reason, the salesperson does not radiate confidence, the same person will radiate doubt in the mind of the prospect – a worrisome combination on any call to an existing client, but a deadly poison on a first call to a prospect.

Perhaps the best way to regain confidence is to remind yourself of the times you were successful. Simply let your “minds eye” wander back to a successful sale; an award; an achievement; a good win at your favourite sport; the support your family gives you or any other form of recognition for a job well done. Then focus your thoughts and sense the sight, smell, touch of your successes. Once this is accomplished, remind yourself that no matter how successful, powerful or wealthy your prospect may be, he (or she) makes mistakes just like you and I do.

On this list write down every business and non business thing you must complete today. This is your daily map to keep yourself on track.

Your whole next day is based on your must do list. Write it at night so it can include sales making procedures you need to spend more time on, and eliminate those that are simply time wasters

If you only have an unnumbered list of 10 items, you are going to spend 50% or 80% of your time procrastinating doing the hardest items. Do not end your day until all the most important items have been marked off. Later eliminate those procrastination tasks are of little or no value.

No one can be a success 100% of the time. The road to the top is always littered with mistakes, obstacles and hurts. And the higher the position, the more mistakes, obstacles and hurts these people had to overcome. The minute you realise your prospect is human, (just like you are) and is subject to the same hurts (you are), you are less likely to be intimidated.

There are similarities between “self-esteem” and “self-confidence” yet they are concerned with two entirely different things. Self-esteem mainly attempts to answer the question. “Do I matter”? and self-confidence generally deals with the question, “Do I have skills?”

As a sales manager, whenever I felt that I had to address a situation where, in my opinion, fear was catalyst in that salespersons confidence, I worked at getting on top of the problem by addressing both their “self-esteem” and “self-confidence” at the same time. Two me the two can be intertwined a good deal of time.

In our relationships with others, we feel secure because that relationship is generally not tied to performance. Because of that, our self-confidence remains intact, we know that whether we pass or fail, our relationships will still be there. That makes the individual feel valuable and wanted. Whereas, the minute we step out of the door to go to work, the opposite can easily occur.

Much of what we regard to be self-confidence is concerned with ability, and it’s our ability that’s on show in the work-force. Every day we need to prove and test our ability to do the job. Then the minute we feel like w begin to falter and are no longer performing at the level expected of us, we pressure ourselves to do better, and that’s when anxiety can step in and allow circumstances to chip at our confidence.

Many times, when “self-esteem” is tackled and the individual believes in their worth again, “self-confidence” generally rises. Then the more the persons “self-esteem” is worked on and improved, the more the less the “self-confidence” factor remains an issue. And gently rebuilding salespeople in this manner is what most sales managers are good at.

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