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Clarity creates calmness

Posted by Paul Davenport on 21 September 2018
Clarity creates calmness
We are always busy - busy with family and friends and working long hours - to the extent that the word "busy" is now a constant in our vernacular.

As a result of this, we now see more and more people and now in the pursuit of 'calmness' to help them cope with the stress that creates.  They do this by taking on leisure activities such as yoga, mindfulness, nature walks, extreme sports and even prayer.

But one thing we can do, is to attempt to reduce impact at the source - and for many of us - the workplace is one such source.  Expanding job roles, the constant pursuit of growth, increased compliance and rationalisation of staffing levels are now a feature of the corporate world.

It is well recognised that calmness can be obtained through clarity. Whilst clarity can be gained through clear goals and objectives, obtaining clarity around "what you should be doing now" is often overlooked - hence calmness is often not achieved.

So why is 'calmness' important??  Remaining calm allows you to weather the storms, remain focused, reduce stress levels (& all the ill effects that stress creates), stay connected to your customers & peers and ultimately ensures the right decisions based on insights are made.

In the business world, "Position Descriptions" are often the resources used to describe 'what you should be doing', however many use these documents only during the recruitment phase and they are then duly 'filed away' - until the next time.  Hence most people lack true clarity of the behaviours required to achieve their goals.

To achieve this clarity - ensure your staff have a clear and comprehensive understanding of not only of what they need to do - but also - what good looks like.

If each person simply plays their role - success will follow.

Tips from John Buchanan, Beyond 19, Coaching Practicing Lead:

  1. Recall the days or events or meetings where you know you achieved a terrific result - a "PB"
  2. Spend important time reflecting on what you did to bring about this result
  3. Break these actions and behaviours into the technical skills that you used: physical skills that allowed you to perform at your best; the mental skills you used to allow you to remain composed and have a clear mind through the day or event; the tactical skills which you employed to get the best result; and finally your team skills that you enabled to also get the best from those around you 
  4. These reference points are your 'basics for winning'. By constantly using your basics, you will not only remain composed and have a clarity of thinking; but also you will approach every situation with confidence

    If you require any further information or would like to arrange a time to chat about a sales managers role, please contact me: paul.davenport@beyond19.com.au
Author: Paul Davenport
About: Paul has over 20 years of experience in sales and senior management in large and medium sized businesses in the Banking, Finance and Commercial Data industries. Paul brings sound business acumen and an expertise in leading, coaching and developing high performing sales teams to his clients. Paul has a strong track record in assisting clients to win new business and grow revenues through robust key account management. Paul has an ability to work across a diverse range of sales teams, and effectively engages across the business, from the CEO, Sales Director, Sales People and new starters to ensure sales behaviours are optimised to improve sales performance and maximize outcomes for the business and the individual.
Connect via: LinkedIn
Tags: High Performance Sales Sales Behaviours Initiatives Sales Relevance Sales Growth Cadence Mindset Sales Leadership

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