Random Quotes from New Books This February

Jacket image, Financial Fresh Start by Shari OlefsonFinancial Fresh Start: Your Five-Step Plan for Adapting and Prospering in the New Economy by Shari Olefson

“Shopping for a car loan as aggressively as you shop for the car itself will save you money. But dealers know that’s not what most folks do. Most folks decide in advance what type of car they want. There’s relatively little that the salesman has to do to ‘seal the deal.’ There’s a price on the sticker, which most folks inevitably negotiate down at least a little bit and then feel as if they’re getting a good deal. Then the salesman leads the way to meet with the finance guy. That’s where your luck runs out and the ‘sale’ actually begins. Inch by inch, dollar by dollar,  the aggregate amount that buying the car will actually cost you gets ratcheted up. Some of the increases you’re aware of–for example, add-ons you hadn’t  thought about, but think you want or need, like  ‘undercarriage sealer’ or ‘prepaid maintenance checkups.’ Other increases in the amount you will ultimately pay for your car are more elusive. Costs tied in to the car loan itself fall into that bucket.” (page 65)

Jacket image, The Million Dollar Financial Services Practice, Second Edition, by David Mullen Jr.The Million-Dollar Financial Services Practice: A Proven System for Becoming a Top Producer Second Edition by David J. Mullen

“By asking for a meeting in this manner, you are positioning this as an opportunity to ‘educate’ and not to ‘sell’ each other’s prospects and clients, with no obligation to do business. Most financial advisors make the mistake of asking these professionals for referrals of their clients who are having liquidity events but don’t offer to provide them with potential referrals. The last important step in the process is to share with your new network your wealth management process and how you are different and the value you provide your clients. They need to develop a high level of confidence in your ability to make a positive difference with the client experiencing a liquidity event that they will refer to you.” (page 262)

Jacket image, Real Influence by Mark Goulston and John Ullmen
Real Influence: Persuade Without Pushing and Gain Without Giving In 
by Mark Goulston and  Dr. John Ullmen

“This quickly creates a vicious cycle, because the more snakelike you get, the more agitated your amygdala becomes. Pretty soon, your human and mammal brains are entirely out of the loop. So you’re not connecting with peopoel logically, and you’re not connecting with them emotionally. Instead, you’re cornered in your here, and you want to either escape from the people who are upsetting you or hurt them.”

Jacket image, Success Under Stress by Sharon MelnickSuccess Under Stress: Powerful Tools for Staying Calm, Confident, and Productive When the Pressure’s On by Sharon Melnick

“When Brianna’s thoughts about ‘I’m not good enough’ get activated, she feels bad about herself; she thinks she needs to protect herself from being taken advantage of. That’s why she feels deflated and ‘loses it.’ When Brianna learned this insight, she was blown away. ‘I am shocked at why I reacted. But I can see that’s definitely true,’ she told me. In short, the real reason she snapped was that her husband’s question activated her own doubt.” (page 166)

Jacket image, What Your CEO Needs to Know About Sales Compensation by Mark DonnoloWhat Your CEO Needs to Know About Sales Compensation: Connecting the Corner Office to the Front Line
by Mark Donnolo

“Yes, sales skill is still a big part of the sales manager’s role. Leaders from front-line sales managers up to the CEO continue to play a critical role in direct customer selling and relationship management. The situation described in Chapter 5 regarding the CEO building the relationship with the global customer’s CEO in London illustrates a common role for senior leaders. As the sales team organizes its facings to the customer (which team members face off with customers), everything needs to match all the way up the organization chart like good man-to-man or zone coverage on a basketball team. While the sales managers should resist jumping in and selling for the rep, he should play on ongoing role in building relationships at and above the level where the sales rep is working.” (page 193)

Jacket Image, Who Says It's a Man's World by Emily BenningtonWho Says It’s a Man’s World: The Girls’ Guide to Corporate Domination by Emily Bennington

“On the other hand, if a recurring pattern of excuses and poor performance becomes apparent, you have to address it. But before you write off the employee as a dud, start with a little internal detective work. First, you want to find out if the person’s success metrics were clearly defined–in writing–at the beginning of the project, not midstream. (Sometimes what we think of as ‘mediocre’ is the end result of vague communication.) Next you want to dig in to the time allotted for the project. Was it a total rush job? In that case, what did you expect?” (page 161)

Want to sample other AMACOM books? Check out our Random Quotes from New Books series.


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