We are all familiar with our own personal comfort zone. There are certain things we won’t do, people we don’t talk to, and/or places we won’t go because we work very hard to stay within our comfort zones. We often fail to realize that our comfort zones hold us back. We have put up roadblocks and hurdles to keep us “safe.” We do not see how much more we could do, accomplish, and be if we would simply break through those roadblocks, and leap those hurdles.
How Do You Raise Your Zone?
The first step is simple—make the decision to change. Making this decision shows acceptance of the need to change.
Then, come up with your plan, write down the steps you need to take, small, attainable goals you can accomplish. Writing this down makes it official.
Finally, be sure to share your plan with someone you respect. This makes you accountable to them for this change, and it becomes more of a commitment.
Every day we meet family, friends, people with whom we are doing, or wish to do, business. We recognize other people from how they look, their voice, and their personal qualities. Other people are familiar to us. We live with them. Our environment is one of relationships.
In spite of this, we do not understand other people. Very often, they take us by surprise. Those we believed akin to ourselves always reveal themselves to be different from what we first thought. Our experience of others is a familiar one, but it also confronts us with a puzzlingly great diversity. It makes us aware of how oddly particular we all are.
Yet what do we mostly do in order to know? We use categories valid for everybody, ready-made categories. We say of Jack that he is a “musician,” “depressive,” or “childish;” of Jill that she is “brazen,” a “bitch,” or immensely “kind.” The terms “musician,” “depressive,” “childish,” “brazen,” “bitch,” and “kind” would equally apply to people other than Jack and Jill. They don’t describe what Jack is, what specifically qualifies him or makes him different from John or Jill. Aristotle says that only the general is known and only the particular exists. How could we overcome this obstacle? What enables us to understand others?
First let us all agree on two important points.
If we agree these statements are true then we need to find a way to take general knowledge and make it specific; or more correctly we need to take knowledge we can obtain to help us obtain knowledge we can’t. Learning about, and using, Behavioral Models will help us to understand those around us, making our professional and personal interactions more productive.
There is a direct correlation between one’s feelings about “self” and one’s behavior or level of performance. Imagine a vertical scale from 0-10. Where do you believe you fall on that scale? One will only perform to a level that is consistent with their self-image. If a salesperson’s self-esteem is 5, his job performance will range between 4 and 6. Only those salespeople with good self-images will be top performers.
The Ability to find the customer’s problems and sell him “solutions” occurs best in the “winners” zone, where one’s self-esteem ranges between 7 and 10. This is because one must feel good about themselves in order to lead the sales call. High self-esteem helps the C2 Salesperson to master such challenges as:
One can count on the fact that the buyer will not roll over and play dead when the salesperson attempts to change the rules on him. At first, he will resist, and his resistance can be both frustrating and discouraging until the seller becomes proficient at the required skills. Since perfecting C2 Selling Techniques takes practice, it is important to give time and attention to the matter of developing and maintaining a high level of self-esteem. It is fruitless to work on negotiating skills until self-esteem is properly addressed.