We Believe Ohio

A successful firm relies on the ability to sell, and it’s a means of generating revenue. However, it can be particularly difficult for a female entrepreneur because you are so committed to your work that sales might feel personal. When you hear a ‘no,’ it can feel like they’re rejecting you rather than denying your offer.

We’ve all been sold to by a sleazy salesperson at some point, so fearing sales and self-promotion are understandable. That memory most likely causes you to think, “I don’t want to be THAT person.”

You do what you do because you care, as evidenced by the fact that you’re reading this and don’t want to be “sales.” I’m willing to guess that when you were a small girl, you didn’t think to yourself, “Oh, I want to be in sales,” You were more interested in helping others.

I’m here to tell you that your work is beneficial to others, so you should publicize it and get it into the hands of those who need it the most.

Consider it more of a ‘being of service’ than a sales pitch.

Self-promotion should not be your primary purpose if you want to sell yourself without seeming slimy. If you walk into a client interaction thinking, “I’m going to sell you a car,” you’ll feel like a sleazy used car salesperson.

“I need to sell something… This client must be signed.”

What if the purpose was to help others instead of succeeding? Perhaps success is simply a result of hard labor.

That means you may concentrate on why you do what you do while feeling accomplished.

Assume you’re a health and weight-loss blogger. You utilize your blog to coach ladies one-on-one. Most crucial, you assist them in losing weight after giving birth in a method that does not overwhelm them while juggling a newborn.

You focus on what you can do during each encounter with a possible weight loss client to make her feel more confident and equipped to lose weight.

“Did I leave this individual better off than when I met her?” you wonder after the meeting. If the response is yes, you’ve done a good job.

You may generate entirely different energy around a conversation by starting it with the idea of “how can I help this individual” (whether it’s online or offline). That smooth, confident spirit makes your potential customer feel more confident that you can help her lose weight in a way that fits into her hectic, new-mother life.

Even better, she starts imagining how much value she’ll get if she pays for it when she concludes the conversation is feeling like you’ve benefited her before she’s even given you a dollar.

The ultimate result: After the conversation, your potential client feels good. You’re pleased with yourself for assisting others. And you’ll have a lot better chance of converting her into a paying customer without feeling sales.’

Promote twice as much as you think you should.

When it comes to selling, confidence is …

Few business activities are more prone to a credibility gap than how executives approach organizational life. A sense of disbelief arises when managers claim to make decisions in rationalistic terms, even though most observers and participants are aware that personalities and politics play a significant, if not dominant, role. Where is the blunder? According to the theory, decisions should be rationalistic and impersonal. Or, in practice, in which business organizations are viewed as political structures?

Organizations, whatever else they are (problem-solving tools, sociotechnical systems, reward systems, and so on), are political structures. This means that organizations function by delegating authority and establishing a framework for exercising power. It is no surprise that individuals who are highly motivated to secure and use management find a comfortable and welcoming environment in business.

Simultaneously, executives are hesitant to acknowledge the role of power in both individual motivation and organizational relationships. Power and politics are, in some ways, dirty words. Some managers retreat into the safety of organizational logic by linking these words to the play of personalities in organizations.

As I will argue in this article, a candid acknowledgment of the importance of personality factors and the sensitive use of people’s strengths and limitations in power distribution decisions can improve the quality of organizational life.

Political Hierarchy

Individuals can wield power through organizations. Organizations exist purely to generate an income surplus over costs by meeting market needs. On the other hand, organizations are political structures that provide opportunities for people to advance their careers and thus serve as platforms for the expression of individual interests and motives. The advancement of one’s career, particularly at the highest managerial and professional levels, is dependent on the accumulation of power as a vehicle for transforming one’s interests into activities that influence others.

Competition and scarcity

A political pyramid emerges when people compete for power in a scarcity-based economy. In other words, people cannot obtain the power they desire simply by asking. Instead, they must participate in decisions about distributing authority within a specific formal organizational structure. Scarcity of power occurs under two conditions:

1. When individuals gain absolute power at the expense of others.

2. Where there is a relative gain—not literally at someone else’s expense—resulting in a relative shift in the distribution of power.

Scarcity and comparison psychology takes over in either case. Humans are prone to making comparisons to bolster their sense of self-esteem. He may compare himself to others and conclude that his total loss or shift in proportional authority shares reflects a loss of power. He may also feel a sense of failure if he compares his position about others to a personal standard. This tendency to compare is deeply ingrained in people, especially because they witness the effects of comparisons early in life in the family, where time and attention, if not love and affection, are given to the most dependent member.

Corporate mergers and acquisitions demonstrate the effects of both types of comparisons. In one union, the president of the …