“Mr. Beaver, I was recently put in charge of sales for our plumbing supply company. While I have a great deal of product knowledge and have been in sales for decades, I am unsure of myself in this new role. Do you know of something out there that would help transform me from a sales guy to someone who can impact our growth, something like a business executives cookbook? Thanks, ‘Rob.’”

I do indeed, and cookbook is the best way to describe one of the best reads of any business book dedicated to sales that I’ve been asked to review.

Out this October … “The Growth Leader: Strategies to Drive the Top and Bottom Lines,” by Scott K. Edinger, reminds me of the Good Housekeeping Cookbook in its accessibility and practical approach to guiding sales executives toward attainable, positive outcomes.

Edinger bridges the gap between the needs of a business leader in the abstract, and the practical requirements of a sales staff out in the field. This is not a theoretical discussion of leadership concepts, instead, it is hands-on “here’s what to do and why,” which is free from much of the mumbo jumbo often found in “leadership” books.

I had a chance to sit down with Scott and look at what will negatively impact Rob’s plans to increase growth and profitability of his company.

What a Leader in Rob’s Situation Must Avoid

(1) Resist the urge to just push your sales team out to sell more.

Why? Merely increasing sales volume sacrifices the quality of the interaction between the sales team and your customers.

In a consultative or solution oriented business, more activity doesn’t always mean more sales or better results, as it does little to develop long-term relationships with your customer.

That cannot be over emphasized; your sales team is the voice of your board to the people who keep the lights on – your customers!

So, view and treat your sales team as an integral part of the organization, not just order-takers. While more sales activity can drive more transactional business, that is less valuable in the long-run.

(2) Don’t use compensation as the substitute for leadership.

Executives are fond of saying, “I’ve just got to make sure I compensate them right, and then they’ll do everything I need them to.”

However, compensation doesn’t make people better. As an executive, you need better selling interactions that help customers to see things differently, by helping them with expertise and insight your sales team can bring to the table.

You want customers who consider your people as problem solvers. Just rewarding sales alone does not encourage your employees to see themselves in that role.

Anybody who has sold something that has uniqueness or customization knows that experience of being with a customer and hearing, “Oh, wow, we can do that? You’ve got something that’ll do this? Interesting! I hadn’t thought about that. I came to you asking for an X you’re coming to me with X, Y and Z and it’s so much better because of what I need!”

As problem solvers, your people are able to propose products and services that may cost a little more, but which address the customer’s real needs. So, it becomes building a problem-solving relationship with a customer that will often lead to the sale of so much more.

(3) When recruiting, don’t hire Mr. /Ms. Popularity and be seduced by charisma, or personality. Believe that only men are great salespeople. Fail to show appreciation!

At one time, having a sales personality was about being friendly, gregarious and entertaining. Today, strategic problem-solvers are far more important to a sales organization than a person who is personable on the golf course.

Business people don’t rely on friendship or collegiality that much since the pandemic.

Instead, it’s about how they create value. Sales has become a strategic role. So, don’t hire based on personality or popularity. Instead, hire based on depth, on people who are well-educated, articulate, and above all else, are curious, interested in your product or service, and love dialog, discussion, and helping.

Importantly, we need to get away from the vision that selling is very male. In fact, of the top performers on my own teams, more than half were women. And why?

It’s empathy and understanding. Women tend to score higher for aptitude in this arena. It is what allows a seller to make a connection and able to understand the buyer’s needs and provide a better solution.

Edinger concluded our interview with a message for all people in a leadership role:

“Show appreciation and validate the great things all of your people do for the company, especially sales teams. They truly are the ones who keep the lights on.”

“The Growth Leader: Strategies to Drive the Top and Bottom Lines” is as enjoyable a read as was my chat with the author. It is the best business-sales cookbook you’ll ever find.

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“I am the CEO of an international consulting firm located in the Pacific Northwest. We send our people to every corner of the globe. Recently, a team sent to Turkey failed to respond to our phone calls and texts. We feared that they were abducted, expected a ransom demand which never came, because it was a false alarm. They had been out of cell phone range. But that fear left us wondering how we should respond to a real kidnapping. I’ll bet this topic would be of interest to many of your readers. Thanks, ‘Cindy.’”

Advice from a Kidnap Negotiator

I discussed Cindy’s question with U.K.-based Scott Walker, considered one of the world’s most experienced kidnap-for-ransom negotiators, with over 16 years as a Scotland Yard detective in covert, counterterrorism and kidnap operations.

Walker distills the lessons learned from high-profile abductions and presents readers with a step-by-step approach to successful negotiations in daily life in his recently released book, Order Out of Chaos, which keeps you on the edge of your seat.

I asked, “To obtain the release of hostages — in a domestic situation, in the workplace, or as a cyberattack victim — what must you not do to avoid making the situation even more perilous?”

(1) Do not panic or allow yourself to be ruled by emotions.

First, do not allow emotions to get the better of you — panic makes it impossible to think straight, preventing you from making effective decisions, and you could wind up in a far worse situation.

By harnessing strong emotions, we are far better able to work with others in a cooperative effort to reach a positive outcome.

(2) Do not go into denial, bury your head in the sand or allow yourself to become frozen with fear. Do not catastrophize.

Any hostage situation can lead to catastrophizing – blowing things out of proportion, exaggerating or make it worse than it is. In an almost manic state of mind like that, we can’t be effective in dealing with the various parties. A successful outcome requires coming from a place of calmness and equanimity.

(3) Do not fail to develop a crisis management plan, involving key decision makers, well before an incident occurs.

Especially for organizations that send people around the world, a plan in place means that you will know who needs to be involved, who the decision makers are and the key steps required to manage the situation as effectively as possible.

Without a plan, there is chaos, with people all running their own agenda, and egos leading the charge. This allows the kidnappers to sow the seeds of distrust.

(4) Do not fail to realize that trust is the most critical element in any hostage negotiation.

“Establishing a mutual trusting relationship with the kidnappers is absolutely essential so that when the ransom money is handed over, they will release the hostages or, in a ransomware attack, release the decryption codes,” Walker says, adding, “Also, that trust lets them know you are not going to track or double-cross them.”

He underscores, “Creating this mutually trusting relationship begins by actively listening to their needs, showing empathy, helping them feel seen, heard and understood.” Offering your help results in cooperation and collaboration, a feeling that “we’re in this together, and we’re going to find a solution that both of us feels as if we’ve got a good deal.”

“Without that trust, you’re not going to get a deal,” Walker points out. “This is where control of your own ego is so important. Yes, you are furious, but do not see yourself as Rambo. Do not convey the idea that they are going to lose and that you will do your best to make it happen!”

(5) Do not fail to know when and if to involve law enforcement even if you’re told not to by the kidnappers.

“If a family member or colleague is kidnapped in the U.S. or in Western Europe,” Walker notes, “absolutely involve law enforcement. However, in other parts of the world, sometimes the police, law enforcement and military are involved, or they turn a blind eye to kidnapping and extortion.”

He notes: “Even if they aren’t with the bad guys, most countries do not have people skilled to handle these sensitive matters that can drag on for months, and therefore attempt a rescue that can lead to death of the hostage.”

Kidnapping is rarely random

Walker cautions, “Ninety-nine percent of kidnappings are not just random. Victims weren’t in the wrong place at the wrong time. They were targeted.

Significant planning has gone into it, or the kidnapping was a direct result of personal information posted online. We need to be more circumspect about what we post and realize that few people need to know the details of our lives. Some might even become jealous, or see you as an easy way to score thousands of dollars.”

Order Out of Chaos is practical, accessible and well-written. It is a great read and would make an excellent gift for university business majors.

Dennis Beaver Practices law in Bakersfield and welcomes comments and questions from readers,
which may be faxed to (661) 323-7993,
or e-mailed to Lagombeaver1 – at – Gmail.com.

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Dennis Beaver practices law in Bakersfield and enjoys hearing from his readers. Contact Dennis Beaver.

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I am not a fan of self-help books for a variety of reasons, one of which is that most just take common sense principles and dress them up as a new discovery.

For example, “Want to be thought of as being a responsible person? Show up on time for work, go beyond what is requested, and follow your employer’s instructions. And while we are at it, pay your bills on time, get plenty of sleep, drink 8 glasses of water daily, and don’t abuse alcohol.”

Writers write this pablum, and folks who want to improve their lot in life buy one book after another, filling bookshelves with so-called pearls of wisdom that do not seem to have any practical effect on their lives. In fact, I know one accountant who has an entire room in his home filled with self-help books, and he is today just as weak and wimpy as ever, never applying the information he’s read.

In brief, if self-help books were so effective, we would not have hundreds but maybe a handful.

All of that said, I just finished reading The Grit Factor – Courage, Resilience & Leadership by Shannon Huffman Polson.  It is the only self-improvement book that I can recommend, and I say this because it is night and day different from anything else in its category.

What makes The Grit Factor so different from most other “Here’s how to become a more successful person” is because it is an autobiography of how the author overcame adversity to achieve some pretty amazing things, in, as the sub-title tells us, “The most male-dominated organization in the world – the U.S. Army.”

But this is not just a “How I did it?” collection of stories from the author’s life, rather she has assembled poignant examples from some of the remarkable people she met while an officer and Apache helicopter pilot in the United States Army. 

Her book takes a practical, experience-based approach, to leveling the playing field in employment and life. I think that it is the ideal read for that recent college grad, or anyone who has not quite found themselves. Even though I am 250 years old, even I found myself answering the questions she has readers ask of themselves. This is quite some read!

Revealing Grit at an Early Age

So, what is grit? Shannon revealed having buckets of it as early as nineteen, becoming the youngest woman ever to climb Mt. McKinley, later on to summit Mt. Rainier and Mt. Kilimanjaro. The qualities of passion, purpose and resilience revealed during these physical–and emotional–tasks would later surface when she was in Bosnia, flying Apache attack helicopters, one the first woman in the Army to do so.

A recurrent theme in the book is the need to have a candid discussion with yourself. Why I say this is an ideal book for that recent college grad or anyone just meandering through life with no fixed goal, comes in part from the challenges she presents to the reader.

Recognizing that in the real world there is often a gulf between what we are doing and what a voice inside of us says we should do, Shannon asks “What is your core purpose?” She then helps us to discover it. 

“Purpose comes from your head, but core purpose comes from your heart. Knowing your core purpose will also help you connect with others who either share that purpose or are committed to helping you fulfill yours which is another foundational component of grit.”

Overcoming Fear

To Shannon, grit is a skill that can be taught to help us overcome fear, break through uncertainty and reach our full potential. To help facilitate “growing our grit” she provides several exercises which include, Commit, Learn and Launch,

Commit means being clear on your course–your intended plan–and is deeply connected to understanding your story. This means doing an analysis of your strengths and values which will help to overcome areas of weakness. It is by knowing–and taming–those areas of our personality which have been problematic that we can truly advance.

Learn means having an understanding of the present which encompasses the critical skill of listening. From her own experience in the Army, she makes it clear that listening is perhaps the single most important quality a leader must possess.  Additionally, she makes it clear that successful people are not islands; you need a circle of supportive friends and colleagues whom you can go to when things get rough.

Launch means to face fear by being adaptable, and saying to yourself, “I will not quit.”

While arguably intended for a female audience, The Grit Factor is one inspiring read for us all.

Dennis Beaver practices law in Bakersfield and enjoys hearing from his readers. Contact Dennis Beaver.

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If you saw the 1976 movie Network, you’ll remember the line of dialogue that’s impossible to forget: “I’m as mad as hell, and I’m not going to take this anymore!” It was spoken by the character Howard Beale, played by Peter Finch.

The film’s powerful message — that we all must fight injustice — is as relevant today as it was in the ’70s.

So, tell me, how would you feel if, for no reason other than that he could, the most powerful unelected man in our country fired your best friend without cause or justification? Now, substitute yourself for that friend.

Feeling cheated? Ripped off? You bet.

But would you say something? Would you stand up against this great injustice? Would you defy those who say, “Be quiet! Say nothing.”

How we react impacts all strata of our society — economically and morally.

Over the past few months, several books have been published or are coming out soon that touch on this theme of divisiveness that’s invading almost every corner of our lives — about speaking out, trying to bridge differences and turning down the temperature. I am highlighting four of those excellent reads today.

‘Defy: The Power of No in a World That Demands Yes’

All of the authors offer even the most fearful among us powerful tools — applicable at work, in the classroom and at home — to not only understand the dynamics of discord, but also leverage it to find solutions instead of remaining silent or leaving the room.

There is a common thread: It’s not simply why we are so angry, frustrated and struggling or afraid to speak up, but we also fear “retribution for speaking our minds on subjects that are critical to the well-being of country, corporations and families alike,” observes Dr. Sunita Sah, organizational psychologist at Cornell University, in her book Defy.

“Dennis,” she says, “the July 2013 crash of Asiana Airlines Flight 214 while attempting a landing at San Francisco International Airport was because the co-pilot was afraid to challenge the pilot’s poor judgment. He was afraid to ‘defy’ authority, knowing the plane was coming in too low and slow.” Three people died, and nearly 200 were injured.

Sah, a physician, effectively injects readers with shots of intestinal fortitude — guts — showing us how to minimize our chances of becoming victims ourselves when we stand up and tell it like it is. It’s a great read.

‘Conflict Resilience: Negotiating Disagreement Without Giving Up or Giving In’

Ever notice how difficult it is to get someone to change their mind even when they’re presented with hard facts and data?

In their book Conflict Resilience (coming March 18), authors Robert Bordone, a Harvard Law School professor, and Dr. Joel Salinas, a behavioral neurologist, explain what is going on at a physiological level. What is the brain doing to sometimes trap us into false reasoning — and how do we deal with it?

They explore ways to embrace conflict, rather than avoid it, which can lead to breaking down walls and promoting understanding.

The book is ideal for business and health science majors, as well as people in fields where conflict is certain to arise. Conflict Resilience provides a fascinating trip through the mind and will keep you curious to find out what is on the next page.

‘The Courage Gap: 5 Steps to Braver Action’

“Go through the motions, and the emotions will follow” is how I would sum up The Courage Gap by Margie Warrell, an excellent, step-by-step instruction manual on how to convert thinking to doing — activating one’s courage. Reading it made me think of the Cowardly Lion in the movie The Wizard of Oz — his courage was always there, he just needed someone to show him how to set it free.

Warrell’s research-supported message is set in motion by an inspiring foreword by General Stanley McChrystal, making it difficult to put this practical, accessible book down.

“Yes, you can stand up not only for yourself, but for others, and I’m going to show you how,” is what you can almost hear Warrell whispering in your ear as you read. The Courage Gap is ripe for our time.

‘The Age of Outrage: How to Lead in a Polarized World’

If you have ever wondered what led to the pain and anger so many of us all across America are feeling — as well as our fears for the future — you’ll find answers in The Age of Outrage by Karthik Ramanna, business professor at the Oxford School of Government.

Ramanna takes us back to the 2008 financial crisis, “which was an enormous turning point and marked the beginning of the end of consensus, which in turn led to movements like Occupy Wall Street and the Tea Party and the election of Donald Trump.”

The author is concerned that “them vs us” isn’t going away any time soon and offers a “toolkit” to help business leaders turn down the temperature, creating a basis for calm discussion that seeks constructive input from all corners.

Dennis Beaver Practices law in Bakersfield and welcomes comments and questions from readers,
which may be faxed to (661) 323-7993,
or e-mailed to Lagombeaver1 – at – Gmail.com.

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“Would you like to try something interesting? Asks University of Michigan Psychology Professor Ethan Kross. “Imagine what it would be like to not be able to silently repeat a phone number in your head, or remind yourself what’s on your grocery list, or rehearse what you plan to say during a presentation. It’s a hard experience to fathom.

“And it is what we say – what we hear ourselves saying – that gives great insight into who we are, where we are, how we see our world and future.”

His latest book, “Chatter: The Voice in our Head, Why It Matters and How to Harness It,” is a compelling read that explains the mental – the neurological mechanism – that has such a huge impact on our daily lives.

Understanding the importance of self-talk — especially negative — and what we can do about it — that’s the message, so relevant to a COVID-impacted world of burnout.

Can we manage this potentially destructive voice in our heads which Kross calls chatter and that we all have? And, who hasn’t wondered, “Just what is this voice that at times is praising me, but more often, scolding and undermining my thoughts? Why is it doing this to me? Can it be managed?”

Kross began our discussion by referring to our inner voice as a “Swiss Army Knife of the Mind.”

Our Inner Voice

“We have an ability — by silently using language to reflect on some feature on our lives — to do many different things. This allows us to keep a great deal of information active in our heads. It is part of our working memory system, and with so many other practical uses, really is a Swiss Army knife of the mind.

“So, when I go to the supermarket and think, ‘What did my wife tell me to buy?’ I am using my inner voice.

“We also use our inner voice to simulate events before a date or a presentation. We go over it in our minds, what we are going to say, hearing questions and our responses.

“Next, the inner voice allows us to control ourselves, and to help steer us in the right direction when facing adversity.

“Finally, we use our inner voice to make sense of our experiences enabling us to understand who we are. At times, we even ask ourselves “Why did I say that?” These questions and explanations generated by our inner voice helps us forge an identity.

“You would not want to life live without your inner voice,” Kross underscores.

And when we worry or ruminate, experiencing what he calls chatter?

“It puts us in a negative thought loop that can be a tremendous problem impacting three areas of life.”

1 – Makes it hard to think and perform.

We don’t remember what we’ve just read when our attention is consumed by chatter.

For example, have you ever worried about an upcoming presentation and find that you are focused on aspects that create stage fright? That leads to “paralysis by analysis,” over-thinking the individual elements of the presentation in ways that ultimately undermine your performance

2 – Creates friction in our social relationships.

Chatter is an aspect of the human condition making us intensely motivated to talk about what is gnawing at our soul! We find someone who will listen and we keep on talking about it over and over again! Sound familiar? Eventually, that person who cares about us can only take so much and pulls away.

3 – It is that inner voice that puts us down and gives us ugly thoughts.

“I can’t accomplish a thing!” “I suck at this!” Close to an obsessive thought, the common feature of chatter is looping of the same things, turning them over and over in our minds until they become all consuming. Chatter creates a stress response associated with hypertension and a host of related health issues.

How Can We Deal with Chatter?

His years in a psyche lab convince Kross that there are ways of dealing with chatter, where “The greatest challenge is finding the best combination.”

And these include:

– On your own: Step back in a distancing strategy.

Use language to shift your perspective. For example, assume you were giving advice to someone else, but in fact to yourself. Also, use mental time travel. When you experience chatter, think about how you will feel weeks, months, years later – things will get better. Or, go back in time – “Things were worse in the Spanish Flu.”

-Nature gives us tools for managing chatter:

When we contemplate something bigger than ourselves, we feel smaller and so does our chatter. Exposure to green spaces or a walk in the park draws our attention away from chatter. Nature allows us to experience the emotion of awe – a beautiful sunset, or majestic redwood trees.

“Chatter: The Voice in our Head, Why It Matters and How to Harness It,” is the ideal gift for anyone who wants insight into an avenue of the human condition that had been poorly explored. Read Chatter and when someone comes to you with their own chatter, you will know what to do.

Dennis Beaver practices law in Bakersfield and enjoys hearing from his readers. Contact Dennis Beaver.

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