The Human Sales Factor

There’s a science to getting others to buy from you—a secret only the best salespeople, business leaders, entrepreneurs, and thought leaders in the world know: selling, at its core, isn’t really about moving a product or service. It’s about moving people. Having spent nearly three decades meticulously examining the skillsets required for connecting with others—through the training and coaching of thousands of sales leaders and their teams for some of the biggest brands in the world—bestselling author Lance Tyson has mastered the powers of persuasion and influence, while decoding the intricacies of why people buy from others. Whether you’re a seasoned professional or an entrepreneur trying to pitch the next great idea—or maybe you just want to get better at getting what you want—The Human Sales Factor: The Human-to-Human Equation for Connecting, Persuading, and Closing the Deal is for you. This book is a peek under the hood of Lance’s proven, predictable, scalable process. It’s designed for sales leaders and their teams, yet is still approachable and applicable for the person who just wants to open doors and increase the chances of getting anything they want or need. Connecting and persuading are no longer soft skills. They are fundamental skills that can help you attract investors, sell products, build brands, inspire teams, and trigger movements. Despite all the processes, lingo, methodologies, and corporate rhetoric, sales—no matter the industry—has never truly been B2B or B2C. It always has and always will be done Human-to-Human.

In this incessantly readable, groundbreaking work, Vincente makes vividly clear how we can bridge the widening gap between people and technology. He investigates every level of human activity - from simple matters such as our hand-eye coordination to complex human systems such as government regulatory agencies, and why businesses would benefit from making consumer goods easier to use. He shows us why we all have a vital stake in reforming the aviation industry, the health industry, and the way we live day-to-day with technology.

Selling Is an Away Game is a comprehensive guide designed to challenge traditional sales methods and transform how salespeople approach sales in today’s dog-eat-dog world. There are few professions as competitive and cutthroat as sales. Faced with daily rejections and the pressure of impending quotas, successful salespeople are those who have the proper strength, grit, and knowledgeable strategies to rise above the competition. Lance Tyson’s Selling Is an Away Game will immerse sales professionals in the mindset of the buyer and foster new strategies and tactics to help them become stronger and more effective salespeople. With over twenty years of sales experience, Lance knows what it takes to succeed in the industry and has compiled his knowledge into this definitive handbook to help companies and individuals increase sales production, shorten sales cycle time, reduce cost of sale, and develop talent.

Human resource departments are key components in the people management system of nearly every medium-to-large organization in the industrial world. They provide a wide range of essential services relating to employees, including recruitment, compensation, benefits, training, and labor relations. A century ago, however, before the concept of human resource management had been invented, the supervision and care of employees at even the largest companies were conducted without written policies or formal planning, and often in harsh, arbitrary, and counterproductive ways. How did companies such as United States Steel manage a workforce of 160,000 employees at dozens of plants without a specialized personnel or industrial relations department? What led some of these organizations to introduce human resources practices at the end of the nineteenth century? How were the earliest personnel departments structured and what were their responsibilities? And how did the theory and implementation of human resources management evolve, both within industry and as an academic field of research and teaching? In Managing the Human Factor, Bruce E. Kaufman chronicles the origins and early development of human resource management (HRM) in the United States from the 1870s, when the Labor Problem emerged as the nation's primary domestic policy concern, to 1933 and the start of the New Deal. Through new archival research, an extensive review and synthesis of the historical and contemporary literatures, and case studies illustrating best (and worst) practices during this period, Kaufman identifies the fourteen ideas, events, and movements that led to the creation of specialized HRM departments in the late 1910s, as well as their further growth and development into strategic business units in the welfare capitalism period of the 1920s. The research presented in this book not only uncovers many new aspects of the early development of personnel and industrial relations but also challenges central parts of the contemporary interpretation of the concept and evolution of HRM. Rich with insights on both the present and past of human resource management, Managing the Human Factor will be widely regarded as the definitive account of the early history of employee management in American companies and a must-read for all those interested in the indispensable function of managing people in organizations.

Double and triple your sales--in any market. The purpose of this book is to give you a series of ideas, methods, strategies, and techniques that you can use immediately to make more sales, faster and easier than ever before. It's a promise of prosperity that sales guru Brian Tracy has seen fulfilled again and again. More sales people have become millionaires as a result of listening to and applying his ideas than from any other sales training process ever developed.

When you hear “takeover” you likely think: Will I still have a job? Will I have to move? What changes will the new owners implement? But while takeovers are a time of transition, they don’t have to be scary—and in fact, they can actually jumpstart your career and leave you in a better position than you were in before. Richard E. Whitman, who has gone through dozens of takeovers during a forty-year career in high technology, explains how in this guide to navigating change in the workplace. Learn how to: —prepare for an impending acquisition; —avoid behaviors that will raise a red flag for new owners and managers; —determine your value to the new management team; and —decide quickly whether to adapt to change or leave. The author also examines why takeovers occur, who benefits, and the psychological turmoil that often goes along with answering to a new owner and perhaps having a new boss. Many employees worry about takeovers, but they can result in huge opportunities. Find out how to improve your prospects for success in this essential guide to surviving a takeover.

The concept of this book is based on a single psychological and neuroscience fact. To bring that fact home with the greatest impact, I'll ask this question: "If we could rid ourselves of our emotional side and retain only our rational side, would we make better or worse decisions?" Common sense may tell us we would make better decisions because we wouldn't have emotions to get in the way. But, the answer is, we wouldn't be able to make any decisions at all. That's because the rational brain only analyzes...it cannot conclude. With the absence of emotional input we would be so overwhelmed by trivial information, our decision making processes would collapse, trapped in a perpetual conflict of options, and we would suffer paralysis by analysis. The purpose of our emotions is to fill the gap between an action and "infallible" rationality, to bring us over the top so we can make practical decisions necessary to navigate everyday life. The rational part of the brain and the emotional part are a unit, a team, where making decisions is not a competition between reason and emotion but rather a symbiotic relationship.Neuroscientist and brain researcher, Paul MacLean offers us--particularly salespeople--a profound insight into the human mind when he laments, "You know what bugs me most about the brain? It's that the limbic system, this primitive brain that can neither read nor write, provides us with the feeling of what is real, true, and important." The operative word being "feeling."If you base your sales techniques solely on logical, rational reasoned facts, the brain is not your friend. The limbic system, or primitive brain, is a powerful influencer in how we all behave and act. It provides us with that "feeling" Dr. MacLean describes and annoys him. This primitive brain is where emotions bubble up from. to nudge us off the fence, providing us with the ability to conclude, to decide, to move forward. The concept of this book is based on this simple and transformative, yet counter intuitive fact, and is a leg up for the salesperson who's aware of it and practices the powerful techniques that will impact the primitive brain, having it lobby in favor of the salesperson within the prospect's mind; to nudge him or her off the fence in favor of, and biases the prospect's primitive brain toward that salesperson. This biasing function is quite powerful. The advertising industry has been aware of, and using this concept for decades very successfully. The conscious mind may want to make logically precise decisions, yet the subconscious mind wants to feel good. Feeling good always wins. This is one of the most significant mental functions and psychological discoveries of our time. This book teaches the techniques to apply and skillfully effectuate this science, and corroborates its validity with referential resources in the bibliography. Human decisions are wholly dependent on this mechanism. I have practiced and applied it for most of my thirty years in sales, and seen it work time and again to stand above the crowd and deliver uncommon results.