Workplace Self Promotion Is Also A Marketing Course.

Dear Anne, my performance appraisal at the end of the year has just ended. As usual, the assessment results are excellent, except for one thing.

My boss told me that I could always get some good ideas on how to work faster and more economically, but I didn't try to sell myself.

For example, I rarely speak during meetings. In the process of evaluation, we ask for self-assessment, but I often list the achievements of that year, but never explain the excellence of them.

In my previous work, I heard managers give the same evaluation.

But, as always, I really don't know what to do.

My nature does not like publicity, nor is it the type of salesperson's character.

Moreover, from small to large, I always think that people who often publicize their achievements are very stupid, and humility is the sign of strong personality.

How can I learn to sell myself at work? Do you have any suggestions for your readers? -- B.B.

Dear B.B.: what you might find interesting is that there are not many people who are confused as you are.

Sandler Training, a sales training company, recently surveyed 1082 employed Americans.

80% of them believe that "in today's society, people should be better at self promotion."

However, 2/3 (63%) of respondents said they spent less than an hour on self promotion each day.

David Mattson, CEO of Sandler, said: "our biggest audience is not professional salesmen, but other business people.

They want their creativity to attract attention, and at the same time, they will not leave anyone with a limelight.

He added, "as we all know, the smartest people are not necessarily the most successful people.

In the final analysis, we must have the ability to carry out effective self promotion.

About 45% of respondents said that workplace is the most difficult place to sell creative ideas.

(followed by families, the ratio is 21%.

As for how to express your creativity clearly so that the right people can hear you, Mattson provides the following ten suggestions for you and the people you are in the same situation.

1., don't take rejection as personal.

Mattson said: "when people sell a concept, the main obstacle is that once their views are rejected, they will see it as a negation of themselves, and then stop trying."

Instead, Mattson suggests, at least in this regard, to learn from professional athletes: "most top class professional baseball players in America outnumber the number of strikes three times.

But even so, they never give up their efforts. "

2., call instead of email.

Many people, especially shy people, often use e-mail when putting forward their best ideas, but the efficiency of this method is much lower than that of face to face or (if necessary) phone calls.

Mattson said, "making calls is more efficient.

You can use your intonation to give a more positive response to any questions that other people may ask.

3. 70% time to listen, 30% of time to speak.

Mattson said, "there is a saying in the sales field: no one likes to be promoted, but everyone likes to buy it.

Good salesmen never sell well.

On the contrary, they are good at listening, because listening enables you to focus on others -- their positions and the reasons for their reactions.

4. practice.

Find a friend or trusted colleague who is willing to listen to your sales practice.

Mattson suggests repeating six times before putting your creativity before the decision maker.

He said: "the first one or two main tasks are to solve the way of expressing creativity.

By the sixth time, you can use credible words.

Your own creativity. "

5., integrate the views of others.

Mattson said, "successful marketing is not" I "as the main body, but" we ".

Even though there is no distinction between explicit consciousness, subconscious can still tell whether your statement is based on "me" or "we".

Everyone wants to be part of the solution.

So, in our own

They integrate their suggestions.

This will not only improve your creativity, but also your reputation for promoting projects.

6., starting with declarative questions.

Mattson suggested, first of all, to address the question: "I notice that there is a problem in some aspect."

"The statement should be brief and concise.

Then two or three alternative options are suggested to observe people's reactions.

He added, "the final result is almost always:" a hybrid plan based on your vision.

People like to modify other people's words, so we might as well give them something to do.

7., justice is supported by just authority.

If feasible, use third party surveys or articles without interest to prove their views.

Mattson said: "getting support from a reliable source for your own view can bring you additional credibility."

8., don't be mean by yourself.

。

Mattson said that most people are eager for praise and recognition.

Usually compliment others on their outstanding tasks and turn them into a habit.

In this way, they will be more willing to listen to your statements when they are changing their positions.

He added: "of course, you must be sincere.

However, most people's work can hardly be appreciated by others, so even a simple act like "appreciation" can win them sincere listening.

9., understand other people's hobbies.

For people who often meet, Mattson has a so-called "fuzzy file".

For example, he said, "if I saw an article about a new ski, I would forward it to someone, because I knew he was a ski enthusiast.

For people who are interested in life outside work, they will impress people deeply.

10. often repeat first to ninth steps.

Mattson pointed out: "for these trivial matters, if you only do it once before the annual performance appraisal, it will become very difficult -- you will make everything too personal and disgusted.

You should always insist on doing these things, get used to it, do something every time, but don't give up.

You will notice that these suggestions do not leave any impression of being arrogant, arrogant or foolish. In fact, the result is quite the contrary.

However, Mattson believes that self promotion does require "intensive training", which takes time.