In a letter to his younger brother Theo on October 2, 1884, Vincent Van Gogh wrote about the fear of mistakes:
If one wants to be active, one mustn’t be afraid to do something wrong sometimes, not afraid to lapse into some mistakes. To be good — many people think that they’ll achieve it by doing no harm — and that’s a lie… That leads to stagnation, to mediocrity. Just slap something on it when you see a blank canvas staring at you with a sort of imbecility.
You don’t know how paralyzing it is, that stare from a blank canvas that says to the painter you can’t do anything. The canvas has an idiotic stare, and mesmerizes some painters so that they turn into idiots themselves.
Many painters are afraid of the blank canvas, but the blank canvas IS AFRAID of the truly passionate painter who dares — and who has once broken the spell of “you can’t.”
Life itself likewise always turns towards one an infinitely meaningless, discouraging, dispiriting blank side on which there is nothing, any more than on a blank canvas.
But however meaningless and vain, however dead life appears, the man of faith, of energy, of warmth, and who knows something, doesn’t let himself be fobbed off like that. He steps in and does something, and hangs on to that, in short, breaks, “violates”…
It’s a wicked problem that’s a hundred times bigger than the problem of global warming and many orders of magnitude greater than the problems of global health, water or population. It’s also the greatest opportunity on earth!
The problem is: human thinking.
A wicked problem is one which cannot be solved using human logic, our current and dominant way of thinking.
The rapid acceleration of global climate change, the unprecedented scale of the nuclear threat and the rising hegemony of artificial intelligence are all examples of wicked problems that cannot be solved with human logic.
At the level of human2human relationships, many causes of daily conflict are not solved but even exacerbated by binary I-am-right-and-you-are-wrong logic-style thinking.
Logic is natural to the human brain’s limbic system because it is driven by the emotion of fear. In particular, the fear of ‘mistakes’ and the fear of ‘surprise’.
In contrast, lateral thinking is not natural to the human brain. It is counter-intuitive. It requires re-wiring. Rather like driving a car, It must be acquired as a skill with at least ten hours of deliberate practise and repetition over time.
Since artificial intelligence can now do logic much faster than human intelligence, lateral thinking is a skill that we should be teaching our children … because they are going to need it!
In this recent DEAKIN University Talk Dr Michael Hewitt-Gleeson draws attention to “the greatest problem on Earth”.
The American Theory of Selling states that the salesperson closes the sale.
The American doctrine of selling or salesmanship says that ‘the salesperson‘ NOT ‘the customer‘ closes the sale.
This old-fashioned strategy of selling has caused many grievous problems in the marketplace. It is not only counter-productive for shareholders but also is a flawed strategy as it is unscientific because there is no evidence to support the theory.
Because it has a religious door-to-door, bible-selling provenance it is called the American Theory. I have called it oldsell. The bottom line is: oldsell sucks!
Currently, big banks in Australia are being criticised for their oldsell tactics with their salesperson ‘closing-the-sale’ manipulation training and a range of oldsell deceptions including grave-stoning and false advice.
There is even a Royal Commission into the oldsell culture, something that would never happen in America!
FACT: Bank leadership has spent millions of Australian dollars on importing the American Doctrine into Australia in the form of sales training, compensation and motivation programs, meetings and Amway-style evangelical, sales conventions.
Customers hate oldsell. Families, friends and strangers hate being the target of oldsell importuning and dodgy bullying tactics.
Yet, oldsell has been around for quite a while. It was first written about in the 1920s. Oldsell is a recognised part of the culture by the word-of-mouth spreading of salesman’s jokes and reflected in the arts with the tragedy of Willy Loman’s neurosis in Miller’s Death of a Salesman and in Broadway plays like Glengarry Glen Ross, TV binge-worthies like Billions and widely-acclaimed movies like Tin Men, Wolf of Wall Street and Sorentino’s epic Loro.
But my favourite is this classic scene in Woody Allen‘s movie Take The Money and Run where the ultimate punishment in prison is to be put in solitary confinement … with an insurance salesman …
Of course, everyone in the movie audience gets the joke. In 2016, I played this clip to an audience of senior insurance managers at a sales conference in Japan and they all laughed, too. So, I challenged them, “Why are you laughing! This is YOUR profession you are laughing at!”
There was an uncomfortable silence.
This Yankee carpet-bagger strategy has proven very costly to shareholders because it is difficult to recruit, to teach, to manage and to retain salespeople using this strategy. In America 80% of salespeople get only 20% of sales using this method. Most salespeople fail and leave the profession. This is very costly to shareholders and gives the sales profession a very poor reputation.
The American method is also costly to shareholders because it is difficult to gain and retain satisfied and loyal customers using this pre-social media method. Why? Because customers do not like this strategy and they tell their friends by word-of-mouth and so brands and reputations become damaged at great expense to the shareholders.
I have said before how sorry I am for the pain that we have caused them. I say so again today. Our goal is to uncover any cases where the customer has not had the right experience and to put it right. We understand we need to be fair and seen to be fair. We have done wrong by some customers in that business (Comminsure) and our other businesses.
Yet, at AUD$12million annual compensation for his efforts Mr Narev was the highest paid bank boss in Australia.
American salesmanship is about winners and losers. It’s a zero sum game. Although many Australian businesses have imported American sales training “close-the-sale” methods into their culture there is plenty of evidence to show that Australian customers prefer win/win to win/lose strategies.
In Australia, customers widely reject the ploys and tricks and games that salespeople play using the American method of “closing the sale”.
What it is further off-putting is that books on the American method have a strong evangelistic subtext (convert the sinner/close the sale) written by American preachers such as Zig Ziglar, Norman Vincent Peale and others and the method is often taught at revival-style, rah-rah meetings.
Most notorious are those accused of being pyramid-like schemes such as Amway and Herbalife. Oldsell, in America, has even been voted into the White House!
I have called this American Theory of Selling “OLDSELL” and have written at length both about the theory and practise of selling in a range of books over the last 30 years (eg NewSell (1984) andWOMBAT SELLING: how to sell by word of mouth (2006).
While many CEOs have indeed switched to newsell many, many more are still stuck with oldsell. Their customers are still punishing them for it by word-of-mouth and defection to competitive brands.
Image of Professions 2017 – (note bottom four lowest ratings)
How can you tell if a sales culture is dominated by OLDSELL?
One straightforward way you can discern the kind of sales culture that exists in a business is by recording the question habitually asked by the sales manager of the salesperson.
If, whenever a salesperson returns from a customer visit, the sales manager always asks, “Did you get the deal?” or “Did you close the sale?” etc then the focus of the salesperson is cued on the deal rather than on the customer … aka OLDSELL!
There is an alternative strategy that works ten times better than oldsell. Here the sales manager always asks, “Did you serve the customer?” or “Did you escape from uncheck?”
They are getting the job done without creating a fuss. They are getting on with others. They are co-operating and solving problems.
They are mindful of creating opportunities. They use their brainpower to give their employer a much better return on payroll.
Better thinkers are more job-friendly. Employers prefer better thinkers.
On any given day in any given business there are value fountains and value drains.
That day the value fountains created value for the shareholders.
The value drains depleted shareholder value on that day.
The job of the CEO is to multiply the number of value fountains by ten. That’s why CEOs offer better jobs to better thinkers.
“What everyone in the world wants is a good job. A good job is a job with a paycheck from a steady employer with 30+ hours per week … however, in many cases there is no hope of getting one.” – Jim Clifton, Chairman of Gallup
“We have no idea what the jobs market will look like in 2050.” – Professor Yuval Harari