Motivation Feed

Jay Leno's Secrets of Sales Success

Jay Leno has ranked No. 1 among the broadcast networks in the 11:35 p.m. time slot since 1995. The success of the Tonight Show has helped NBC rake in over $1 billion in profits. As Jimmy Fallon takes over as the new host it is time to review what we can learn from Jay Leno's consistent success. 

First, success in comedy and in sales hinges on your ability to sell yourself. When Jay started out he had to deal with a ton of adversity and a lot of rejection. He once performed in a place in Atlanta where he had to step into a wire-cage that the owner installed to protect the performers from flying beer bottles. Selling yourself takes guts and courage. 

Second, to overcome the objection that he was an unknown performer he challenged club owners with this creative approach: "I'd like to perform on stage." At this point he slapped a $50 bill on the counter saying, "If you don't think I do a good job, you can keep the $50. But if you like my act, I'd like you to hire me." By showing the customer that he was not afraid to put some skin in the game, Jay got more chances to perform.

Third, after Jay got invited to perform on the Tonight Show with Johnny Carson, he looked like an overnight success. But the second and third time he didn't do as well and he wasn't invited back. Jay went back on the road, tested out new material with new audiences and honed his skills. Successful salespeople use the same strategy: after each setback they prepare themselves for a a comeback. 

To learn the fourth success secret, watch this three minute video. Please share your thoughts on Jay's apoproach. To subscribe to Selling Power magazine in the Cloud visit

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How to Win in 2014

Seth Godin on how to win in 2014 

"You have everything you need to build something bigger than yourself," is one of my favorite Seth Godin quotes. A short conversation with him will leave you thinking for days afterwards. Seth thinks deeper and his ideas grow in an unusual soil. His mind operates on Olympic levels of curiosity.  It’s no wonder that over 1 million people read his blog. He has authored 17 books and many of them have made it to the top of the New York Times bestseller list. If you don't know Seth, it's not to late to join him online, join his ( and enjoy his kaleidoscopic perspective. Here is just one fragment from a blog post Oct. 29, 2012 “Who you hang out with determines what you dream about and what you collide with. And the collisions and the dreams lead to your changes.”  

Seth and I agreed to meet for lunch in New York City. As I approached the restaurant, I noticed him standing outside, wearing a stylish suit and tie, a blue bike helmet dangling from his left hand while he looked at his cell phone. Seth is always in pursuit of quality, efficiency while enjoying life. "I am searching for a better place to eat," he explained. He took the train from his office in Hastings on the Hudson to New York City and pedaled over on a city bike. We decided to walk in the direction of our studio and after a few steps we found an oyster bar. We ordered a plate of 8 delicious oysters to share, which inspired Seth to share this thought: "Four is just enough. It's interesting that in our culture we tend to think that more is better. It isn't. Four oysters are delicious and six are OK, but the more you eat the more the initial pleasure wears off. Research shows that more health care for seniors doesn’t make them healthier, and a greater reduction of teacher-to-student ratios in schools doesn’t lead to better grades. If the class size gets too small, grades go down again." Seth’s point, that more is not better, runs against the “supersize-it” neurotic, greed-is-good culture that characterizes the superficial mindset of America’s underbelly.

Seth’s antenna is always tuned into to the emerging Zeitgeist of our times. In this six-minute video interview he explains the major shifts in business and how we should approach 2014. His well articulated insight – if applied –is enough to optimize your success in 2014. 

This is republished from Selling Power Magazine in the Cloud, January 2014 edition. To see the entire issue visit and click on "Get One Time Access" 


When salespeople should say "no"

In the January issue of Selling Power magazine in the Cloud we published a cover story with Seth Godin. To enhance the experience with our content we now add video interviews that I think you will find very helpful. 

In this short video (3:44 min) Seth explains why saying no to client builds trust and why accepting a no from a client can help you build a stronger relationship. 


New Ways to Pitch and Other Advice for Sellers from Daniel Pink

Cabrera_newToday's blog post is by Christopher Cabrera, CEO of Xactly Corporation, the industry leader in sales compensation automation.


Author Daniel Pink writes extensively about work and human motivation, and in To Sell Is Human: The Surprising Truth About Moving Others, he writes in particular about the motivation of salespeople. I wrote earlier this year about his view that, for many people, autonomy, mastery, and purpose are more motivating than money.

Earlier this month, Pink discussed the more tactical side of sales in a wide-ranging Webinar hosted by Buyers today are likely to have as much product knowledge as sellers, so he offered some tips on how sales organizations can adapt.

  • Be more consultative. Buyers can gather basic information about products on their own, so the sales role has shifted. Now there’s a new premium on expertise. As always, sales leaders need to be experts in their own product offerings, but they need to be almost as well versed in the buyer’s business.

    The most successful salespeople, especially in B2B, will be the forward thinkers who can help buyers “uncover problems that they didn’t realize they had,” said Pink.
  • Look beyond the extroverts. Research shows that extroverts are more likely to go into sales, get hired into sales jobs, and get promoted.  But, Pink said, “when scholars have looked at the link between extroversion and sales performance, the correlation is basically zero.”

    He cited a study by Wharton professor Adam Grant, who compared the performance of introverted and extroverted salespeople. The extroverts did a little better than the introverts, but not much.

“The big story here is that neither the introverts nor the extroverts did nearly as well as a third group: the ambiverts,” ­said Pink. These are people who land in the middle of the spectrum. Ambiverts by far make the best salespeople, according to Pink, because “they have a wider repertoire of skills. They know when to speak up, they know when to shut up. They know when to push and when to hold back.”

  • Know the modern ABCs. “Always be closing” is no longer the sales mantra. Social psychologists, behavioral economists, and others who study the way people make decisions have identified three qualities for being effective in the new world of sales:
  1. Attunement – the ability to see something from someone else’s point of view.
  2. Buoyancy – the ability to stay afloat in the “ocean of rejection” that comes with selling.
  3. Clarity – the ability to move from merely accessing information to curating and making sense of it. This ties in with adding value by identifying future problems, not just solving current ones.
  • Find new ways to pitch. Salespeople are familiar with the elevator pitch, but smart salespeople broaden their repertoire. A few examples:
    • Pitching with questions gets buyers to come up with their own reasons for agreeing with salespeople (effective when the facts are on your side).
    • Pitching with rhyme, oddly enough, increases “processing fluency” and makes ideas stick. Compare the phrase “Woes unite foes” with “Woes unite enemies.”
    • The one-word pitch is the one thing you want people to think about when they think of your product, e.g., MasterCard’s “Priceless.”

  • Hire good learners. If you’re looking to hire recent college grads, remember that they aren’t likely to have much of a track record. In that case, look for potential and eagerness to learn. You might think athletes perform well in sales because they’re competitive, but they (and musicians) often excel because they’re accustomed to practicing and realize that their performance affects others, and others affect them.

What do you think of Pink’s ideas about motivation? Share your thoughts in the comments section.

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Do You Feel Handicapped by the Need to Boil the Ocean?

Several days ago, I was in Chicago, and I took a cab from O’Hare Airport to my hotel. The cab driver was wearing a Chicago Bulls basketball jersey with player Derrick Rose’s # 1 on the back. When I asked him about the jersey, he told me, “I’ve got something in common with Derrick Rose. We were both raised in Englewood, a rough neighborhood on Chicago’s South Side.” The cab driver told me that he, too, wanted to be wealthy and famous.

I noticed a book on the front seat: Friedrich Nietzsche’s Beyond Good and Evil: Prelude to a Philosophy of the Future. At first I thought that the cab driver was also a philosophy student, perhaps taking courses at night, but rather than jump to conclusions, I asked. He told me that philosophy was a source of inspiration for the rap songs he writes, and that opened a floodgate of information way too long to share in this space. He shared with me that he actually felt pressured to become a superstar rapper, but he hadn’t written a good song in a long time.

As we were driving down the highway, he confessed that he had no idea how to create his brand, sell his work, or compete with rappers who capture the spirit of our times in the most edgy ways. He said, “I’ve been stuck in a rut for the past two years. I want to take three months off and do nothing but write new songs.”

Surprisingly, he asked me what I thought, so I made a suggestion, drawing from what I know: the art of selling. “Take baby steps; don’t try to boil the ocean. Why don’t you set smaller goals every day? Think about what you can do today. Perhaps write three good lines and call it a day. Tomorrow, you’ll add three more and within a month you’ve got 90 lines.”

His face lit up, and he said, “I can do that. I really can’t afford to take off from work anyway. I can write three lines over and over until they’re perfect – that takes less than an hour a day.”

That conversation brings me back to the rut in which many sales organizations find themselves. Sales leaders delay decisions until they have all the information they need. They wait for new studies and fresh surveys and buy-in from C-level executives, and they don’t think about what they can successfully do today. The world is shifting from the delay economy to the real-time economy. The time to get things done is now. 

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Avoid These Common SPIFF Mistakes

ChrisCabreraToday's blog post is by Christopher Cabrera, CEO of Xactly Corporation, the industry leader in sales compensation automation.

“SPIFFs are dangerous,” says Joseph DiMisa, a senior VP with Sibson Consulting. “There’s a need for them, but they’re dangerous.”

Dangerous? SPIFFs? The sales performance incentive funds that light a fire under salespeople so they move extra inventory, boost new products, or even spend some quality time with the CRM?  Those SPIFFs?

Yes, those SPIFFs, says DiMisa. At Xactly’s CompCloud user conference last month in San Francisco, he and other panelists elaborated on the downside of special incentives. The danger he sees is twofold:

  1. SPIFFs invite “whale watching.” Someone spots a whale on the left side of the boat, so the passengers all run to that side, but the whale is gone. Then it’s spotted on the right, and they all run to the right. The result? The boat – or incentive-compensation plan – lurches all over the place, directionless.

    If your sales team is constantly chasing SPIFFs, DiMisa says, “then your comp plan is off course.” The core incentive-compensation plan should drive your sales organization’s behavior and results.
  2. SPIFFs are like a drug!  They’re addictive: the more you get, the more you want.  If SPIFFs are too frequent or run too long, it’s difficult to pull them back. Reps start to think of them as a given. Companies typically spend 6–10 percent of their incentive budgets on SPIFFs, but DiMisa has seen them spiral as high as 18 percent.

Shawn Rossi of Mercer warns that SPIFFs can easily become a distraction and the ROI is fuzzy at best. When you figure in the cost and effort of getting the word out and running the programs, “It becomes a question of whether it’s worth it,” he said.

Yet another issue, says SalesGlobe’s Mark Donnolo, is that over-reliance on SPIFFs creates behaviors you don’t want. He likens it to Macy’s One Day Sales: everyone knows they’re coming sooner or later, so they plan around them to get the biggest payoff.

Clearly, there are plenty of pitfalls to watch out for when considering SPIFFs. But remember the other half of DiMisa’s statement: there’s a need for them. Pitfalls aside, SPIFFs do have their place and can be effective when implemented with care.

Here are some best practices to keep in mind for successful SPIFFs:

  • Make sure they’re programmatic and well thought-out. Know your expected ROI.
  • Use them judiciously. SPIFFs are effective when you’re launching a new product, for example, or if you have excess inventory or want to bundle products. Stick to specific scenarios. You don’t want to create a menu of incentives so that sales reps choose how they’re compensated.
  • Keep them short term, three months max.
  • Keep them infrequent. Two per year is plenty.
  • Make them unpredictable. This is the best way to avoid the “One Day Sale” syndrome.
  • Limit the cost to about 5 percent of your incentive budget.

Chad Albrecht of ZS Associates says following these guidelines will allow SPIFFs “to serve their purpose, which is a short-term gain or win based on a particular focus that you want to drive. Don’t overwhelm your sales-incentive plan.”

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Facts Every Sales Manager Should Know about Motivation

Cabrera_newToday's blog post is by Christopher Cabrera, CEO of Xactly Corporation, the industry leader in sales compensation automation.


Xactly just wrapped up our third annual CompCloud user conference in San Francisco last week. It was great to spend a few days listening to our customers and sharing our plans for the next year or so.

We were pleased to go into more depth with them about our new products and services, including Xactly Insights, which I wrote about in March. We’ve analyzed eight years’ worth of anonymized customer data from hundreds of companies to establish benchmarks and best practices in incentive compensation and motivation.

Our principal compensation strategist, Erik Charles, will detail some of our findings on Wed., May 22, at 10 a.m. Pacific time in a free joint webinar with Selling Power. He’ll discuss quota attainment, and what our data shows on issues including:

  • Quota timing, and why short and long measurement periods can deliver different results
  • What to look for when determining the true total cost of a sale
  • How you can hurt performance by measuring too much

The benefits of having this “big data” analysis are very real. Michael DeLeonardis, our VP of Insights and Benchmarks, says that “companies that use data always get a better ROI.” Imagine, for example, if you had two similar territories with a $1 million difference in spend. A deeper look could pinpoint the cause and help you get expenses in line.

DeLeonardis says that when strategic business decisions are driven by data, he’s seen revenue increase by 10 percent, productivity by 30 percent, and margins by a significant amount.

One of the most powerful applications of our Insights data is that it can be used to drive behavior much more effectively than by simply making assumptions about how to improve sales results. Our data highlighted three factors that are widely assumed to drive behavior, but in fact seem to have a negligible effect:

  • Holds and releases: Sales reps commonly aren’t paid their commission when they make a sale; they’re paid at a later date because the company wants some secondary behavior, such as invoicing or collection. Some companies use holds to influence sales behavior as well, but our data found no evidence that that’s the case.
  • Plan components: Some customers have designed compensation plans with 10–15 measures. Our data validates the industry belief that two or three measures are ideal, and that performance drops at five.
  • Credit assignment: Examples in which many people were credited on deals also showed no improvement in sales behavior.

On the other hand, some that drive behavior effectively:

  • Quota timing: Shorter, more frequent periods can improve performance. A higher percentage of reps meet quota when they have monthly or year-to-date quotas than if they’re measured quarterly or annually. The exception is for products with very long sales cycles, when it’s not realistic to shorten the time.
  • Pay mix: The mix between base salary and variable pay does have a correlation to performance. The ideal mix varies by sales role, industry, and other factors.
  • Capping: The practice of setting a maximum amount that sales reps can earn, regardless of their performance, has a negative impact on sales behavior. Caps prevent reps from reaching their peak performance, and indirectly encourage them to relax after their quotas are met.

These are just some of the ways we’re using data to develop our Insights services. I hope you’ll join our webinar on Wednesday for more on how Big Data can help you incent your sales team to attain and exceed quota.

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What about That Myth That Selling Is Getting “Tougher”?

Talk to sales managers about their jobs, and chances are, you’ll hear four common “complaints” about how they perceive today’s selling climate:

1. Selling is tougher than it has ever been.

2. Selling is more competitive than it has ever been.

3. Selling is more complex than it has ever been.

4. Selling is more stressful and not as much fun as it used to be.

How true are these statements? That’s a trick question. Believe it or not, these four responses don’t always reflect the state of the economy. More often, they reflect the state of mind of the responder.

I know a group of successful sales executives who say, “Selling has become more exciting than it has ever been.” These are the top performers who make things happen. They think differently because they see things differently. They know that it takes only a small shift in perception to achieve a big shift in performance.

Managing perception is what good selling is all about. A great salesperson is able to offer the customer a new perspective on an old problem. That, in turn, leads to a shift in attitude, a shift in the customer’s decision-making process. And that leads to a shift in the salesperson’s performance curve.

Top performers seem to be more effective when it comes to managing the selling’s “inner game.” While average salespeople unconsciously allow their fears to grow, top performers consciously challenge themselves to outgrow their fears.

Top performers don’t wish for less complexity, they learn to master more complex challenges. Like mountain climbers, they know that they won’t get better by seeking out gentler slopes. They have to find new ways to master greater degrees of difficulty.

Great CEOs don’t complain about the tough competition. They revel in the challenges that confront them. They meet those challenges head-on and no holds barred. Top sales leaders don’t wish for easier customers, but they build a better process for hiring more “A” players and helping them develop greater skills.

While average sales achievers automatically think that selling is getting harder, top achievers habitually take a harder look at reality and discover new ways to make selling easier for them and more authentic and enjoyable for their customers. They relate to their customers without pretense, and they don’t wear masks that prevent people from knowing who they really are.

When there is a crisis with a customer, the top performers rely on their inner reserves to see the opportunity within the difficulty, and they use a crisis to develop a more rewarding relationship with the client. How do top performers stay calm in a crisis? They take a half a step back and tune into their zone of productive awareness.

Top performers know that we can’t change reality, but we can choose to change our perception of reality. While average achievers know this as a fact, top performers live by this fact. Top performers are always aware of the secret to high achievement: as soon as we change our perception, we change our performance.

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How Managers Can Go Beyond the Carrot and the Stick to Motivate Reps

Cabrera_newToday's blog post is by Christopher Cabrera, CEO of Xactly Corporation, the industry leader in sales compensation automation.


Many sales leaders hope to drive performance by enticing their reps with one tempting financial incentive after another. And that makes a certain amount of sense: what salesperson wouldn’t work just a little bit harder to earn a nice bonus? Seems like a no-brainer.

In fact, the link between money and performance is more tenuous than you might expect. One expert whose work I like in this area is author and journalist Daniel Pink, who has written a number of books on shifting trends in the way we work. His book Drive: The Surprising Truth About What Motivates Us uses 50 years of behavioral science to overturn the conventional wisdom about human motivation. Based on his findings, he asserts that “when cash incentives are offered in this type of problem solving, it dulls the brain and blocks creativity.”

That’s not to say money isn’t a motivator at all. Of course it is. People who feel they’re underpaid aren’t likely to strive to do their best. But when they’re paid enough that money isn’t an issue, Pink says, it clears the way for them to focus on their work.

The carrot-and-stick approach to motivation fails to recognize the following key motivators for salespeople.

1. Autonomy

Autonomy is the desire to be self-directed, to have enough freedom to try something new every so often. Pink found that companies that wanted to spur innovation got better results when they gave employees freedom to do what they wanted rather than offered an innovation bonus.

One notable example of autonomy at work is Australian software company Atlassian’s “ShipIt Days” ­– hack-a-thons that give employees 24 hours to deliver a project of their choosing.

Sales leadership tip: In sales, autonomy might mean letting reps set open-ended goals after they’ve hit the company quota. Instead of capping commission, let sales reps achieve (and earn) as much as they want. Give reps the opportunity to prove their way into increased sales responsibilities.

2. Mastery

Mastery, of course, is simply the drive to get better at whatever it is you like to do, whether it’s playing a musical instrument, writing code, or selling widgets. Tap in to sales reps’ competitive nature. If you want them to master a particular skill, hold a contest or offer a SPIF.

Hand-in-hand with mastery comes the natural desire for recognition, which is too often overlooked. In a 2011 survey, Globoforce found that 69 percent of employees would work harder if they were recognized more.

Sales leadership tip: Mastery is easy enough to orchestrate for a sales team. Recognize accomplishments on public leaderboards, via email blasts or social/mobile technology, or at weekly team meetings.

3. Purpose

Purposecan be lofty, as in working to make the world a better place, or as down-to-earth as a salesperson’s wanting more from a job than just the next commission check. Sales leaders can lay out a career path that rewards reps for their successes, moving them from inbound to outbound calls, for example, or from SMBs to larger and larger firms.

Sales leadership tip: Successful salespeople might aspire to be seen as experts in their vertical or become coaches to less-experienced colleagues.

For more on motivating your sales team with more than just dollar signs, see my SlideShare presentation, “Insights on Motivation.”

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Remembering Zig Ziglar – America’s # 1 Motivator

This morning we learned that Zig Ziglar passed away at the age of 86.

Zig ziglar psp

Zig Ziglar has been a positive thinker and professional motivator for many decades. His electrifying speeches had a reputation for drawing standing ovations and leaving audiences spellbound. And he relished every single word of his famous punch line, “You can get everything in life you want if you help other people get what they want.”

During our first interview I realized that Zig Ziglar was more than a motivator. He was a person with a strong, well-established guiding philosophy, one that had enduring value for everyone. Ziglar was his own best success story. It began in Yazoo City, Mississippi. He was born one of twelve children. His father died when he was five, leaving his mother with five kids too young to work.

He became one of the most successful cookware salesmen of all time but quit knocking on doors when he recognized his ability to motivate others. Here is a transcript of my first interview with Zig that was originally published in Sept 1982.

Q: In one of your speeches you mentioned that negative thinking is as common as the cold. Did you find a cure for negative thinking?

Ziglar: If you feed your mind with positive thoughts, if you are selective about the things that you choose to read, look at, or listen to, then you are taking effective action against negative thinking.

Q: So you are saying that there is a direct link between negative thinking and negative input and that people can become more selective about the input?

Ziglar: Absolutely.

Q: What is your definition of success?

Ziglar: I believe that you're successful when you've dealt with the physical, the mental and the spiritual man successfully. If I made millions and destroyed my health in the process, or if I become the best at what I do but neglect my family, I wouldn't call that success.

Q: One of your claims is that your attitudes in life determine ultimately how successful you become.

Ziglar: Yes. Dr. William James said the most important discovery of our time is the realization that by altering our attitudes we can alter our lives. There is also a Harvard University study that points out that 85 percent of the reason people are hired or get ahead in their jobs is directly related to their attitudes.

Q: I once read a magazine article about motivational speakers that stated, "Speakers are superficial on the subject of motivation - like cheerleaders at a high school rally. Thin on content, heavy on performance." How do you respond to that?

Ziglar: I think they are right on the button. A lot of people do leave without any real meat. Excitement, yes, but nothing they can chew on the next day.

As you know, the Bible is my great source, because God's plan deals with this dilemma: He never makes a promise unless he gives you a plan. This translates into the principle that motivation without direction is very frustrating. You need to have a plan in addition to the motivation. Motivation without a goal doesn't get you anywhere. Personally, I never make a promise in a book, a speech or a recording unless I give a plan so my reader or listener can achieve the promise.

Q: What is your theory of self-motivation? How do you develop it?

Ziglar: When I build a fire in my fireplace, it will burn for a while. Then I notice that there are no flames. It has died down. I get up and take my poker and shake up those logs. All of a sudden, we've got bright flames. Now, all I did was just poke them, which created some motion. The motion creates a partial vacuum and new air is pulled into the fireplace. With an additional supply of oxygen, the fire ignites, and now we've got a flame. If I hadn't done some poking, there would have been no flame.

Now, this business about all motivation being self-motivation is only partially true. You can choose among many different sources to rekindle your motivation. In other words, the environment you select and the people you associate with become large contributing factors.

Q: Do positive input and the positive attitude need to be supplemented with a sound business plan and professional skills?

Ziglar: Absolutely. Positive thinking is an optimistic hope, not necessarily based on any facts. Positive believing is the same optimistic hope, but this time based on a sound reason. Here is an example. It would be positive thinking if I said I could whip George Foreman. It would be an idiotic action if I tried to do it.

Q: I've heard many sales managers express doubts about the lasting value of a motivational seminar.

Ziglar: They're absolutely right! Motivation is not permanent. Neither is bathing. But if you bathe every day, you're going to smell good. Fifteen minutes a day of motivation from a good audiocassette or a book can make a tremendous difference in your life and give you a motivational lift every day.

Q: You said once that life is simple but not easy, and that too many people are looking for quick and easy solutions.

Ziglar: Right. I firmly believe that the best work is often done by people who don't feel like doing it.

Q: Why do you recommend that salespeople listen to your books on tape 16 times to completely absorb the full message?

Ziglar: There are several university studies revealing that two weeks after you've learned anything new, unless it's reinforced, you only remember about 4 percent of it. That's the first reason. The second reason is that while we are listening we may experience a certain mood, and our minds will seek out messages that relate to that particular mood. On another day, let's say you just made a sale; you'll be in a different mood, and a whole new range of messages of the same recording will become clear in your mind. So by listening 16 times, the odds are that you will have absorbed the entire content.

Q: Let's say I've listened 16 times to your tapes on motivation. Do I know then how to motivate myself?

Ziglar: Yes.

Q: Do I master the skills sufficiently so that I become independent of your recordings?

Ziglar: Only if you've been practicing the things we've been advocating. It's like driving a car. You don't learn to drive a car by watching.

Q: Can I graduate in self-motivation, ever?

Ziglar: I don't think so, and I don't think I've graduated, because I constantly read and constantly study. I think you could draw an analogy with eating. You can't graduate in eating. You need to continue to make choices about your input. The same is true with self-motivation. You need to continue to make choices about what level of self-motivation you want to maintain.

Q: Many salespeople have a tough time in this economy. What thoughts can you offer to approach these tough challenges more positively?

Ziglar: A good friend of mine, Calvin Hunt in Victoria, Texas, said, "You know, Zig, it's an absolute fact that when we are in an economic slump, 50 percent of all salespeople literally slow down rather than speed up their efforts. They are not motivated to do something. They lose that enthusiasm.

"Now," he continued, "when that happens, it simply means that if business is down 20 percent, but 50 percent of the salespeople are not nearly as active, your own personal prospect list is considerably higher than if there was no recession."

Q: And the winners still keep winning.

Ziglar: Absolutely. It's their discipline, their commitment to maintain a high level of motivation and their sense of direction that gets them to the top.

Tomorrow: Zig’s Keys to Sales Success and his most memorable quotes