Reasonable men adapt themselves to the world, where the unreasonable persists in adapting the world to fit them. Progress and performance improvement must then nearly always come from being unreasonable. If that was not the case we would only ever reach the heights of the peer group expectation.

Think about it… Roger Banister’s peers thought it unreasonable to expect him to run a mile in less than 4 minutes. Lance Armstrong must be an unreasonable man then, do you think? After major surgery in 1996 just how reasonable would it have been to consider returning to top class sport and again winning the Tour de France?

I recently read, a theory from a chap called Michael Neill, that you might like…“The number of reasons people have to do something is inversely proportional to how much they actually want to do it…” Meaning, you don’t need lots of reasons to get something done. If you find you need lots of reasons to justify something, it might just be the wrong thing to do.

Translating that to sales, you only need one reason to justify doing more of the right things, more of the time, don’t you? …It makes more sales.

Felicity

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This entry was posted on Monday, December 7th, 2009 at 4:19 pm and is filed under Business. You can follow any responses to this entry through the RSS 2.0 feed. You can leave a response, or trackback from your own site.