I have five questions about my professional life. The five questions I have professionally will be in the form of questions.
Why can’t I move up?
Why do coworkers feel like they are entitled to everything and can act any kind of way?
Why is the system not working properly?
What is not working enough hours to be able to get everything done?
Why do clients treat us like we are dispensable and dont need us?
As a full time sales rep for Verizon, I often ask myself these questions. The two questions that I am going to focus on are numbers 2 and 5.
These two questions stand out to me so much because they affect so much of my work life. The first question is why co workers feel like they have the right to be entitled prima donnas. The reason I chose this because some of my co workers love to scream rights and what they are NOT going to do. This is upsetting because all the rest of us just do the job and keep it moving. The entitled ones tend to create chaos with their antics. They think the job owes them something. They have achieved small wins and think the job has to move mountains for them. Amabile, T. M., & Kramer, S. (2011). One coworker kept everyone on edge with his narcissists antics. The team felt like they had to walk on eggshells to accommodate his attitude and extreme mood swings. He was good friends with the manager which was the only reason the team had to deal with him. He was sadly mistaken with me as I did not deal with his antics. We would get into several verbal disagreements. He finally left me alone with his foolishness.
The second question I have an issue with is how customers think we are dispensable. In today’s world of online shopping, Customers think they can do everything without our expertise. I have had customers treat me like a waiter trying to get their order rather than a sales consultant. I have had to work harder to stand out to customers who had this thought process towards me. In response to customers treating me dispensable, I have had to develop different aspects of divergent thinking like seeking novelty and making connections(Puccio,2012) I make connections by asking questions to cater a solution to the customers needs. Qualifying questions separate me from being just a sales rep to an actual consultant helping their needs in their eyes. I achieve novelty by asking them questions as well. I become a different type of sales rep to them. I also think this is such an important question to explore because automated systems are cutting out sales reps left and right. Companies want to just have customers dealing with machines. It is my (sales reps) job to create value in the marketplace. In 2019, This value is being seen as being a knowledgeable and educated teacher. We are teaching our customers how to use our product.
Mind maps are so important in creating a mental map leading to solutions. Mind maps open the clutter and chaos in your mind to reveal direction and clarity.
My experience using mind maps has been great. Mind maps makes me ask the hard questions of what I really want to know and focus on. It organizes my mind to hone in on the right parts to make it productive. The mind map anticipates the problems of a project to ensure it reaches its deadline. This is important because blindspots in a project are real. Understanding roadblocks ahead helps to ensure deadlines are met.
I don’t think I would have learned as much if I didn’t use this tool. I feel like the mindmap moved me out of my own way. I would use this process for other problems solving like for problem solving and helping to balance out my commissions. Mind Maps can be used to hire people as well. The mind map could be used to weigh out the pros and cons of a future employee.
All in all, Mind Maps have helped me to understand the underlying problems in a project. It has opened up my view of what it means to do creative problem solving.
Hunt, J. (n.d.). The “Just-In-Time Method”. Small Business – Chron.com. Retrieved from http://smallbusiness.chron.com/justintime-method-31185.html
Khanna , T., Song, J., & Lee, K. (2011). The paradox of Samsung’s rise. Harvard Business Review, 89(7/8), 142–147. Retrieved from https://hbsp.harvard.edu/tu/56cc5378
Puccio, G. J., Mance, M., Switalski, L. B., & Reali, P. D. (2012). Principles for divergent and convergent thinking: Becoming a better creative thinker. In Creativity Rising: Creative thinking and creative problem solving in the 21st century (pp. 51–70). Buffalo, NY: ICSC Press.
Amabile, T. M., & Kramer, S. (2011). The power of small wins. Harvard Business Review, 89(5), 70–80.(6), 41–51.
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