Attitude is the essence of success

In this article we shall be looking at how our attitude, and the attitude of those we seek to serve or to which we provide a service, can help or hinder our achievements.

I’m sure, like me, you have heard that “attitude is the essence of success”. But whose attitude? Essentially in the financial services business, there are a number of parties involved. These can be summed up by identifying oneself as a ‘server’ or as one being served. For example, at the point of sale there is the client (being served) and the adviser (the server). In a training or supervisory situation the same roles apply. The trainer or supervisor is the server, and the delegate or trainee is the served.

Either party needs to control their own attitude. A negative attitude by either party can be very destructive. My own observations have led me to conclude that the person who is gripped by a negative attitude seeks to justify it, and such justification is seated in self-pity. Even when our own attitude is positive there is always someone who will try
to drag us down to his or her level. An example of this would be where someone had a previously bad experience, or considered such requirements as a waste of time.

So, it is important to guard against being drawn into a destructive thought mode. Robert Schuller makes some valid points in his book, “Tough times never last but tough people do.” In it he shows how to manage a problem positively. Why is it necessary to learn how to handle problems? – because everyone has them! The ‘arriver’ often has more problems than the ‘striver’!! Great dreams of great dreamers are never fulfilled, they are transcended. Every problem has a limited time span. Every problem holds hidden opportunities. Every problem will change you. You won’t be the same once the problem has been solved. You can choose what your problem will do to you. Although we can’t control problems, we can control our reaction to them. If you can’t resolve a problem, you can manage it. In the current climate of T&C requirements, can we afford to overlook the way that our attitude affects the process of preparing others to give financial advice?

There are a number of areas where improvements in attitude we make will have a beneficial effect on those we serve. Firstly, there is our appearance. A person who takes care and pride in their appearance is more likely to take care and pride in their work. It gives the right initial impression of one and helps others to feel confident in our presence.

Secondly, control. Creating an environment where others allow us to quickly and effectively move through the training or supervisory process. Being well organised and confident creates within the mind of others
feelings of confidence and trust.

Thirdly, our conduct, where verbal consideration and courteous behavior will be attractive to others.

Fourthly, motivation is important. A motivated person or group will become curious, involved, and hopefully imaginative enough to consider ideas and action. I can remember a time when someone challenged the need
to ‘provide all these figures’ for a course he was on. I asked him to allow me to develop that part of the course and promised him that he would see that there was great value to him as he compared his activity figures with those of his colleagues. He accepted my ‘promise’ and when we came to that part of the programme, he became most interested, and in his own words learnt much that would enable him to improve his own performance.

Fifthly, another attitude we must display is encouragement. Encouragement will help the trainee to realize that they can achieve their ambitions and solve their problems.

Sixthly, a trainer/supervisor who exudes an ‘air of authority’ is able to convince others of their conviction, knowledge and ability to deliver accurate advice and valuable benefits. Far from being a superior attitude, a trainer/supervisor who is not purposeful, may well create doubt in the other person’s mind.

Finally we look at sincerity. Yes, I know someone said “If you can fake this you’ve cracked it!” Well, if for no other reason than this, it must be real. A trainee who reads you as an honest, sincere individual will be more open and amenable to your ideas.

With procedure’s and service standards that are designed to help people achieve their ambitions and protect customer’s dependants, our attitude can only be one of caring and sincerity. So that’s all well and good.

But what about the trainee’s attitude? They can have many different moods and attitudes that we need to recognise and deal with.

Firstly, if we described an attitude of agreement, (this is where the individual is happy about the training or supervision event) would anyone admit that they found that difficult to deal with? Of course not, it is a very welcome attitude. Agreement is expressed in the same way as a buying signal. But they don’t all agree, do they?

Secondly, what about when the person who disbelieves the advice or is doubtful that it can fulfil their needs? When a person doubts, distrusts or is apathetic towards the value of a benefit, the trainer/supervisor can support their statements with evidence or proof.

Thirdly, apathy can be countered by using statements of value to arouse interest in new ideas. Here, as we have seen the trainer/supervisor’s attitude is important. In the presence of an apathetic person one must provide motivation, encouragement, exercise authority and be sincere. You won’t be surprised to see the next one, it’s, objection.

Fourthly, this attitude, of raising objections, can arise because they may be hiding information; they may be unhappy about a detail; or, they may have misunderstood a feature or benefit of the T&C requirement. In most cases there is a requirement to re-present the need for relevant competence required by the regulator.

Fifthly, there is the attitude of delay. When the trainee stalls the training/supervisory process or a decision, one of these four events is usually occurring:

1. They genuinely need to delay.

2. They are covering up a “true” need.

3. They are masking other reactions such as, doubt, apathy, distrust or an objection.

4. The person may be under pressure by a family member.

One has to use open questions to explore for further understanding in each of these cases.