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27 Dec 2016

Secret Art of War 三十六计

Everyone knows the Art of War 孙子兵法 by military strategist 2,500 years ago Sun Tzu. Not many know that Sun Tzu's grandson, Sun Bin 孙膑, was one of the creators of another military classic, called Secret Art of War 秘密兵法, now known as The 36 Stratagems or 三十六计.

The 36 Stratagems details the exact tactic to use in 6 different situations. The first step is to assess your current situation and next is to select one of the 6 stratagems in your situation and apply them accordingly.

Many Chinese believe that The 36 Stratagems provides answers to all the world’s problems. In fact our company Asia Coaching Training has since 2013, offers free 30-minute consultancy to our selected clients.

The 36 Stratagems book is so secretive that until today, no one knows the author of this book. The form that we see today was only officially published in 1941. In short, although it is an ancient book, it is also a modern book.

In the business world, the most common tactic used by many is stratagem no. 31 “Beauty Trap” or 美人计. Note that this stratagem is classified under “Desperate stratagems” meaning you only use beauty trap when you are very desperate. Beauty trap is not to be used in normal situations. So the next time you see a beauty lady knocking on your doors to promote a product or service, know that the vendor is very desperate. That’s why you never see Apple or Google employing pretty ladies for they are not desperate!

Another commonly mis-understood stratagem is the last one “Escape is the best” or 走为上计. Many people would escape or give up at the first opportunity. Like in sales, many salespeople don’t follow up with prospects that say no to their proposal. Since this is the last stratagem, it is only to be used when you have exhausted all the 35 stratagems and hence the meaning is “If all else fails, escape is the best”.

Whether you are new or experienced in business, management and sales, if you too want to make this year a year of winning, not whining, come for this course that has taken 2,500 years to make.

*** This course qualifies for PIC (Productivity & Innovation Credit), where you can get 40% Grant. Hurry! Limited seats, register now! Details at here


18 Dec 2016

How I Move From Failure to Success in by using Win to Fight

Like most people in the corporate and business world, I used to behave in a competitive and driven way. People that know me know that I am one that go all the way to fight to win. Whether it is in business, people management, social or family, I am always goal driven and will go to great lengths to get what I want. Although I am not the extreme 'winner takes it all' and ultra aggressive guy, I am always ready for battles and believe that to win, I must fight hard until I win.

But I fail. This method of fight hard to win is not working. Feedback from my working partners reveals that they find it tiring to work with me. My friends confide in me that I am too short-term oriented. Although I may achieve what I want, the achievements often come at the expense of relationships and friendships.  I have few duplication of success and each project is getting more and more difficult. Most importantly, I am not happy inside.  I fail.

In 2010, after learning about the Art of War by a 2,500 years-old Chinese ancient military strategist called Sun Tzu (written as Sun Zi in pinyin or 孙子兵法), I decided to dwell myself deep into this subject. I soon started to conduct seminars and talks for corporations and organizations on this Sun Tzu Art of War. To walk my talk, I decided to convert my method of 'Fight to Win' to Sun Tzu's method of 'Win to Fight'.  By 2012, I achieved success and from then on, I only win to fight, not fight to win.

Fight to win is the typical method of plan hard, work hard, push hard and never let anything to happen to chance. Obstacles along the way are to be overcome with all means, and the motto is 'the end justify the means'.  It is about being hard on people with little heart with people.

Sun Zi's Win to Fight method is the exact opposite.  You don't fight to win. You win to fight. What does this means? This means that you don't go to the battlefield and fight to win. Before going to the battle, or better still, without going to the battlefield, you already won. You win without fighting hard or you win without fighting (不战而胜).

How can I win before the fight? There are two ways: win myself first and win others' hearts.

I win myself by fighting with myself. I fight hard to win over my own weaknesses. For example, my biggest weakness is afraid to take risk and as such I become overly conservative or 'kiasu' (meaning afraid to lose).  To win myself, I overcame my weaknesses by doing detailed cost-benefit analysis of all projects before commencing them. In this way I am prepared for the outcome of the project even before I start it. Whatever the outcome of the project I have already 'won' because I have calculated the odds and prepare myself to increase the odds of success.

The other way is to win people's hearts. The most obvious is in leadership and people management.

In the past when I fight to win, I would tell my staff the goals they are supposed to achieve. I pushed them hard, followed up with them closely and take no reasons as excuses for failure. When I changed my leadership and people management method to win without fighting, I no longer tell my people my goals. Instead I find out what are the goals of my people. For example, the goal of my temporary staff is to get into an overseas university of her choice. So I helped her to enrol in the right overseas universities and once she got in, I helped her to prepare herself for studies in the foreign land. When my staff know that I care for her life's goals more than I care for my own company's goals, she connected to me immediately. I won her respect and she sees me as a friend, not a boss. She naturally asked me what she can do to help me as a friend. I told her my company's goals and link achieving my company's goals to achieving her personal goals. I asked her to help me set up a proper prospecting system and close more sales so that I can release her early for her overseas study. She went all the way in her work and by the 3rd month, she helped me to achieve more sales that I originally asked for!

In dealing with my clients, I win to fight. I ensure that my company's training and coaching programs have distinct benefits as compared to the competitors. For example, we focused on practical applications and provide free consultancy and referrals in addition to training. When my prospects and clients see that I truly care for them and go all the way to help them achieve their goals, they give me not just one-time business but also future and referral business.

My friend, you too can achieve more success if you win to fight and not fight to win. Use the Sun Zi's Art of War method and you'll join the ranks of people over the last 2,500 years that win and win big. Happy winning!

Written by Andy Ng, Chief Trainer Coach at www.asiatrainers.com.  Contact Andy at 65-8201-4347 or email to andy@asiacoachingtraining.com today!


11 Dec 2016

5 Shocking Facts I Discovered from my China Trip

I have not been to China since 2005, and in particular, have not been to Guangxi province since 1986. Needless to say my recent trips to China have been real eye openers and the following are the 5 shocking facts that I find interesting about China:

1. Despite China having severe labour shortage problem, things get done
Everywhere I go, be it banks, restaurants, office, factories or hotels, there are not enough people working. Service is slow but we can get things done.

Often there will be just 2 people working in a small eatery that sits 30 people. The bank branch that I visited to open my bank account has only 3 people working: a security guard that doubles up as the internet banking advisor, a bank manager working behind the counter, and a counter girl who helps customers in all banking matters.

Despite having staff shortage, things do get done, provided one has no language barrier issues. Service standards become not important, as what can you expect from staff that multi-task?

2. Mobile Payment and Advertisements are Everywhere
Cashless payments are retailers and restaurants, including small eateries, as as common as people walking on the streets.  Other than Alipay, there is WeChat payment and other mobile payment methods.

But there is no Android or Apple pay.

3. People are Very Driven
The people in China may not appear to be enthusiastic, but they appear to be very driven to me. They display self-motivation and go to great lengths to get things done, including getting waivers from top levels on certain rules.  I wonder if this drive is driven by the high cost of living with a relatively low salary, or it is the desire of the Chinese to get ahead to make up for lost time

4. Construction is Super Fast
Everywhere is construction and the speed of construction is so fast that even the locals were shocked by the speed.  Tour guides would tell you to take a picture in front of this hill, and invite you to come back one or two years down the road to take picture at the exact spot with one difference: the hill would be replaced by a residential or office building in 1 to 2 years time!

On average, it takes one year to build an underground mass transit line with 15 stations and shopping malls with 3 levels of basements would take 2 to 6 months to build. Unbelievable but true!

5. High Growth is Taken for Granted
Having rapid growth in the economy since 1980 means that the average Chinese takes high economic growth for granted and expect things to be fast moving.  Most countries in this world are used to low or no economic growth and expect things to move slowly. But not in China: expecting the unexpected is the norm.

By Andy Ng, Chief Trainer Consultant with www.asiatrainers.com

23 Nov 2016

How Apple and Samsung Lost to 2 Unknown Brands

From Bloomberg news dated 23 November 2016 (abridged version)
Two years ago, Oppo and Vivo couldn’t crack the top five in China’s smartphone market. Now they outrank everyone after elbowing Apple aside, thanks to people like Cheng Xiaoning.
Cheng runs a thriving electronics store in the rural town of Miaoxia, tapping into her WeChat social media account to promote the brands that pay the biggest commission, and in her case that’s Oppo and Vivo. While such payments start at about 40 yuan (US$6), they escalate for more expensive handsets and reach almost 200 yuan for Oppo’s high-end smartphones.
“That’s why I like to introduce the Oppo R9 Plus to potential customers,” she said. “Business has been perfect, actually never been better.”
Cheng and tens of thousands of like-minded boosters form the vanguard of the pair’s charge against Apple Inc. and Samsung Electronics Co. Working with the local stores that dominate sales in China’s far-flung provinces, Oppo and Vivo came out of nowhere to upend the industry order and squeeze out former local darling Xiaomi Corp. Their labels graced one out of every three smartphones sold within China in the third quarter, while the iPhone’s market share at 7 percent stood at its lowest in almost three years.
Oppo and Vivo trace their origins to reclusive billionaire Mr Duan Yong Ping and employ similar strategies. That includes harnessing the spending power of rural customers away from top-tier cities such as Beijing and Shanghai. It’s where Apple’s vulnerable given the iPhone’s lofty price tag. They eschewed e-commerce to instead court the stores where three-quarters of smartphone sales take place. Apple has been more reluctant to relinquish the retail experience to local free-agents, who sometimes charge brands for in-store displays and posters.
“Oppo and Vivo are willing to share their profit with local sales. The reward was an extremely active and loyal nationwide sales network,” said Jin Di, an IDC analyst based in Beijing. While they declined to detail their subsidy program, she estimates the two were the top spenders in the past year. “They’re doing something different -- they do local marketing.
Together Oppo and Vivo shipped about 40 million smartphones in the third quarter of 2016, about 34 percent of devices sold in the world’s biggest market, according to IDC. In 2012, their combined share was about 2.5 percent. IPhone shipments plunged more than a third to 8.2 million during the period -- less than half of Vivo’s. Samsung, which once led the market, now settles for roughly 5 percent, according to Counterpoint.
Oppo and Vivo pack high-end specs into a phone that sells for a fraction of its rival’s in China, where iPhone 7s start at 5,388 (US$784). Consider the Oppo R9 plus: for 2,999 yuan, buyers get an aluminum body, 6-inch display, 16-megapixel camera and a battery that claims 19 hours of calls, photo and web browsing. Vivo’s high-end Xplay6, with a price tag of 4,498 yuan, also undercuts Apple.
The man who’s clobbering Apple started out low on the tech spectrum. Duan mae his fortune selling DVD players, telephones and game consoles similar to Nintendo’s. Bubugao Communication Equipment Co. Ltd., the parent of Vivo, emerged from a restructuring in 1999 that split his company. The billionaire later teamed with long-time colleague Tony Chen and others to found what came to be known as Guangdong Oppo Electronics Co.
While Duan has kept a low profile since moving to the U.S. in 2001, he occasionally makes his way into the spotlight. In 2006, he bid a then-record $620,100 to have lunch with Warren Buffett. Oppo’s first smartphone came in 2011, when it unveiled a device with a BlackBerry-like keyboard. The same year, Bubugao created the business that would become Vivo. 
Today, Vivo touts its cameras and Oppo focuses on rapid-charging and battery life. But their offline strategies remain the same: mobilizing tens of thousands of private shop owners. Oppo said it sells its products through roughly 240,000 privately owned stores as of June -- six times the global count of McDonald’s. Vivo manages about half that, said Jin. Oppo, which doesn’t disclose sales figures, said about 90 percent of its phones were sold offline. 
“We have to keep our minds clear in the fast-changing market,” sid Allen Wu, Oppo’s vice-president in charge of sales. “All we need to do is to keep our heads down and make the correct moves.”
To Vivo, that means targeting younger users with higher-performance devices. “Camera and music will be our key focuses in the future. We are seeing greater customer expectations out of these two areas,” company vice-president Ni Xudong said.

22 Nov 2016

The Exact 5 Steps to Get What You Want

The world’s oldest printed book is not the Bible but The Diamond Sutra or translated as Diamond Cutter.

In chapter 1 of The Diamond Cutter, it talks about the concept of Emptiness. Emptiness is not empty but full of meaning.

Understand that everything that is happening in your team and organization, including the things that you like or dislike, is empty. They are not pleasant or unpleasant things, they are just empty.

This is because what is success to one is considered failure to another, that's why things are empty by themselves. It is the meaning that we give to things that has meaning. For example, you see your team fighting among each other as bad. But to the your team member, the fighting is for him to succeed in his promotion, not his colleague.

Whatever we want our team to do as a leader, we cannot succeed by telling them what to do. We can succeed only by planting the right seeds.

The seeds that we plant in our mind are called karmic seeds. The seeds lay deep inside our sub-conscious mind. Then the time is ready, the seeds will crack open.

As a leader, we need to plant the right seeds, plant it right, and take of the seeds right. The seeds will grow to a plant, given the right conditions and situations. We plant seeds with our thoughts, words and deeds.

We can only plant seeds by helping others get what they want. In short, what you want to get, you don't get it yourself, you get it by helping your team get it. For example, if you want a promotion, you need to help your team members get promotion, only then will you yourself be promoted.

The 5 Sit-Down Steps:

1. Describe in specific terms what you want in a single short sentence. Eg I want to get promoted to Director by 2017 June

2. Plan who it is that you are going to help go get the same thing. In our example, you need to pick one team member that also wants to be promoted by June 2017

3. Sit down with that person and talk about how you can help him get what he wants

4. Do something to help hem get promoted. It could be that you train and coach him every day

5. Practise Mindfulness. Be mindful of what you are doing everyday that will help him get what he wants. As you go to sleep, plant seeds in your mind by thinking of what you are going to do to help him. Such thoughts will manifest into your speech, behaviour and action

Sales and Customer Service Power

SALES AND CUSTOMER SERVICE POWER

COMBINE EXCELLENT CUSTOMER SERVICE WITH SALES STRATEGIES AND ACHIEVE UNBELIEVABLE SALES

 

Date: 20 Dec 2016 Tue 9 am to 5 pm
 
Venue : The Plaza 02-346 7500A Beach Rd   
 
Fee: $298 each, $199 each for 2 and above, $149 each for 5 and above (with PIC 40% grant)
 
Your team has been working very hard and your company products and services are quite well accepted in the market. Your company has also invested heavily in marketing and systems. Yet you find it a challenge to keep up with the ever rising customer expectations and sales targets.
 
Make no mistake: all sales activities must have power or you will lose business to your competitors. Whether you are new or experienced in sales, if you too want to make this year the best of your career, come for this high impact 1-day course...Sales Power...
 
Power-packed Contents Include:
  1. Problem with Most Salespeople: Lack of Service
  2. Problem with most customer service and technical support staff: never sell
  3. How to Achieve Unbelievable Results when you combine customer service with sales
  4. The Five Most Elements in Sales - Prospecting, Marketing, Selling, Transactions and Wallet-Share
  5. How to Double Your Sales by just 10% Increase in Each Line and top 25 Strategies
  6. Top 10 Customer Service Strategies on the 5 Ways
  7. The Sales Process from Needs to Closing 
  8. Service From the Heart: what it Means using the Law of Connection
  9. Overcoming Objections in 15 Key Ways and another 68 methods
  10. Dealing wth Service Challenges
  11. Jeffrey Fox Power of Dollarization
  12. Ladder of Loyalty from Suspects to Raving Fans
  13. The Ultimate in Sales: Transform Your Customers' Live
 
Bonus: Sure-win Scripts to Close Every Sale and Service Customers
 

BENEFITS:

  1. Higher Sales without Lowering Your Price
  2. Better Service without Increasing your Cost
  3. More Motivated Team without Increasing their Pay
  4. Higher Profits and Happier Team without Fuss
 
*** This course qualifies for PIC (Productivity & Innovation Credit), where you can get 60% Grant. 
 

FOR WHO TO ATTEND:

  1. Managers and Directors in Customer Service and Sales
  2. Executives in Sales, Bus. Dev. and Sales
  3. All Support Functions Executives and Managers
  4. Self-employed people in Insurance, Banking and Real Estate
  5. Retail Industry personnel
 

THESE ARE WHAT SOME OF OUR CLIENTS AND PAST PARTICIPANTS HAVE TO SAY:

Interesting and refreshing, a wake-up call. I now know how to get more sales without incurring higher cost. AndyTheCoach at www.asiatrainers.com is the best in this topic!
David Lum, GM, Francois Marine Pte Ltd
 
I learnt about how to identify gaps and capture opportunities for growth. Thank you AsiaTrainers.com and your 368 strategies!
Patrick Koh, Manager, Leong Hin Foods Pte Ltd
 
Learning about AndyTheCoach concepts and strategies has helped me to increase my sales by 41%. I have attended 12 courses this year!
Wan Siew Onn, Sales Director of a software company
 

PROFILE OF ASIA COACHING TRAINING

Sales Coach Andy Ng has 29 years experience: He started doing business at the age of 5. Since 1996, Andy has trained over 81,413 people in 15 countries. His Magnetic Selling DVD and e-book SUN ZI FOR SALES have sold hundreds of copies in 5 countries. Asia Coaching Training was, from 2001-2007, the licensee for Action International in Singapore. The clients trained by Andy include SingTel, SIM, Manulife Financial, Walton International, DBS Group, M1, Yakun, BreadTalk, Hewlett Packard, IBM, Gillette, F & N Foods, Kaplan Asia and Teleperformance Asia. Visit our blog at www.andyngtrainer.blogspot.sg and see him in action at www.youtube.com/AndyNgCoach
 

ENQUIRIES:

Ms Idah at 6225-1784 or Andy at 8201-4347 Email to hpa88@singnet.com.sg.

BOOK THE COURSE: SALES AND CUSTOMER SERVICE POWER

7 Nov 2016

No Objection Selling

What To Do When You've Got the Wrong People?

Due to labour shortage, most companies are like beggars when it comes to hiring people. Because there is so much work to do, and because you have a limited budget, you are quite happy to take anyone who is willing to work with you. The hope is that let’s just go ahead and get him on the team, and we’ll teach him on the job.

However, having the wrong person in that role can be far more expensive!

You may not even realise he is a misfit, because your employee will always have a ready excuse for why he has failed to deliver as promised. He will blame the limited budget or the competition, but when you finally do figure out that he is the wrong person for the job, you are reluctant to fire him, because terminating someone is very hard to do.

No one likes unpleasantness and therefore you try to put it off. You hope that with training and guidance he will improve, but when this doesn’t happen, you are in a quandary. Your first response is to try to push him into an alternative role – one which is more suited for him.

Because you don’t have the courage to fire him, sometimes you create a role in the company for him , but this ends up becoming a drain on your limited resources. It can be heart-breaking to let someone go, but you don’t have the luxury of trying to fit square pegs in round holes.

When An Incompetent Employee Must Be Let Go

Sometimes it’s kinder to fire him – not just for the company, but for him as well. After all, if you are not happy with him, imagine how miserable he must be, knowing that he is unable to deliver.

Checking and counter-checking his work ends up draining your time and energy – and you really don’t have the luxury of being able to supervise him and correct his errors. Rather than reducing your work-load, he increases your burden. Because you cannot trust that he will do his job efficiently, you need to micro-manage him, and this drags down your personal productivity.

The longer you allow the problem to fester, the worse it becomes. Sometimes you so need to be ruthless, and this is part of the job description of being a boss

In Conclusion
It’s cheaper and easier, in the long run, to let wrong people go. You may worry that firing him will hurt the morale of the rest of the team, but most people are happy to see an under-performer leave, as no one likes working with incompetent people. You don’t need to be cruel about this, and if they can see that you have done your best to help him find another job, they will be quite willing to accept your decision. In fact, some of them may say that this is something you should have done much earlier!

Learn to hire slowly – hiring the wrong person can prove to be an expensive mistake!

6 Nov 2016

People Never Achieve Goals Because They Set Bad Goals

Many people never achieve their goals because they set bad goals. 

EXAMPLE #1: GET FIT
BAD GOAL: “I want to get fit" or “I want to lose 10lbs.”
GOOD GOAL: “I want to eat 3 healthy meals per week and go to the gym 2 times a week for 15 minutes each.”

Notice how we’re focusing on the process at first, and starting off conservative: Anyone can eat just 3 healthy meals in a week. And anyone can go to the gym for 15 minutes. Set yourself up to win.

EXAMPLE #2: MONEY
BAD GOAL: “I want to save $1,000 this year.”
GOOD GOAL: “I want to have $200 per paycheck automatically transferred to my vacation savings fund for 1 year.”

EXAMPLE #3: SOCIAL SKILLS
BAD GOAL: “I want to work on my storytelling so I’m not so awkward at parties.”
GOOD GOAL: “I want to complete the Udemy online course it in the next 4 weeks.”

We need to create a SMART Objective. SMART Objectives are:
Specific Measurable Attainable Relevant and Time-oriented

Checklist for writing a SMART Objective:

Specific: Just like Example #1 above, start with the process at first. Decide on a specific action step you can take.
✔ What will you achieve?
✔ What does it look like? (What do you see in your mind when you picture yourself working towards your goal?)
✔ What is the action step?

Measurable: How will you know if you’ve reached your goal or not?  Avoid words that may have vague meanings like, “learn” or “feel” since you can’t measure them. Instead, use action verbs like “run,” “save,” or “write.” Then, turn those words into quantifiable benchmarks.
You need to be able to answer the question, “Did I get it done? If not, how much further do I have to go?”
✔ How will you know when it is done?
✔ What are some objective benchmarks you can hit along the way?
✔ Would someone else be able to tell that it’s complete?
✔ Is it quantifiable?

Attainable: The best way to achieve a goal is not to rely on motivation, but instead make it ridiculously easy for your future self to do the right thing. Instead of committing to running 5 days a week, start with one day and move up from there.

Relevant: Ask yourself, in the scheme of all the things you want to try, do you really care about this? 
✔ Why am I doing this?
✔ Is this a priority for me?
✔ Will it compete with other goals in my life?

Time-oriented: Give yourself a deadline to reassess your goal. And put it on the calendar! I like to re-evaluate my goals every 3-months to make sure they are still Attainable and Relevant.
✔ Is there a deadline?
✔ Did I put it on the calendar?
✔ Will I know in 3 months if I’m on the right track?

In short, if you want to set goals, never set bad goals. Bad Goals are goals that do not have SMART as criteria. 
By Andy Ng, Chief Trainer at www.AsiaTrainers.com 

31 Oct 2016

8 Signs that You Need More Drive At Work

If you want to be successful in your business and career (and who doesn't?), it's important to know whether you're driven at work on a day-to-day basis.  The following are the 8 signs that you are bored at work and need more drive:
  1. You spend more time searching for where to find the cheapest parking for your event after work
  2. You look out at the window and admire the scenery every day, even when it is raining. "This is called living in the moment" as what you would say if being asked what are you staring at.
  3. The problem you find hardest to solve is where and what to have for lunch
  4. You're the first to respond to every group chat. Let's be frank: you are the one that started all but one of the group chats.  
  5. It takes you an hour to read through a short document or excel file
  6. You begin to wonder why the pantry lady is not here today as you seem to visit the pantry every hour
  7. You join your colleagues for smoking breaks, and you don't even smoke!
  8. You are still reading this article instead of preparing for that meeting in an hour
By Andy Ng, Chief Coach and Trainer at Asia Trainers. Andy specialises in Sun Tzu Art of War courses for Sales, Leadership, Human Resource, Finance and Management. Visit him at www.asiatrainers.com 


LEADERSHIP WITH SUN TZU'S ART OF WAR

Succeed in Your Leadership with Art of War wisdom and 36 Stratagems
 
Date: 31 March 2017 March 2 to 5.30 pm
 
Venue : The Plaza 02-346, 7500A Beach Rd (inside Parkroyal Hotel building)   
 
Fee: $298 each, $199 each for 2 & above, $149 each for 5 & above (no GST but with PIC 40% cash back)
 
Sun Tzu (or Sūn Zǐ in pinyin) was a 500 BC Chinese general, military strategist, and author of The Art of War, an immensely influential ancient Chinese book on military strategy. Many great leaders like Margaret Thatcher and Ronald Reagan study his work and became legendary leaders. Many corporate leaders paid thousands of dollars to attend courses to learn Sun Zi secrets. 
 
We at Asia Trainers believe that you too can learn master his secrets with just two hundred dollars. This is because we take the essence and compile them into a 4-hour course that will leave you with just enough materials to lead your team to greater heights. Since October 2010, we have trained over 1,137 leaders coming from countries including Hong Kong, Japan, Myanmar and even China. 
 
The most valuable lesson out of his 13 chapter of 5,000 words must be found in the 3rd chapter: Win Without Fighting. 
 
As translated from The Art of War: Generally, in war the best thing is to take the enemy state whole and intact; to ruin it is inferior to this. To capture the entire army is better than to destroy it. Hence, to win on hundred victories in one hundred battles is not the acme of skill.
 
To subdue the enemy without fighting is supreme excellence. In short, win without fighting is the best. 
 
How does it apply to your leadership? 
  1. Enemy here refers to not your enemy but your team that you are leading. 
  2. Take the enemy state whole and intact means you must lead your team wholly with not just their bodies, but also their minds, hearts and spirits. 
  3. Never destroy the bodies, minds, hearts and spirits of your team. So you cannot over-work them for you will be destroying their bodies and minds. You also cannot break their hearts by not delivering on your promises and make them give up on you. Finally, you may destroy their spirits when you unknowingly make them a fool in front of others.
  4.  To win without fighting in leadership is to lead without your team knowing that you are leading them. A leader is at his best when people barely knows he exists, when the work is done, the team will say: we did it ourselves. This is because the leader has empowered the team so much and they have become so competent that they are mini leaders themselves, thus the leader is leading without actually leading them. This must be the highest form of leadership. Lead without Leading. 
  5. If you too want to be a great leader, learn from the master.
 

POWER-PACKED CONTENTS INCLUDE:

  1. Sun Zi Art of War demystified and simplified 
  2. Applying the Five Elements of Sun Zi (Mission, Climate, Ground, Leader and Methods) to your leadership now
  3. How to Know Yourself Know Others per Sun Zi
  4. 36 Stratagems as applied in Leadership
  5. Real Life Cases from Winston Churchill and Nelson Mandela
  6. Winning over people using Sun Zi Straight and Odd Stratagems
  7. The Ultimate in Sun Zi: Take the entire Nation (body, mind, heart & spirit)

27 Oct 2016

Leading a Sales Team is Not Leading a Team

Yes, leading a sales team is not the same as managing the operations team. Salespeople that got promoted into sales managers may not know how to manage salespeople effectively. This is because salespeople are not normal employees. They cannot be controlled, coerced or managed like anyone. There are 5 things to know to manage sales people:

1.  It is NOT all about Hitting Targets
Many people think that if we hit targets, we are doing well.  Unknown to many, hitting targets is easy.  
It is how they hit the targets that makes the difference. 
Do they hit targets in ways that enhance future business, or do they hit targets in ways that create bad debts?  Do they hit targets with good teamwork, or are they just lone wolves?
  
2. Is Your High Performer Earning More than the Boss?
When you have a high performing salesperson earning more than his boss, you know your company will go far. The opposite is true

3. Are Low Performers given coaching, inspiration and training?
We normally assume low performers are not performing because they are lousy. Often it is due to lack of clear directions and leadership from the sales managers

4. Is there a Sales System to Begin with?
To many companies, a sales system means a good corporate brochure and impressive email signature. Others say it is about having weekly sales meeting and reports. When you ask them is there a systematic way to follow-up with prospects, they shake their heads. No wonder sales is not doing well!

5. Do They Attend Training Together?
Often bosses send their staff for training but experience shows that if the boss attends the training together with the staff, their bonding is stronger. Leadership by example follows.


About Andy Ng: A Chartered Accountant by training, Andy was one of the nominees for Spirit of Enterprise 2007. He has trained and coached over 81,131 people in 15 countries since 1996. Andy specializes in Sun Tzu Art of War, Disruption Technologies, New Paradigm Selling and Awaken the Leader courses. Text to him at 65-8201-4347 for a friendly chat now! 

21 Oct 2016

The 7 Truths to Succeed in Business

(This article appeared in the Straits Times page C30 on 21 Oct 2016, watch our 1-min Better Manager video at here
1. Suppliers First, Customers Second
We know that customers are important, but if you don't have the right goods and services from your suppliers, you have no business. That's why suppliers are more important. There are 3 things that every supplier yearn for: fast payment and advance order information. Give your suppliers the respect they need, for they are actually not suppliers but human beings
2. Employees Can Do More Without Being Told
Unknown to many bosses, employees can do much more without being told. They just need to be appreciated for whatever little extra things that they do.  
3. How They Feel = Morale
Employee morale is about how people feel towards the bosses. If your people have low morale, examine yourself. In our course How to Be a Great Boss, we said that if you have low morale employees, either you change or you change your people
4. Love Them or Lose Them
This is obvious, but most think that loving people means being soft and nice to people. The truth is that love has nothing to do with affection, affiliation, possession or conditions. Love is just about 4 things: kindness, compassion, rejoice and equanimity
5. You Cannot Sell Anyone Anything
People love to buy but hate to be sold. So you have to create the conditions for people to buy from you happily and willingly. In our course Selling Ice to the Eskimos, we share with you 28 tips on how to create the perfect conditions for non-stop sales
6. People do what you do and not do what you say
Leadership by example is the only leadership, just like service from the heart is the only service in the world. Actions don't just speak louder than words, actions travel faster than words. 
7. Leverage and Take Action Now
The only way to move forward is to know what is not right and do the right thing. Often the easiest way is to engage a trainer consultant and outsource your problems to them. Contact AsiaTrainers at 6225-1784 or visit www.asiatrainers.com now! 

20 Oct 2016

What Keep Your WhatsApp and WeChat Groups Alive? The 5 Keys

(This article has been submitted to The Straits Times on 20 October 2016. Watch our 'Disruption' video at here)
As we know, nowadays our teams comprise of groups in our WhatsApp and WeChat groupchats.  Whether you are working in a business or self-employed, homemaker or student, retired or just born, you will belong to at least 3 groups: your family, your friends and the people you work with.  That's why in our Build Winning Virtual Teams seminar, we teach people how they can keep their chatgroups alive.

There are 5 keys, know them or lose them:

Key 1: Show Me the Money
People join chatgroups initially to keep themselves updated, and for some people, to get motivated. But after a while, such motivations and information will become mundane, and people will be immune to such messages.  To keep people from coming back, you need to have show people the money. 

Money includes monetary value and non-monetary value. People must see that there are benefits to their lives to remain active inside the chatgroups.

That's why chatgroups that belong to businesses will make it while chatgroups that belong to classmates and friends that have no common business or benefits will not last beyond the gathering. 

Key 2: Add Value to My Life

People want the chatgroups to add value to their lives. Being a trainer coach since 2001, I want my chatgroups to add value to my business, like I can get a rare video or the latest questionnaire on profiling.

Key 3: Appreciate Me
People want people to appreciate them, to validate them and to make them heroes.  That's why chatgroups that focus on individual's strengths will remain active while groups that only focus on the leader's strengths will not last.

Key 4: Common Language

Language includes culture, values, linguistic language, body language and most importantly, give me a say. If our members share common values, speak the same language, and also give each chatgroup member a say, I'll bet you a million dollars that this chatgroup will be alive and long lasting!

Key 5: Continuous Bonding 
With the above 4 keys, the chatgroups will be bonded. But we still the group's leader to bond the team continuously, as people may develop negative habits after some time and some people may start bringing the team down. If the leader can step up and bond the members with online and offline activities, the groups will remain strong

By Andy Ng, Chief Trainer Coach at www.asiatrainers.com 

7 Oct 2016

20 Questions that Will FREE Your Mind

As I learnt from Marc Chernoff, these 20 questions have no right or wrong answer, but asking them will make your mind freer, so ask them more often today!
  1. Which is worse, failing or never failing?
  2. When it's all said and done, will you have said more than you've done?
  3. Are you doing what you believe in, or are you settling for what you are doing?
  4. Are you more concerned about doing things right, or doing the right things?
  5. If you could give a newborn child only one piece of advice, what would it be?
  6. What's something you know you do differently than most people?
  7. What one thing have you not done that you really want to do? What's holding you back?
  8. Why are you, you?
  9. Which is worse, when a good friend passes away, or losing touch with a good friend who lives very near you?
  10. At what time in your recent past have you felt most passionate and alive?
  11. If not now, then when?
  12. If not you, who else?
  13. If you haven't achieved it yet, what do you have to lose?
  14. Would you rather have less work to do, or more work you actually enjoy doing?
  15. Do you feel like you've lived this day a hundred times before?
  16. What is the difference between being alive and truly living?
  17. If we learn from our mistakes, why are we always so afraid to make a mistake?
  18. What would you do differently if you knew nobody would judge you?
  19. When was the last time you noticed the sound of your own breathing?
  20. In 5 years from now, will you remember what you did yesterday? What about the day before that?  Or the day before that?  If the answer is no, why do you always bother so much about the things that happened today?

How to be a Better Manager in 4 Key Areas

5 Oct 2016

How To Be Disruptive not Disrupted

With a disruptive mindset, you don't make a projection or reasonable prediction. For example, if I charge my Samsung Galaxy Note 7 to 60%, it will not explode. Instead you make an unreasonable provocation: what if Note 7 will explode even without the battery being charged?  

The difference between prediction and provocation is the difference between seeing things as they are and asking, 'Why?', or imaging things as they never were and ask, 'What if?'

In business, we will ask the question: how can we disrupt the competitive landscape of our industry by delivering an unexpected solution?  For example, in our sales training, I often ask bosses not what type of training they need but how to NOT TRAIN your people and get them to double their sales without you dropping a single cent of your price?

As Steve Jobs said before, we don't merely want to look at the competition and see how we can be better. We look at the competition and ask how can we do differently. In other words, we do not merely want to be the best of the best. We want to be the only ones who do what we do. 

This is called disruptive thinking.  

Reason is that when a business makes only incremental changes, they will find themselves on a path that gets narrower and narrower. Ultimately they will reach the end of the path, and by then, their customers would have left them for a new offering that nobody saw coming. Just look at how Nokia lost 50% of global mobile market share to Android and Apple from 2009 to 2014 and you'll know what I'm talking about.  

As such, companies should not focus on incremental innovation but game-changing, disruptive innovation that will differentiate themselves.  Here I'm not talking about little tweaks here and there. I'm talking about a new way of thinking that surprises the market with unexpected solutions that exceed all expectations. 

It is a way of thinking that turns the whole industry upside down and propels it into its next playing field. It will leave competitors scrambling to catch up. This is called disruptive business.  To find out how you too can be the disruptor and not disrupted, come for this new seminar on this Friday 7th October 4.30 pm

Seminar: How to Be the Disruptor Not Disrupted
Date: 7 October 2015 Friday 4.30 pm to 6 pm
Venue: 229 Mountbatten Road, Mountbatten Square #01-09 
Speaker: Alvin Poh, Entrepreneur cum Trainer 

As seats are limited to 40, kindly text me Andy at 8201-4347 now to grab yours. Each person can register for maximum 3 seats only.  

3 Oct 2016

How to Be a Better Manager in 4 Weeks

If you are like most managers, you'll probably find that you are lacking in certain skills.  This lack is causing you delay in your career growth. Worst of all, your boss expects you to know all and your subordinates are watching you. 

The truth is that most managers and supervisors are promoted based on their technical skills, and yet it is the managerial and leadership skills that will make them more successful.
This management development program is for managers, bosses, directors, managers, supervisors and executives who want to implement tomorrow what they learn today. This is hands-on learning, conducted over 4 weeks, to give you the impetus and momentum needed. Best of all, you will get coaching from a seasoned Coach. 

Now you might be saying - Yeah, I have heard it all before - and maybe you have. But if you are serious about actually doing and implementing something that will improve your career, then invest some time and get the help you need.  Our 68th batch is starting on 17 October 2016 Monday 2 to 5.30 pm. It will be on 4 Mondays consecutively: 
Session 1: Management Communication (17 Oct Monday)

  1. Management Communication: what to do and what NOT to do
  2. Effective Communication with VAK Analysis 
  3. How to Do High Impact Presentation and Impromptu Speeches
  4. Influence People to Your Thinking with CARLSS
  5. How to Negotiate for Success
  6. How to Give Negative Feedback without demoralizing people
  7. Bonus: Doing your own VAK test (worth $49.75)
Session 2: Leadership Success (24 Oct Monday)

  1. How Managers can Lead Now even if they don't have all the power
  2. The top 10 Keys of Effective Leaders
  3. How to Do Goal Setting (that works) for your team and yourself
  4. Getting Others to Follow You when the going is tough
  5. Five-Ways Leverage: Have-to, Want-to, Body/Mind, Heart/Soul and Value add
  6. Bonus: Videos from Uncle Choo and Margaret Thatcher
Session 3: People Management Success (31 Oct Monday)

  1. Psychology of Employees: How to Get the Best Performance without Money
  2. Top 20 Ways to Motivate People
  3. Inspiring People in 7 Ways (including Performance Appraisals)
  4. Applying Anthony Robbins 6 Human Needs in Management
  5. Managing the 5 Generations in the workplace, especially Gen Y
  6. Bonus: Power of Validation from Paul Newman
Session 4: Teambuilding Success (7 Nov Monday)

  1. How Teamwork can increase output by 270%
  2. Six Keys to a Winning Team per Blair Singer
  3. Game on X and Y (to test real teamwork)
  4. How to Hire using De-Selection Method
  5. Dealing with Under-performers
  6. Coaching Your Team to Success with GROW model
  7. Exercise on the impossible: how to lift a person with just 2 finger
  8. Bonus: Test on 'Do You Have a TEAM or TEFB'?

  • Course Fee: $124.75 each (x 4) or $99.75 each (x 4) for 2 and above
  • Venue: The Plaza 02-346, 7500A Beach Road, Singapore 199591
  • Trainer: Andy Ng (tel: 6225-1784 or visit www.asiatrainers.com)
To register, text to Idah at 8201-4347 now or email to andy@asiacoachingtraining.com 
Testimonials from Past Attendees (can also see here)

  • "The visual materials used are good, I will consider to send my staff for further training by AndyTheCoach and AsiaTrianers"
Doreen Chai, MD, Van Der Horst Energy Limited

  • I attended this program in 2007 and to-date, I am still applying the ideas and reap rewards. Thanks AndyTheCoach!
Vincent Ong, GM, New Independent Pte Ltd

  • Andy Ng's flagship program "How to Be a Better Manager" has opened my eyes to the possibilities. I am confident of hitting all my goals for the next 3 years. This is from the lesson Goal Setting from the Leadership module.
Marcus Tang, Sales Manager, Telford Industries Pte Ltd
Short Profile of Trainer and Asia Coaching Training (click HERE)
Founded in 2001, Asia Coaching Training is affiliated with the world’s top business coaches and trainers in 26 countries. 
   Andy Ng has 29 years of professional experience, including 13 years in training. He has trained over 81,431 people in 15 countries.  Andy is a former Director of HR & Finance for a Japanese MNC - Allied Telesis International (Asia)Pte Ltd.  Visit www.asiatrainers.com for more.
As a Coach and Trainer, Andy has coached CEOs, Chairman and even an Entrepreneur of the Year.  He was awarded the Spirit of Enterprise in 2007.