My name is Sebastian, i'm married and am a proud father of two kids! I started my career as a retail clerk. Here I was able to learn in my early years how a business is set up. The next positions were at the Yellow Pages in online and offline sales for advertisements. In that time I was able to win several awards for customer development and customer acquisition. My next stop was at Samsung, where I started as a lead generator and in the following 5 years I developed through channel sales and SMB sales to key account management. My passion is the healthcare vertical, which I was able to build up at Samsung and expand at Equinix. My mentoring is primarily aimed at career changers in the field of enterprise sales and sales starters. How can I support you to be even more successful? First and foremost, I will guide you through my mindset paired with sales approaches that have made me successful. Because of my mindset and my personal sales approach, I have always achieved my goals for the last 8 years.
My Mentoring Topics
- Sales Mindset
- Sales Attitude
- New way of Sales in Home office
- Business Development
- Opportunity Development
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The 7 Habits of Highly Effective People - Powerful Lessons in Personal Change
Stephen R. Covey
Key Insights from "The 7 Habits of Highly Effective People" Be Proactive: One of the fundamental principles posited by Covey is that individuals have the power to shape their own destinies through their actions and decisions. Begin with the End in Mind: The author emphasizes the importance of envisioning the desired outcome before commencing any task or project. Put First Things First: Covey encourages prioritizing tasks based on importance, not urgency. Think Win-Win: Covey advocates for mutually beneficial solutions or agreements in your interpersonal relationships. Seek First to Understand, Then to Be Understood: The importance of empathetic listening to build trust and establish open communication is stressed. Synergize: Covey underscores the power of teamwork and collaboration to achieve goals that may not be attainable individually. Sharpen the Saw: The need for continual personal improvement and renewal in four areas - physical, social/emotional, mental, and spiritual - is highlighted. Paradigm Shift: Covey introduces the concept of "Paradigm Shift," explaining how changing our perceptions can lead to a change in understanding and behavior. Circle of Influence vs Circle of Concern: The author differentiates between things we can control (circle of influence) and things we worry about but cannot control (circle of concern). The Maturity Continuum: Covey discusses the progression from dependence to independence to interdependence. Emotional Bank Account: Covey likens building relationships to maintaining a bank account, where positive actions are deposits and negative actions are withdrawals. An In-depth Analysis of "The 7 Habits of Highly Effective People" "The 7 Habits of Highly Effective People" by Stephen R. Covey provides a holistic approach towards effectiveness in our personal and professional lives. The book encapsulates a framework for personal effectiveness, focusing on character ethics and universal principles that have been tested through time. The first three habits that Covey presents - Be Proactive, Begin with the End in Mind, and Put First Things First - focus on self-mastery and moving from dependence to independence. These habits underscore the significance of taking responsibility for one's own life, creating a vision for the future, and executing that vision through prioritization. The subsequent three habits - Think Win-Win, Seek First to Understand, Then to Be Understood, and Synergize - are about developing interdependence and achieving success through teamwork and understanding. These habits encourage developing effective interpersonal leadership skills, valuing differences, and creating synergistic relationships. The final habit, Sharpen the Saw, pertains to achieving sustainable, long-term effectiveness by taking time for self-renewal and continuous learning in all areas of life. The Paradigm Shift is a recurring theme throughout the book. Covey encourages readers to change their perceptions and interpretations of the world in order to change their attitudes and behaviors. This shift is closely tied to the concept of proactivity. Instead of reacting to external circumstances, we can choose to respond based on our values. The Circle of Influence vs Circle of Concern concept is another significant insight. Covey urges us to focus our energy on our circle of influence, which includes things we can actually control, rather than wasting energy on our circle of concern, which encompasses things beyond our control. The Maturity Continuum discussed by Covey details the progression from dependence (relying on others to get what we want), to independence (getting what we want through our efforts), to interdependence (combining our efforts with others to achieve a greater success). The notion of the Emotional Bank Account is an effective metaphor for understanding the importance of trust in personal and professional relationships. Just like a financial bank account, the emotional bank account is built up through deposits (acts of kindness, honesty, keeping commitments) and depleted by withdrawals (disrespect, dishonesty, broken promises). In conclusion, "The 7 Habits of Highly Effective People" offers timeless wisdom about principles of effectiveness that are universally applicable. It provides a roadmap for personal change and growth, moving from dependence to interdependence, with a strong focus on character ethics and value-based decisions.
ViewNever Eat Alone - And Other Secrets to Success, One Relationship at a Time
Keith Ferrazzi, Tahl Raz
Key Insights from "Never Eat Alone" Networking is about building genuine relationships: The foundation of successful networking lies in creating authentic connections, not collecting business cards. Generosity is key: Giving without expecting anything in return is a cornerstone to build relationships. Don’t keep score: Successful networking doesn’t involve keeping a tally of who owes whom; it's about mutual benefit. Never eat alone: Meals are an excellent opportunity to connect and share, don't waste them. Expand your circle: By diversifying our network, we expose ourselves to different perspectives and opportunities. Persistence pays off: Keep in touch regularly, even when you don't need anything. Be interesting: To be interesting, you must first be interested. Health, wealth, and children are the three universal topics: These are the topics anyone can relate to and build a conversation around. Use social media wisely: Social media is a powerful tool to keep connections alive and nurture relationships. Follow up: Following up after meetings or conversations is crucial to maintain and strengthen the relationship. Rejection is part of the process: Not everyone will want to connect with you, and that's okay. Detailed Analysis "Never Eat Alone - And Other Secrets to Success, One Relationship at a Time" by Keith Ferrazzi and Tahl Raz presents a comprehensive guide to networking in the modern world. It provides an insightful perspective on the art of building authentic relationships, based not on transactional interactions, but on genuine connections and mutual benefit. The authors shatter the traditional notion of networking as a one-sided, opportunistic tactic. Instead, they demonstrate that successful networking is about fostering genuine relationships. This idea aligns with Mark Granovetter's concept of "the strength of weak ties," which suggests that our more distant connections often provide more novel information and opportunities than our close ties. Ferrazzi and Raz emphasize the importance of generosity in networking. This philosophy echoes Robert Cialdini's "principle of reciprocity" in his book "Influence: The Psychology of Persuasion." Cialdini posits that people feel compelled to return favors, creating a cycle of generosity that strengthens relationships. The book's title, "Never Eat Alone", is a mantra that underscores the importance of using every opportunity to connect with others. This advice reflects the research on "social capital" by Pierre Bourdieu, who argued that our social connections could be a valuable resource. The authors advise readers to expand their circle and diversify their network. This is consistent with Ronald S. Burt's theory of "structural holes," which suggests that individuals who bridge diverse groups have access to a wider range of information and resources, leading to more opportunities. In terms of persistence, Ferrazzi and Raz suggest that maintaining regular contact with your connections, even when you don't need anything, is key to preserving relationships. This aligns with the "mere exposure effect" in psychology, which states that people tend to develop a preference for things merely because they are familiar with them. The book also underlines the importance of being interesting by being interested. This reflects Dale Carnegie's advice in "How to Win Friends and Influence People" to show genuine interest in others. It also highlights the power of empathy in building relationships. Ferrazzi and Raz propose that the three universal topics everyone can connect with are health, wealth, and children. This provides a useful framework for initiating and sustaining conversations. In the era of digital communication, the authors emphasize the need to use social media wisely. They recommend using platforms like LinkedIn, Twitter, and Facebook to keep in touch with contacts and share valuable content. This advice aligns with the concept of "ambient awareness," proposed by sociologist Eric Klinenberg, which refers to the idea that social media allows us to maintain a constant, low-level awareness of others' lives. Finally, the authors stress the importance of following up after meetings or conversations. This aligns with the "recency effect" in psychology, which suggests that the most recent information we receive tends to be the most memorable. In conclusion, "Never Eat Alone" presents a contemporary, generous approach to networking. It combines practical advice with insights from social science to offer a guide to building and nurturing authentic relationships for personal and professional success.
ViewDifficult Conversations - How to Discuss what Matters Most
Douglas F. Stone, Douglas Stone, Bruce Patton, Sheila Heen
Key Facts or Insights from "Difficult Conversations - How to Discuss what Matters Most" Three Levels of Conversation: The book presents the idea that every difficult conversation has three levels – the "What Happened" conversation, the "Feelings" conversation, and the "Identity" conversation. Contributor, Not Blame: It suggests that we should view ourselves as contributors to the problem rather than blaming others. Importance of Feelings: The authors emphasize that acknowledging feelings is a vital part of any conversation. Shifting Stance: The ability to shift from a stance of certainty to one of curiosity is a key skill in handling difficult conversations. Listening: The book underscores the importance of listening, not just to respond, but to understand. Expressing Yourself: The authors encourage expressing oneself without blaming or attacking the other person. Problem-solving: The book argues for a problem-solving approach rather than a battle of wills. Identity Conversation: It highlights the importance of understanding how the conversation affects one's identity or self-esteem. Preparation: The authors stress the importance of preparing for difficult conversations. Acceptance: Accepting the other person's perspective as their truth is a crucial aspect of these conversations. Learning: The book encourages a learning stance in conversations, focusing on gaining understanding rather than winning arguments. In-depth Analysis of "Difficult Conversations - How to Discuss what Matters Most" "Difficult Conversations" equips readers with a robust framework to handle challenging conversations effectively. The authors, all of whom are associated with the Harvard Negotiation Project, bring a wealth of experience and expertise to the topic. The book introduces the concept of three levels of conversation. The first level, the "What Happened" conversation, focuses on differing perceptions about what went wrong. Here, the authors advocate for a shift in perspective - viewing oneself as a contributor to the problem rather than resorting to blame. This shift allows for a more open and less defensive dialogue. The second level of conversation, the "Feelings" conversation, emphasizes the importance of acknowledging and addressing feelings. The authors assert that feelings are often the core of difficult conversations and cannot be ignored. By understanding and acknowledging feelings, we can foster empathy and build stronger connections. The third level, the "Identity" conversation, delves into the impact of the conversation on our self-esteem and self-image. The authors suggest that understanding this level can help manage one's reactions effectively and navigate through difficult conversations more smoothly. The book highlights the importance of shifting from a stance of certainty to one of curiosity. This shift enables us to listen effectively and to understand the other person's perspective. The authors stress the importance of listening with empathy and curiosity, focusing on understanding rather than rebutting. Another crucial element is expressing oneself without blaming or attacking the other person. The authors guide readers on how to present their perspective in a non-threatening way. This approach promotes dialogue and understanding rather than escalating conflict. The authors advocate for a problem-solving approach to difficult conversations. Instead of approaching the conversation as a battle to be won, they suggest viewing it as a problem to be solved collaboratively. This shift in perspective can engender mutual respect and foster a more productive conversation. Preparation is another essential aspect highlighted in the book. The authors provide a blueprint to prepare for difficult conversations, including clarifying one's intentions, understanding the other person's perspective, and planning how to express oneself. They also emphasize the importance of accepting the other person's perspective as their truth. This acceptance doesn't mean agreement but acknowledges their viewpoint as valid. This approach can help deescalate potential conflicts and promote understanding. Lastly, the authors encourage readers to adopt a learning stance in conversations, focusing on gaining understanding rather than winning arguments. This approach can defuse tension and foster a sense of collaboration. In conclusion, "Difficult Conversations" provides a comprehensive guide to navigating challenging dialogues effectively. The concepts and strategies it presents are not just applicable to professional settings but can be valuable in personal relationships as well. The book encourages a shift in perspective towards understanding and collaboration, making it a valuable resource for anyone seeking to improve their communication skills.
ViewDas Harvard-Konzept - Der Klassiker der Verhandlungstechnik
Roger Fisher, William Ury, Bruce Patton
Key Insights from "Das Harvard-Konzept - Der Klassiker der Verhandlungstechnik" Principle-Centered Negotiations: This emphasizes the importance of focusing on interests and not positions. Negotiations should be based on principles, not on the stubbornness of the participants. Separate the People from the Problem: The authors stress the importance of not allowing personal feelings or bias to interfere with the negotiation process. This helps to maintain a professional and productive atmosphere. Focus on Interests, Not Positions: Instead of digging into a position, it is important to express and understand the underlying interests of each party. This approach opens up a wide range of possible solutions. Generate a Variety of Options: It's crucial to think outside the box and generate as many options as possible before making a decision. This allows for a more flexible and creative negotiation process. Objective Criteria: The use of objective criteria is fundamental for a fair negotiation. This prevents the negotiation from becoming subjective and biased. Know Your BATNA (Best Alternative To a Negotiated Agreement): Understanding your BATNA gives you the power to walk away from a negotiation if the proposed agreement doesn't meet your needs. Communication: The authors underline the importance of active listening and effective communication during the negotiation process. Commitment: The last step in a successful negotiation is commitment. Both parties need to commit to the agreed solution to ensure its implementation. Dealing with Difficult Negotiators: The book provides strategies for handling difficult negotiators and high-pressure negotiation situations. Across Cultures: The authors recognize the importance of understanding cultural differences when negotiating internationally. Detailed Analysis of the Book "Das Harvard-Konzept - Der Klassiker der Verhandlungstechnik" by Roger Fisher, William Ury, and Bruce Patton is a groundbreaking book that lays out a step-by-step approach to successful negotiations. The authors propose a method called Principle-Centered Negotiations. They argue that most negotiations are unsuccessful because they are position-based rather than principle-based. Position-based negotiations often lead to a deadlock, as parties stick to their positions without considering the underlying interests. This can lead to unfruitful outcomes or even damage relationships. On the other hand, the principle-based approach focuses on the interests of the parties and seeks to find a mutually beneficial solution. One of the most powerful insights this book provides is the importance of separating the people from the problem. This means that negotiators should not let personal feelings, prejudices, or previous experiences cloud their judgment. By focusing solely on the problem at hand, negotiators can engage in a more objective and productive discourse. Another crucial concept is to focus on interests, not positions. The authors argue that interests define the problem. Each party should express its interests so that all parties understand the motivations behind the positions. This leads to the generation of a variety of options for mutual gain. The concept of generating a variety of options promotes creativity and flexibility in the negotiation process. Instead of limiting the decision to a few predetermined options, parties should brainstorm a wide range of alternatives. This expands the negotiation space and increases the chances of finding a solution that satisfies all parties. The authors also emphasize that negotiations should be based on objective criteria. This ensures that the negotiation process is fair and prevents it from being influenced by bias or subjective perceptions. Objective criteria can be legal standards, market value, expert opinion, or any other benchmarks that are independent of the will of the parties. The concept of the BATNA is another powerful instrument in negotiations. It provides the negotiator with a measure of protection and gives them the power to reject an agreement that does not meet their needs. The importance of communication cannot be overstated. The authors stress the importance of active listening and clear communication. Misunderstandings and assumptions can lead to unnecessary conflicts and hinder the negotiation process. Finally, commitment is crucial to the success of any agreement. Once a solution is reached, both parties need to commit to it and ensure its implementation. The book also provides strategies for dealing with difficult negotiators and high-pressure negotiation situations. It offers techniques for controlling emotions, strategies for managing deadlock situations, and tips for dealing with dirty tricks. In the globalized world where negotiations often take place across different cultures, the authors highlight the importance of understanding and respecting cultural differences. To conclude, "Das Harvard-Konzept - Der Klassiker der Verhandlungstechnik" offers a comprehensive and practical guide to successful negotiations. It presents a principle-centered approach that encourages negotiators to focus on interests rather than positions, to generate a variety of options, and to base decisions on objective criteria. The concepts and techniques outlined in this book are not only relevant for business negotiations but also for all kinds of negotiations in personal and public life.
ViewThe Culture Map - Breaking Through the Invisible Boundaries of Global Business
Erin Meyer
Key Facts and Insights from "The Culture Map - Breaking Through the Invisible Boundaries of Global Business" Understanding cultural differences is crucial for successful business communication and negotiation in the global marketplace. The book presents eight dimensions to map and understand cultural differences: Communication, Evaluating, Persuading, Leading, Deciding, Trusting, Disagreeing, and Scheduling. Each culture falls on a scale within these eight dimensions, which helps in comparing and contrasting different cultures. Communication styles vary greatly between cultures, and misunderstandings can easily occur if these differences are not recognized. Concepts of leadership and decision-making differ greatly among cultures, which can impact how businesses operate and negotiate internationally. The concepts of trust and disagreement also vary significantly across cultures. Understanding these differences can help build stronger, more effective international business relationships. The book includes real-world examples and case studies to illustrate the concepts discussed, making it a practical guide for business professionals. Erin Meyer's Culture Map provides a framework for understanding and navigating cultural differences in a global business context. Cultural intelligence is a vital skill for any business professional operating in a multicultural environment. The book emphasizes the importance of flexibility, adaptability, and open-mindedness in understanding and respecting cultural differences. "The Culture Map" is not only about understanding others but also about understanding oneself’s cultural biases and preferences. Detailed Summary and Analysis "Breaking Through the Invisible Boundaries of Global Business" by Erin Meyer is a comprehensive guide for anyone navigating the complex world of international business communication. The book presents a novel approach to understanding cultural differences, introducing an eight-dimension model that provides a structured way to compare and contrast different cultures. The dimensions – Communicating, Evaluating, Persuading, Leading, Deciding, Trusting, Disagreeing, and Scheduling – act as a map to navigate cultural complexities. In the dimension of Communication, Meyer explains that cultures can be categorized as low-context (where good communication is precise, simple, and clear) or high-context (where good communication is sophisticated, nuanced, and layered). This distinction is particularly crucial as misunderstandings can easily occur if individuals from different cultures do not recognize these differences. Moving on to Evaluating, the book discusses how different cultures give feedback. Some cultures are more direct, others are indirect. Misunderstandings can arise if feedback is interpreted through one's cultural lens without considering these differences. The dimensions of Leading and Deciding are intertwined, as they both deal with hierarchies and decision-making processes. In some cultures, leadership is equated with hierarchical status, while in others, it is more linked to expertise and competence. Similarly, decision-making can either be top-down or consensus-driven, depending on the culture. Trusting and Disagreeing are two more dimensions that vary significantly across cultures. In some cultures, trust is built through business relationships, while in others, it is established through personal relationships. The way cultures handle disagreement can also be very different, with some favoring a confrontational approach and others preferring to avoid open conflict. The final dimension, Scheduling, deals with how different cultures perceive time and deadlines. Some cultures view time as linear and rigid, while others see it as flexible and fluid. The book carefully balances theory with real-world examples and case studies, making it an insightful and practical guide for business professionals. The author emphasizes the importance of flexibility, adaptability, and open-mindedness in understanding and respecting cultural differences. The book encourages readers not only to understand and appreciate others' cultural biases and preferences, but also to recognize and understand their own. In conclusion, "The Culture Map" provides valuable insights and tools to navigate the cultural complexities that characterize today's global business environment. It emphasizes the importance of cultural intelligence as a vital skill for any business professional operating in a multicultural environment. This book is a must-read for anyone seeking to communicate, negotiate, and do business effectively in the international arena.
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