Ideal Marketing Company Blog

Olympic Champions – a case of mind over matter?

This entry was written by a client of The Ideal Marketing Company - Trevor Silvster who is MD of The Quest Institute www.questinstitute.co.uk  

The body is a marvellous thing and the lengths to which it can be pushed never fail to amaze me. The sportsmen and women who will be competing in Bejing next month have spent years of their lives in prepation for an event which lasts only sixteen days. These elite athelets may only have a few moments to achieve their ultimate goal of Olympic victory – and in these tense seconds it is the power of the mind that will really make the difference.

So what are the ingredients that combine to make an Olympic champion? Undoubtedly the hours they spend practising and honing their skills. Obviously genetics, dedication and physical prowess also play a vital part. But ask any champion and they will tell you that it is the proper mental preparation that separates bronze from gold.

As a cognitive hypnotherapist, I deal in the realities our brains create in response to a range of situations. In simple terms, I work out why one person acts a particular way in a specific situation, whilst another responds in a completely different way. So what enables Justin Gatlin (2004 Olympic 100 metre sprint champion) to storm away from the blocks whilst others are slow off the mark? It is only by uncovering the pattern behind the behaviour that it is possible to help effect real change.

As a cognitive hypnotherapist, I deal in the realities our brains create in response to situations that occur around us. In simple terms, I work out why one person runs away from a dog someone else is happily stroking, why someone can speak up confidently in some situations and feel a complete fool in others, and why one person can kick accurately anywhere, anytime, and another can’t. By uncovering the pattern behind the behaviour I use the most effective method to assist them in changing.

Sport is full of examples of highly skilled people who are let down by their mental processes. One most recent example is that of John Terry who missed a crucial penalty in the European Cup Final. It seems inconceivable that someone earning what he does for being able to kick a ball should miss something that most 12 years olds could score from. So, what went wrong? I suggest it was his mind, not his eyes or his feet, that let him down. And we’ve seen it many times before, with the likes of Tim Henman, Jana Novotna (unkindly dubbed the lady from Chokeoslovakia), Greg Norman and any England football player called to take a penalty. So what goes on? What turns a superb athlete into a choker? And what can be done about it?

In any situation your brain (in simplistic terms, your unconscious thought) is working out the likely consequences of the actions you could take, it then selects the one most likely to bring you the result it believes is most beneficial to you. This is your brain. Your unconscious works using a simple, reflexive form of thinking; its fast but can sometimes be wildly inaccurate. If the calculation the brain makes of your future is negative it will release chemicals into your body that were originally intended to protect you from sabre-toothed tigers. They increase your heart rate, your respiration, stop digestion and, if strong enough, shut down those parts of our brain responsible for logical, considered thinking.

This puts you into a state best described as a trance. Not one that will get you to dance like a chicken, but one that will cause you to sky the ball over the cross bar, or forget your name in an interview. Anyone who’s ever felt ‘hijacked’ at such moments will know what I’m describing, a loss of feeling in control – truly, strong emotions make us stupid. It’s this fight or flight response that causes someone to run from a friendly dog, shake in front of an interview panel, or fluff a shot at match point, all because our brain looks at the present situation and calculates the likely consequence. As you stand ready to make your serve, do you foresee an ace, or the laughter of your friends as you hit yourself on the head? As you stand to make a sales pitch do you foresee an enthusiastic reception, or a mass of shaking heads?

Context is highly significant: you could be cool as a cucumber serving for the championship at Wimbledon, but a nervous wreck afterwards at the prospect of speaking at the press conference. This is because the meaning of the present situation you’re in (whether it’s good or bad), and its anticipated outcome is based on calculations the brain makes based on your past.

For example, if a young child trips over at the school play they will feel disoriented by the surprise and will look around her for what it should mean. If she spots her parents looking supportive and encouraging she might interpret the crowd’s laughter as something positive, shake herself down, and carry on happily. If they look disapproving or embarrassed then she’s likely to interpret the laughter as being humiliating and perhaps run off the stage in tears. A dozen different children experiencing that same moment could end up with different interpretations, mainly based on a split-second interpretation by the brain.

This moment may become what is called a hub memory, one that is used by the brain to calculate the meaning of present or upcoming events. So, the next time she is in a similar situation - the brain foresees the possibility of future humiliation and begins to trigger the flight or fight response hormones to help her get ready to run away from it. This is likely to be experienced as nervousness, something that grows stronger the nearer she gets to the event.

By the time this new event arrives the nerves are so strong that it’s likely to cause the predicted outcome to come true – the idea of self-fulfilling prophecies has a strong element of scientific validation. She’s so nervous she feels a fool all over again and is unable to perform well.

Now imagine a string of such calculations stretching up to adulthood. Each subsequent event would mould the context so the same event could be the cause of interview nerves in one person, or sports performance anxiety in another, or both in someone else; the permutations are endless, which is what makes my work as a cognitive hypnotherapist so fascinating – every day is a detective story.

So if the brain creates a version of reality that causes people to underperform, what you can do about it. Most people do is to try to wrest control back from the brain and ‘deliberately’ serve, or kick, or run. In other words we try to consciously perform an action that is so practised it’s almost completely unconscious and make a hash of it. We need something to keep us out of our own way and leave our unconscious to perform the actions we’ve practised.

Method One: Anchoring

Has a record ever come on the radio that reminded you of a past event and left you feeling a particular emotion? These are called anchors and work on the stimulus-response mechanism first identified by Pavlov. Basically the principle is that if, at the moment you’re experiencing a strong emotion, a stimulus is paired with it (a song playing, a group of people watching you, a dog running at you), then the two become wired together in your neurology and one will trigger the other off in you. Those examples were negative, but they can also be used beneficially by pairing a stimulus or trigger with an emotion relevant to your performance. A powerful trigger is a smell because the response to it can’t be controlled – even if you know something is going to smell bad you’ll still recoil from it.

British athletes have used this for a while. During training, whenever they get into a good performance state – run a personal best, feel full of energy or confidence – they’ll focus on their feeling and inhale a smell that’s impregnated on a wrist band. The smell itself is usually just something they like, although some natural products have been shown to have particular effects (peppermint improves short-term recall). They’ll continue to ‘stack’ these states over a period of time so the smell becomes strongly evocative of the emotional state that accompanies a good performance. On the big day, before serving, or settling into the blocks, or….taking a penalty…they take a deep breath and reaccess the positive state. Try it. Songs are another good trigger, and physical pressure like squeezing a finger and thumb also work well. All of a sudden the mannerisms of top athletes might take on a different significance – ever notice Tiger Woods twirling his club?

Method Two.

If I tell you not to think of a blue tree what happens? If I tell you not to think of…missing that penalty…the problem is that the brain has to process a negative; it has to think of the blue tree to not think of a blue tree. A key maxim in any situation where you want to perform is to think it how you want it. Before a game rehearse how you want it to go, see yourself performing well – make it a picture where you see yourself in it, rather then through your own eyes, because research shows that makes it more compelling. Fall asleep thinking of a positive aspect of your performance because it will prime you to notice your qualities and not your faults. If you play a sport where you have a moment to prepare, like tennis, golf or set pieces in football or rugby, then ‘play forward’ the next thing you’re going to do in your mind – while firing your performance anchor – precisely the way you want it. So, as John Terry approaches the penalty spot he pauses, takes a deep breath of his wrist band, and sees himself running up and placing the ball in a precise part of the goal. It will probably help if he closes his eyes so the goalie doesn’t get a clue from where he’s looking. For Arsenal footballers that line will magically disappear and you won’t remember reading it. Repeat that rehearsal until the effect of the anchor feels strong and then take shot, get in the blocks etc.

Method Three.

Imagination is one of your most powerful tools. I work with the mind/body connection everyday and know of its power, but you don’t have to take my word for it; researchers have found that old people given the task of spending time each day imagining bench pressing actually got stronger – and put on muscle! Imagine that, changing your body shape just by thinking. Also, an experiment was done where basketball players of equal ability were separated into three groups. One practised shooting hoops, one imagined shooting hoops, and one sat around reading magazines. After the allotted time they were put back on the court and their ability re-accessed. Who do you think had improved the most? Those who imagined, because they sat and rehearsed shooting perfect baskets and their mirror neurons – neurons which imitate the actions of others (and in our imagination we trick the brain into treating ourselves as an ‘other’) stored this ‘map’ of shooting a hoop and used it when it was next performed physically. Those who’d physically practised failed on some of their efforts so the map was more flawed. So, practise doesn’t make perfect, it makes permanent, so make sure that what is being made permanent in your muscle memory is the best possible representation of your skill. Set aside 10 minutes a day to mentally rehearse key aspects of your game. As before, see yourself doing it – you have to represent yourself to your brain as an ‘other’ – and really focus. That’s why I suggest doing it for no more than 10 minutes, any longer and your concentration tends to drift.

There are many other things that modern psychology can teach us in order to improve our performance, and often they come from unrelated fields of study. One thing is for sure, in any contest between evenly matched opponents it’s going to be the mind factor that makes a difference – and sometimes it will against someone who is physically superior to you – remember Buster Douglas against Mike Tyson? So if you want to make headway, do head work.

Predictions of an economic slowdown or even a full blown recession have been rumbling for months. For the business owner this inevitably means a time to re-evaluate budgets and tighten up on spending. The first casualty in a recession is often the marketing spend – but this may prove to be a short sighted approach. Advertising Guru David Ogilvy asked question in his book Ogilvy on Advertising “What should you do in time of recession, when you need every penny to sustain your earnings? Stop advertising?

He points out that if you stop advertising a brand which is still in its introductory phase, you will probably kill it — forever. Studies of the last 6 recessions have demonstrated that companies which do not cut back their advertising budgets achieve greater increases in profit than companies which do cut back.

In a Morril survey of 40,000 men and women involved in the purchase of 23 industrial products over five years, it was found that share-of-market went up in bad times — when advertising was continued.

He goes on to point out that the American Business Press that had pie charts of sales of companies which cut back their advertising expenditure during the 1974-75 recessions compared with companies that did not cut back. The companies that did not cut their advertising budgets had more than doubled their sales 2 years later while sales from the companies that cut their advertising had barely gone up 50%. Three years later sales were down for companies that had cut their advertising while it was up for those that did not. The net income for these companies also followed the same suit over the same period of years — those companies that did not cut their advertising had more than tripled in sales, while companies that did cut back during the recession had barely doubled.

Ultimately, you want your business to grow whatever the economic climate, and marketing is a key tool in achieving this. Instead of panicking, the small business owner should focus on these seven key areas. Get these right and your business should not only ride out the economic storm, but actively thrive throughout.

Here are 7 marketing areas that you should be focussed on over the coming months:

1. Remember you company’s most important asset. Your existing customers are your best bet for bringing in more business- and making more profit. Maintain good communication with your satisfied customers; let them know about everything you offer and what you can do for them. Reward their loyalty by offering new products or services at a preferential rate and give them a reason to spend more money with you.

2. Make your own headlines. Some companies seem to be forever in the newspapers or on the TV and radio. But this doesn’t happen by accident – it happens because they actively pursue publicity. If you have something that present or potential customers might be interested in, tell them about it. Surveys, predictions and articles that link into a topical issue are particularly newsworthy. If you sit back and think, you will be able to find something that you do, or make that will be of interest to an audience of potential customers.

3. Give it away for free – then reap the reward. Use the law of reciprocity in your favour: if you give a customer something, they will have the urge to give you something in return. Take food samples at the deli counter. You try the product, you like it so you are more likely to buy it. Following this principle, try offering special reports, insiders’ information, free talks or tips booklets - anything that may be useful to the prospect. Ideally it will cost you very little, but will be of value to the recipient – they now have an implicit obligation to give you something in return.

4. Become the ‘go to’ guy. Instead of trying to appeal to the widest market possible, develop a niche. In reality, the more specialist you are, the more people will seek out and buy from you. One way of achieving this is to create a specific brochure for every sector of your market. This rule also applies to direct mail letters, e-mail shots, sales presentations etc.

Work out what the problems are in your target markets and create a product to address them. This shows the customer that you understand their problems and have the solution to help them. Work out the specific benefits for your customers and you will unlock the real sales potential.

5. Make sure you know your customers. Put a reference code on every type of marketing that you produce and ask people to quote it when they call you up. Make it company policy that any new business enquiry is checked to find out where the person heard about you. Also, bear in mind you want to know how much a customer’s lifetime value is, not just how much they spent with you in one transaction.

6. Spend time online. It’s no longer good enough just have a brochure website – it needs to constantly be updated if it is to feature in the rankings and pique people’s interest .The simplest and easiest way to do this is to put a blog on your website and keep it regularly updated with news and views. By creating regular content and referencing articles from other sites that you think are of interest to prospects, you will find that you can increase your site’s Google ranking dramatically.

7. Don’t give up. If you have a product or service worth selling, believe in it. When someone says ‘no’, they may mean ‘not yet’ or even ‘I don’t know enough about the benefits of what you are offering’. Clients are not always ready to buy now and they don’t always respond to the same messages. Create a target group of good customers and hot prospects and keep in touch with them for months or years. If you’ve got your targeting right, they will buy from you – in the future if not now.

If the economic forecasts come true, many small businesses will not survive the next decade. I believe that those with the foresight to look long term and maintain their marketing activity will be the ones who most successfully weather the storms ahead.

Caption everything. A photograph without a caption is a puzzle to the reader. You may know that it is a photograph of your Managing Director, or a group of staff from your call centre, but the reader will not have a clue. Always put a caption on any photograph in your brochure.

Testimonials and case studies - it makes sence to ask all of your staff to get involved in creating case studies and gather these up where possible. In theory, almost every satisfied client could be the basis for a quote about their experience. In some cases, the company they worked for may not allow the name of their organisation to be used, but even in those cases it is worth gathering a few sentences of their thoughts during post candidate placement.

When testimonials are in an important sector or with a well known client, it may be worth developing these into a short case study. In this case, allow the client to talk about issues such as:

Specific recruitment problems they have had in the past

Why they choose to use you

If they were sceptical about what you could offer

These quotes can then be passed along (with some background information about the company and the specific position filled) to an external marketing company - such as The Ideal Marketing Company or can be written up depending on what is decided. As a general rule, about 30% of the case study should be quotes directly from the client. By writing case studies, you are showing that you can do the job well, your customers think you are exceptional and that there is no logical choice other than to use you.

 Feedback – it’s important to receive feedback on what went well and what could be improved upon. If the volume is high, e-mail or printed forms are the norm. If the volume is low and the level of service is very high, a formal written questionnaire is not appropriate. However, an informal set of questions for an appropriate amount of time with either the candidate or client would be relevant. This would have several benefits:

1. It shows interest

2. It provides an opportunity to see what can be done to improve for future work and therefore reduces the risk of losing the client

3. It gives the opportunity to pass on other jobs or candidates

4. It is an opportunity to build the relationship

5. It is the best time to gather testimonials for case studies.

“Marketing is not an event, but a process . . . It has a beginning, a middle, but never an end, for it is a process. You improve it, perfect it, change it, even pause it. But you never stop it completely”

Jay Conrad Levinson

“Authentic marketing is not the art of selling what you make but knowing what to make. It is the art of identifying and understanding customer needs and creating solutions that deliver satisfaction to the customers, profits to the producers and benefits for the stakeholders. ”

Philip Kotler

‘The secret to success, in life and in business, is to work hard at the margin. Relentlessly. It’s as powerful as compound interest, the eighth wonder of the world.Those little marginal extra efforts will inevitably grow into something big.”

Bill Bonner

Problem - The company does not communicate often enough with its customers. The result is lower sales and profits than are otherwise possible.

The solution is to contact your customers a minimum of once a month. You might think that this is too often, but I would disagree.  Out of over 4,000 people who recive my monthly e-mail only 1 a month on average unsubscribe. At first I thought contacting customers every 30 days might be too often and that customers would get turned off. But that didn’t happen. I still get great feedback as well as a lot of people coming ti my free marketing seminars. Providing your customers like, or even love, your product or service, as they should, they want to hear from you frequently.

This, of course, is assuming that you provide them with excellent offers and excellent information that is well written and presented. Indeed, if you are not in frequent contact, your customers will quickly begin to forget about you. Many will start buying from your competitors.