关于干的越多错误越多的讨论发言

第一篇：关于干的越多错误越多的讨论发言

关于干的越多，错误越多的讨论

我们工作中经常会出错，我们的人生也是在不断地失误中成长。出错是不可避免的，任何人都不例外，而年轻人更是如此。出错并不可怕，但一定要正确地对待它，同一类问题多次出错，比出错本身更可怕。究其出错的原因，可谓五花八门，有时还不可思议。大致可分为：认识不足型、业务不精型、忙中出乱型、疏忽大意型、自以为是型、情绪波动型。

对于认识不足和业务不精两种类型，需要加强学习，提高认识，强化职业素养。这是基础，没有条件可讲。但即使有了基础，也同样会出差错，这就是忙中出乱、疏忽大意、自以为是、情绪波动等原因造成的。我以为这些原因是可以通过制定管理制度来控制的，使其出错几率尽可能的减少。

对于至今无人认识的问题，不是用出错来讨论的话题，那只能叫探索。之所以叫出错，是因为已有标准，而你的行为偏离了标准。对于突破标准的问题，那叫创新，也不是出错的范畴。对于出错的问题，我认为可以采用以下一些方法和途径来达到尽可能避免出错的目的： 一．工作流程标准化。

合理的工作流程是避免出错的基本保证。法律上特别讲究程序的合理性，程序不合理的做法一定要推倒重来。工作中同样如此，不经过合理的流程是很难保证不出问题的，这已成为大家的共识，因此，制定合理的工作流程显得至关重要。工作流程首先要标准化，同时要合理并具有可操作性，最后必须执行到位。只有这样，才能在宏观上控制出错的可能，即使有问题也不会太离谱。所以工作流程的标准化是我们工作伊始必须的工作。对于工作中出现的新情况，新问题也应及时补充相应管理流程。

二、工作目标超前化。

所谓超前主要是指自己能够做的工作，尽可能先做，这样我们就可以有更多的时间来完成剩下的工作。相对充裕的时间，是避免出错的保证。有时候不妨根据自己的经验，或口头沟通后，把工作超前挺进。这样做肯定是有返工风险的，但在当前工期日益紧张的情况下，这样的风险是值得冒的，有时也是必须冒的，而且大多数时候。

三、基础工作日常化。

基础工作很重要，要有意识的随时总结，不断储备，让基础工作日常化。俗话说的好基础不好地动山摇。基础工作日常化要落实到人，而且还应当是有相当经验和业务水准的人来做；领导必须重视基础工作，在利益分配上要关注。这样才能达到良好的效果。四．经验教训广泛化

一个人一生不可能经历所有的事情，在工作中自己的经验和教训要总结，别人的乃至各种渠道得来的经验都是非常重要的信息，要眼观六路，耳听八方，自己的错误不能重复，别人的覆辙同样不要重演。团队中每个人得到的信息要主动反馈，要让所有相关的人尽可能的知道。因此，渠道的畅通非常重要。只有广泛的吸取教训，才能使出错不断减少。

九．管理监督制度化

让管理监督制度化，让岗位责任清晰化，让管理流程明确化，尽可能不要等到出了问题后，再来弥补制度的不足。当然亡羊补牢也是必须的。

第二篇：书越借越多

书，越借越多（新春走基层）

一个小小的尖顶，一扇不加锁可以随意开关的小门，造型像个人工制作的鸟巢，无人值守，每个人都可以自由取书阅读„„无锡街头出现了这样的小小图书馆。1月23日，记者在江苏无锡天一中学校门前公交站台旁发现，“鸟巢图书馆”不仅吸引着乘客关注，且图书越借越多。

记者看到，这个木制的“鸟巢图书馆”上有两块铜牌，一块刻着中文“无锡1号鸟巢图书馆”，并注明“24小时免费”“欢迎随时阅读，读完放回原处”“若要取走一本书，请留下一本书”，另一张则用英文注明“Little Free Library”“take a book，return a book”。在“鸟巢图书馆”的侧面，贴着“鸟巢图书馆的故事”，说明这个图书馆建立的缘由。市民黄成在这个公交站台等候时，看到“鸟巢图书馆”，产生了浓厚兴趣，不停地用手机拍照，并打开图书馆的小门，从里面取出书，认真地读了起来。黄成说：“在公交站台放置这样一个图书馆，不仅可以让乘客打发无聊的等候时间，还可以激发大家读书的兴趣。”这个无人值守、自由阅读的“鸟巢图书馆”由天一中学教师师素方倡议建立。说起建立动机，师素方在微信中说，“几个不认识的人站着或坐着或蹲着，围在一个街角或树下看书，这个场面很温馨，在过于泛滥的电子时代，让阅读回归，让心灵找回宁静，一个小小的鸟巢图书馆即可。”

“鸟巢图书馆”的书越借越多。1月23日下午，记者数了一下图书数量，共有53本图书和杂志，比最初设立时的22本增加了31本。

设立“鸟巢图书馆”受到市民欢迎。师素方称，她接受网友的委托，又定制了3个鸟巢图书馆。锡山区委宣传部相关负责人也称，他们将在全区推广这样的公益活动，促越来越多的人加入到阅读队伍中来。

第三篇：补丁越多希望越多名人故事

又是一年秋风起。

老树的叶子，随着萧瑟秋风，像是断了翅的蝴蝶，坠落了一地。老卡洛斯深深吸了一口气：“又得去借钱过日子了。”他转头看了看在树下玩耍的儿子卡洛斯·特维斯，眉头锁得更紧了。

20世纪八十年代后期，阿根廷遭遇了严重的经济危机，老卡洛斯家的生活便是在这场经济风暴中变得窘困不堪的。打零工的老卡洛斯因为经常找不到工作，家里总是没有食物。无奈之下，他只得到处去求人，到处去借钱，以此来养活他的老婆，还有他6岁的儿子卡洛斯·特维斯。

在小卡洛斯·特维斯幼小的心灵里，记得最多的便是“卑微”这两个字。他清楚地记得，父亲借钱时的情形，母亲哭泣的眼睛。他发誓，将来一定要出人头地，回报自己的父母。

但，现实的残酷，不是靠他心里的誓愿便能改变的。12岁的时候，他身上的衣着还是一如幼时——破旧不堪，污秽无比。因为衣服上打的补丁实在太多，人们给他起了个绰号——“补丁小子”。在人们的嘲笑声中，卡洛斯·特维斯每天的生活都在闷闷不乐中度过。

那天，卡洛斯·特维斯看到操场上有人在踢足球，内心不禁被打动，他冲上球场便将球抢到了面前，表示要和他们一起玩足球。可是，没过多长时间，热爱足球的卡洛斯·特维斯就无心踢球了。

卡洛斯·特维斯出生在布宜诺斯艾利斯南郊的圣意西德罗区，被人习惯称为“FuerteApache”。这个名称来自美式英语，用来表示那里是黑人族居、社会治安极乱的地方。在卡洛斯·特维斯踢球的过程中，伙伴们以这个理由来侮辱他，以他身上脏乱的衣服来嘲笑他。甚至，就连看台上的小观众也大声喊他“补丁小子”。

伤心的卡洛斯·特维斯回到家里，父母的安慰也没能止住他眼里簌簌而落的泪水。他伏在母亲的怀中说：“我再也不和他们一起玩球了。”

从此，屋后的一块平地上，多了一个落寞的身影——那是卡洛斯·特维斯一个人在继续着他的足球梦想。但卡洛斯·特维斯不知道，他一个人的足球梦想只是在空洞地继续着，球技却永远无法有所长进。

那是一个黄昏的午后，卡洛斯·特维斯的“球场”上来了一个老人，他叫卡尔特。卡尔特问卡洛斯·特维斯为什么一个人练球。本来，卡洛斯·特维斯不想回答，因为他不想将自己的心事吐露出来。可是，多日的委屈让他实在憋不住了，在泪水中，他将满腹的委屈都倒了出来。

卡尔特老人怜爱地摸了摸卡洛斯·特维斯的头，问他：“你的出生地布宜诺斯艾利斯的圣意西德罗，你现在有办法改变吗？”卡洛斯·特维斯想了想，摇了摇头。

“那你现在身上的衣服，你觉得能改变吗？”卡尔特看着他身上的褴褛衣衫，继续问。

卡洛斯·特维斯想到自己贫寒的家境，又摇了摇头。

“既然无法改变，那为什么不去面对现实？”卡尔特一脸慈爱，“其实，你身上也有新的东西。”

“新的东西？”卡洛斯·特维斯感到好笑，自己的身上居然还会有新的东西？

卡尔特的手指指向卡洛斯·特维斯身上的一块补丁，说：“这不是一块新的补丁吗？”

卡洛斯·特维斯瞧了瞧，确实没错，这是母亲昨天晚上刚打的补丁。可是，这补丁能算得上是新的东西吗？

卡尔特看着他狐疑的脸蛋，说：“最起码，你身上每天都有块新的补丁出现。再小，也是新的东西。再小，也代表着希望。你的衣服，补丁越多，希望就越多。孩子，记着，你的衣服就是你的生活，你的未来……”卡尔特顿了顿，拉着卡洛斯·特维斯的手继续讲，“补丁越多，希望越多。”

年少的卡洛斯·特维斯的心灵被震动了。他没想到，自己身上的补丁在别人的眼中，居然也是希望的所在。“最起码，这块补丁是新的。”卡尔特的话，久久回荡在他的耳边。

翌日早上，他便重返了真正的球场，在伙伴们的嘲笑声中，继续着他的足球之旅。时日一久，人们看到了一个一心练球而两耳不闻别人冷言热语的少年，在用汗水浇灌自己的梦想，便再也不去嘲笑他了。

他的球技，在一日复一日的练习下，在“最起码，这块补丁是新的”的激励下，与日渐长。

20xx年，卡洛斯·特维斯首次代表青年队参赛，勇夺“头号种子”的美名。在20xx年南美解放杯足球大赛中，他以出色的球技赢得了全场关注的目光和热烈的掌声；20xx年雅典奥运会，他犹如神助，以精湛的球技帮助阿根廷队赢得了金牌。在巴西科林西安，身为队长的他率队夺取了20xx年的联赛冠军，53场进31球的效率令人咋舌。在此期间，他先后赢得了“欧洲足球先生”和“美洲足球先生”的称号，在各国国家队射手榜上，他名列第二。他以撞不倒的平衡能力、出众的爆发力、灵活的变线和超人的球感，令对手闻风色变，胆战心惊。

因为他那矮壮的身材，却有着出色的速度和平衡性，令人惊叹的突破能力，人们给了他一个永久性的桂冠——马拉多纳重生。

卡洛斯·特维斯，这个被誉为“赛场雄狮”和“重生的马拉多纳”的足球超级明星，在成功的背后，光环的下面，他永远记得那句话——最起码，今天身上还有块新的补丁！因为，那是逆境中能迎风飞翔的箴言，是黑暗里能刺破天宇的光亮，是阴霾里能拨云见日的最强风。

第四篇：TED演讲选择越多,困惑越多 英文稿

I'm going to talk to you about some stuff that's in this book of mine that I hope will resonate with other things you've already heard, and I'll try to make some connections myself, in case you miss them.I want to start with what I call the “official dogma.” The official dogma of what? The official dogma of all western industrial societies.And the official dogma runs like this: if we are interested in maximizing the welfare of our citizens, the way to do that is to maximize individual freedom.The reason for this is both that freedom is in and of itself good, valuable, worthwhile, essential to being human.And because if people have freedom, then each of us can act on our own to do the things that will maximize our welfare, and no one has to decide on our behalf.The way to maximize freedom is to maximize choice.The more choice people have, the more freedom they have, and the more freedom they have, the more welfare they have.This, I think, is so deeply embedded in the water supply that it wouldn't occur to anyone to question it.And it's also deeply embedded in our lives.I'll give you some examples of what modern progress has made possible for us.This is my supermarket.Not such a big one.I want to say just a word about salad dressing.175 salad dressings in my supermarket, if you don't count the 10 different extra-virgin olive oils and 12 balsamic vinegars you could buy to make a very large number of your own salad dressings, in the off chance that none of the 175 the store has on offer suit you.So this is what the supermarket is like.And then you go to the consumer electronics store to set up a stereo system--speakers, CD player, tape player, tuner, amplifier.And in this one single consumer electronics store, there are that many stereo systems.We can construct six and a half million different stereo systems out of the components that are on offer in one store.You've got to admit that's a lot of choice.In other domains--the world of communications.There was a time, when I was a boy, when you could get any kind of telephone service you wanted, as long as it came from Ma Bell.You rented your phone.You didn't buy it.One consequence of that, by the way, is that the phone never broke.And those days are gone.We now have an almost unlimited variety of phones, especially in the world of cell phones.These are cell phones of the future.My favorite is the middle one--the MP3 player, nose hair trimmer, and creme brulee torch.And if by some chance you haven't seen that in your store yet, you can rest assured that one day soon you will.And what this does is it leads people to walk into their stores asking this question.And do you know what the answer to this question now is? The answer is “No.” It is not possible to buy a cell phone that doesn't do too much.So, in other aspects of life that are much more significant than buying things, The same explosion of choice is true.Health care--it is no longer the case in the United States that you go to the doctor, and the doctor tells you what to do.Instead, you go to the doctor, and the doctor tells you, well, we could do A, or we could do B.A has these benefits, and these risks.B has these benefits, and these risks.What do you want to do? And you say, “Doc, what should I do?” And the doc says, A has these benefits and risks, and B has these benefits and risks.What do you want to do? And you say, “If you were me, Doc, what would you do?” And the doc says, “But I'm not you.” And the result is--we call it “patient autonomy,” which makes it sound like a good thing.But what it really is is a shifting of the burden and the responsibility for decision-making from somebody who knows something--namely the doctor--to somebody who knows nothing and is almost certainly sick and thus not in the best shape to be making decisions--namely the patient.There's enormous marketing of prescription drugs to people like you and me, which, if you think about it, makes no sense at all, since we can't buy them.Why do they market to us if we can't buy them? The answer is that they expect us to call our doctors the next morning and ask prescriptions to be changed.Something as dramatic as our identity has now become a matter of choice, as this slide is meant to indicate.We don't inherit an identity, we get to invent it.And we get to re-invent ourselves as often as we like.And that means that every day when you wake up in the morning, you have to decide what kind of person you want to be.With respect to marriage and family, there was a time when the default assumption that almost everyone had is that you got married as soon as you could, and then you started having kids as soon as you could.The only real choice was who, not when, and not what you did after.Nowadays, everything is very much up for grabs.I teach wonderfully intelligent students, and I assign 20 percent less work than I used to.And it's not because they're less smart, and it's not because they're less diligent.It's because they are preoccupied, asking themselves, “Should I get married or not? Should I get married now? Should I get married later? Should I have kids first, or a career first?” All of these are consuming questions.And they're going to answer these questions, whether or not it means not doing all the work I assign and not getting a good grade in my courses.And indeed they should.These are important questions to answer.Work--we are blessed, as Carl was pointing out, with the technology that enables us to work every minute of every day from any place on the planet--except the Randolph Hotel.(Laughter)

There is one corner, by the way, that I'm not going to tell anybody about, where the WiFi works.I'm not telling you about it because I want to use it.So what this means, this incredible freedom of choice we have with respect to work, is that we have to make a decision, again and again and again, about whether we should or shouldn't be working.We can go to watch our kid play soccer, and we have our cell phone on one hip, and our Blackberry on our other hip, and our laptop, presumably, on our laps.And even if they're all shut off, every minute that we're watching our kid mutilate a soccer game, we are also asking ourselves, “Should I answer this cell phone call? Should I respond to this email? Should I draft this letter?” And even if the answer to the question is “no,” it's certainly going to make the experience of your kid's soccer game very different than it would've been.So everywhere we look, big things and small things, material things and lifestyle things, life is a matter of choice.And the world we used to live in looked like this.That is to say, there were some choices, but not everything was a matter of choice.And the world we now live in looks like this.And the question is, is this good news, or bad news? And the answer is yes.(Laughter)

We all know what's good about it, so I'm going to talk about what's bad about it.All of this choice has two effects, two negative effects on people.One effect, paradoxically, is that it produces paralysis, rather than liberation.With so many options to choose from, people find it very difficult to choose at all.I'll give you one very dramatic example of this, a study that was done of investments in voluntary retirement plans.A colleague of mine got access to investment records from Vanguard, the gigantic mutual fund company of about a million employees and about 2,000 different workplaces.And what she found is that for every 10 mutual funds the employer offered, rate of participation went down two percent.You offer 50 funds--10 percent fewer employees participate than if you only offer five.Why? Because with 50 funds to choose from, it's so damn hard to decide which fund to choose that you'll just put it off until tomorrow.And then tomorrow, and then tomorrow, and tomorrow, and tomorrow, and of course tomorrow never comes.Understand that not only does this mean that people are going to have to eat dog food when they retire because they don't have enough money to put away, it also means that making the decision is so hard that they pass up significant matching money from the employer.By not participating, they are passing up as much as 5,000 dollars a year from the employer, who would happily match their contribution.So paralysis is a consequence of having too many choices.And I think it makes the world look like this.(Laughter)

You really want to get the decision right if it's for all eternity, right? You don't want to pick the wrong mutual fund, or even the wrong salad dressing.So that's one effect.The second effect is that even if we manage to overcome the paralysis and make a choice, we end up less satisfied with the result of the choice than we would be if we had fewer options to choose from.And there are several reasons for this.One of them is that with a lot of different salad dressings to choose from, if you buy one, and it's not perfect--and, you know, what salad dressing is? It's easy to imagine that you could have made a different choice that would have been better.And what happens is this imagined alternative induces you to regret the decision you made, and this regret subtracts from the satisfaction you get out of the decision you made, even if it was a good decision.The more options there are, the easier it is to regret anything at all that is disappointing about the option that you chose.Second, what economists call opportunity costs.Dan Gilbert made a big point this morning of talking about how much the way in which we value things depends on what we compare them to.Well, when there are lots of alternatives to consider, it is easy to imagine the attractive features of alternatives that you reject, that make you less satisfied with the alternative that you've chosen.Here's an example.For those of you who aren't New Yorkers, I apologize.(Laughter)

But here's what you're supposed to be thinking.Here's this couple on the Hamptons.Very expensive real estate.Gorgeous beach.Beautiful day.They have it all to themselves.What could be better? “Well, damn it,” this guy is thinking, “It's August.Everybody in my Manhattan neighborhood is away.I could be parking right in front of my building.” And he spends two weeks nagged by the idea that he is missing the opportunity, day after day, to have a great parking space.Opportunity costs subtract from the satisfaction we get out of what we choose, even when what we choose is terrific.And the more options there are to consider, the more attractive features of these options are going to be reflected by us as opportunity costs.Here's another example.Now this cartoon makes a lot of points.It makes points about living in the moment as well, and probably about doing things slowly.But one point it makes is that whenever you're choosing one thing, you're choosing not to do other things.And those other things may have lots of attractive features, and it's going to make what you're doing less attractive.Third: escalation of expectations.This hit me when I went to replace my jeans.I wear jeans almost all the time.And there was a time when jeans came in one flavor, and you bought them, and they fit like crap, and they were incredibly uncomfortable, and if you wore them long enough and washed them enough times, they started to feel OK.So I went to replace my jeans after years and years of wearing these old ones, and I said, “You know, I want a pair of jeans, here's my size.” And the shopkeeper said, “Do you want slim fit, easy fit, relaxed fit? You want button fly or zipper fly? You want stonewashed or acid washed? Do you want them distressed? You want boot cut, you want tapered, blah blah blah...” On and on he went.My jaw dropped, and after I recovered, I said, “I want the kind that used to be the only kind.”

(Laughter)

He had no idea what that was, so I spent an hour trying on all these damn jeans, and I walked out of the store--truth be told--with the best fitting jeans I had ever had.I did better.All this choice made it possible for me to do better.But I felt worse.Why? I wrote a whole book to try and explain this to myself.The reason I felt worse is that, with all of these options available, my expectations about how good a pair of jeans should be went up.I had very low expectations.I had no particular expectations when they only came in one flavor.When they came in 100 flavors, damn it, one of them should've been perfect.And what I got was good, but it wasn't perfect.And so I compared what I got to what I expected, and what I got was disappointing in comparison to what I expected.Adding options to people's lives can't help but increase the expectations people have about how good those options will be.And what that's going to produce is less satisfaction with results, even when they're good results.Nobody in the world of marketing knows this.Because if they did, you wouldn't all know what this was about.The truth is more like this.(Laughter)

The reason that everything was better back when everything was worse is that when everything was worse, it was actually possible for people to have experiences that were a pleasant surprise.Nowadays, the world we live in--we affluent, industrialized citizens, with perfection the expectation--the best you can ever hope for is that stuff is as good as you expect it to be.You will never be pleasantly surprised because your expectations, my expectations, have gone through the roof.The secret to happiness--this is what you all came for--the secret to happiness is low expectations.(Laughter)(Applause)

I want to say--just a little autobiographical moment--that I actually am married to a wife, and she's really quite wonderful.I couldn't have done better.I didn't settle.But settling isn't always such a bad thing.Finally, one consequence of buying a bad-fitting pair of jeans when there is only one kind to buy is that when you are dissatisfied, and you ask why, who's responsible, the answer is clear.The world is responsible.What could you do? When there are hundreds of different styles of jeans available, and you buy one that is disappointing, and you ask why, who's responsible? It is equally clear that the answer to the question is you.You could have done better.With a hundred different kinds of jeans on display, there is no excuse for failure.And so when people make decisions, and even though the results of the decisions are good, they feel disappointed about them, they blame themselves.Clinical depression has exploded in the industrial world in the last generation.I believe a significant--not the only, but a significant contributor to this explosion of depression, and also suicide, is that people have experiences that are disappointing because their standards are so high.And then when they have to explain these experiences to themselves, they think they're at fault.And so the net result is that we do better in general, objectively, and we feel worse.So let me remind you.This is the official dogma, the one that we all take to be true, and it's all false.It is not true.There's no question that some choice is better than none, but it doesn't follow from that that more choice is better than some choice.There's some magical amount.I don't know what it is.I'm pretty confident that we have long since passed the point where options improve our welfare.Now, as a policy matter--I'm almost done--as a policy matter, the thing to think about is this.What enables all of this choice in industrial societies is material affluence.There are lots of places in the world, and we have heard about several of them, where their problem is not that they have too much choice.Their problem is that they have too little.So the stuff I'm talking about is the peculiar problem of modern, affluent, Western societies.And what is so frustrating and infuriating is this: Steve Levitt talked to you yesterday about how these expensive and difficult to install child seats don't help.It's a waste of money.What I'm telling you is that these expensive, complicated choices--it's not simply that they don't help.They actually hurt.They actually make us worse off.If some of what enables people in our societies to make all of the choices we make were shifted to societies in which people have too few options, not only would those people's lives be improved, but ours would be improved also.This is what economists call a Pareto-improving move.Income redistribution will make everyone better off--not just poor people--because of how all this excess choice plagues us.So to conclude.You're supposed to read this cartoon, and, being a sophisticated person, say, “Ah!What does this fish know? You know nothing is possible in this fishbowl.” Impoverished imagination, a myopic view of the world--and that's the way I read it at first.The more I thought about it, however, the more I came to the view that this fish knows something.Because the truth of the matter is that if you shatter the fishbowl so that everything is possible, you don't have freedom.You have paralysis.If you shatter this fishbowl so that everything is possible, you decrease satisfaction.You increase paralysis, and you decrease satisfaction.Everybody needs a fishbowl.This one is almost certainly too limited--perhaps even for the fish, certainly for us.But the absence of some metaphorical fishbowl is a recipe for misery, and, I suspect, disaster.Thank you very much.(Applause)

第五篇：销售员手中拥有的客户数量越多

销售员手中拥有的客户数量越多，做生意的基础就会越稳固。没有客户的销售员一定不是好的销售，没有客户就意味着没有业绩，后果很严重。都是销售，为什么你没有客户？可以从下文找找原因。

1、手中拥有的潜在客户数量不多。

优秀销售员之所以能源源不断地售出产品，原因就在于他们拥有足够多的客户数量。研究表明，业绩不佳的销售员手中拥有客户数量少的原因，在于他们常犯有以下三个错误中的一个或几个：

(1)不知道到哪里去开以潜在客户;

(2)没有识别出谁是潜在客户;

(3)懒得开发潜在客户。

由于开发潜在客户是一项费时劳力的工作，因此一些销售员不愿意去开发潜在顾客，只满足于和现有顾客打交道，这是一种自杀的做法。因为现在顾客常以各种各样的原因离你而去，如客户转产、倒闭或人事变动，他们每年以15%-25%的速度递减。这样，销售员如果不能不断开发新客户来补充失去的客户，那么4-7年后，销售员手中的客户数量就会变成零。?

2、抱怨、借口特别多。

业绩不佳的销售员，常常抱怨，借口又特别多，他们常常提到的抱怨、借口如：“这是我们公司的政策不对。”“我们公司的产品、质量、交易条件不如竞争对手。”与其寻找借口，倒不如做些建设性的考虑，如：“这样做可能打动顾客。”“还有什么更好的方法?”

事实上当人们面临真正的困难时，通常是连话都说不出来的;如果还能够找些借口为自己辩解的话，这表示还没有完全发挥出自己的能力。

3、依赖心十分强烈。

业绩不佳的销售员，总是对公司提出各种各样的要求，如要求提高底薪、差旅费、加班费等，而且经常拿别家公司作比较。销售员不能向任何人要求保障，必须完全靠自己。没有指示就不会做事，没有上级的监督就想法人情，这种人是绝对无法成为优秀销售员的。真正优秀的销售员经常问自己：“自己能够为公司做些什么”，而不是一味地要求公司为自己做些什么。

4、对销售工作没有自豪感。

优秀销售员对自己的工作都感到非常的骄傲，他们把推销工作当作一项事业来奋斗。缺乏自信的销售员，如何能取得良好业绩?想要向顾客推销出更多的产品，销售员至少必须要有一份自傲--你能够告诉顾客他所不知道的事情。

5、不遵守诺言。

一些销售员虽然能说善道，但业绩却不佳，他们有一个共同的缺点，就是“不遵守诺言”。昨天答应顾客的事，今天就忘记了。销售员最重要的是讲究信用，而获得顾客信任的最有力的武器便是遵守诺言。

6、容易与顾客产生问题。

无法遵守诺言的销售员，与顾客之间当然容易发生总是一些销售员急于与顾客成交，结果，自己无法做到事情，也答应下来，这是一种欺骗顾客的行为。优秀销售员与顾客之间也会发生问题。但是，他们却能够迅速地给予顾客满意的解决方法，这样反而获得顾客的信赖。记住，当与顾客谈生意的时候，最重要的是让对方感觉出自己的诚意。

7、半途而废。

业绩不佳的销售员的毛病是容易气馁。推销是一场马拉松赛跑，仅凭一时的冲动，是无法成功的。闷高放弃成功的信念，并坚持不懈地追求下去，才能达到目的。

8、对顾客关心不够。

推销成功的关键在于销售员能否抓住顾客心，如果不善于察言观色的话，生意一定无法成交。销售员既要了解顾客的微妙的心理，也要关于选择恰当的时机采取行动。这就需要对顾客的情况了如指掌，那些不关心顾客的销售员，是无法把握和创造机会的。