Manager Vs. Coach – A HUGE Difference!!

Stop Managing and Start Coaching

The word “coaching” is starting to be used so often these days that it is truly losing its meaning and effectiveness. Too many mangers/leaders are using the word in an attempt to separate themselves. Words and phrases, however, do nothing to separate those who can and do from everyone else. ACTION is the thing that does that! Below are several actions that you as a business leader can do to stop talking it and to start walking it—Become a coach to your people and they will be your people for a long, long time:

Always Look for and Draft Top Talent

As a coach, you want to give your team the right staff of players so that they can consistently win in the marketplace. The best coaches realize that they must always be looking for and recruiting new stars to their teams. New players keep the team fresh and on their toes. New players to the team may replace existing non-productive players or may help to drive those existing players to new levels of productivity.

A coach never grows his team just for the sake of growing it. It doesn’t always take more players to win, but it always takes the right players. A coach is always looking for the key players to add to his team to help bring it to the next level.

Set Expectations Up Front

The coach brings every member onto his team with open eyes. He works very hard to set mutual expectations up front with his new players. He makes sure that his players know that he will expect big things from them-that they will work harder on his team than they ever have anywhere else in the past-that they will be measured and held accountable to always be improving and bettering themselves-that they will be held to the highest standards of professionalism-that they are the most important people in the company and should regard what it is they do as such-that FUN is not a four letter word-and that Attitude + Skills + Activity will be the formula that they will grow by on this team.

The coach also sets the expectations that his players have of him and the company right up front as well. He allows the players to “hold his feet to the fire” on issues such as attitude, communication, measurement, training, field coaching, etc. All new players know very clearly what their plans are and what they can expect upon completion of all assigned tasks. The team knows that the coach will be held accountable to help them reach their goals. The coach will not let down any of his players when it comes to making sure that they do the things necessary to reach their own individual goals

Have a Clear Plan for Every Player

The best coaches always make sure that every player on their team has a very clear and defined game plan to success. They realize that if they can keep their players focused on their key roles in the outcome for the team, that each player would have a much better chance of winning. The teams that consistently win do so because they have a very clear plan that is broken into individual responsibilities.

A coach will make sure that his players know what to do from the time that they come into the office in the morning until the time they leave at night. A good coach goes the extra mile in explaining each individual game plan to his players. A good coach leaves nothing to chance. A good coach works with his people individually on their game plans so that he can improve his players’ skills as well as their need for personal expertise. A good coach realizes that a player without a plan has no way to mark his/her successes as they come.

Always Training, Teaching, Guiding, Coaching

A coach is a teacher, a mentor, a leader. The best coaches are the ones who are on the field with their players every day working with them on their skills. The best coaches schedule time every day for training of their people. The skills necessary for success must be taught and practiced regularly. People do not learn these things intuitively. Coaches realize that most players, given the choice, would rather not practice their skills. This is not to say that they do not want to succeed. They merely will take the past of least resistance most times. (It is human nature.)

It is important for salespeople to do what it is that their coach wants them to do-but even more important that his people WANT to do what he wants them to do. Therefore, it is equally important that, as coaches, we work hard on showing those on our teams that it is part of the entire culture to train, practice and perform every day. The best teams in history did not stop practicing because they started winning.  They did not stop practicing because they got some good players. Solid coaching requires a discipline towards constant improvement.

Constantly Build and Strengthen Relationships

Even the best players do not respond if there is no trust. A good coach realizes that it may take months-even years to build a solid foundation of trust but only moments to destroy it. Coaching sometimes requires tough choices. Good coaches always make sure that the choices they make do not compromise the trust that they have built. Good coaches realize that it isn’t always about being the nice guy-but is about being fair and honest with the entire team.

Solid relationships are built on communication. If there is not a solid culture based upon communication, it is very difficult to even recognize the challenges, and thus, almost impossible to cure the problem.

Taking the time to forge solid relationships with his people is one of the things that a great coach does best. People will walk through fire for a leader they believe in. People tend to trust and believe in those who trust and believe in them. This goes beyond words.

Are You ASKING For It?

ask for the sale

Here is an interesting question:  Why is it that we, as salespeople spend so long, invest so much time, energy, preparation, and effort on the phone with the prospective and existing customer during the sales cycle only to let the sale fade away or go to the competition?  Why is it that we place so much emphasis and commitment on the process of moving the ball down the field but yet design so very few plays to actually take the ball into the end zone?

We need to realize that whenever we do not actually attempt to create some closure–ask for the business–we literally destroy (or at least taint) all that we have worked for throughout the sales process.  We give up the connection and trust that we have built, the relationships that we have developed, the enthusiasm we have created, and the momentum of the process.  We simply let the sale wither away and die or get taken over by another more assertive, focused salesperson that was prepared (AND took the leap of faith) to ASK for the business!

Do you feel that you offer such irrefutable evidence of value throughout your sales presentations that the customer will simply give in?  Do you feel that your features, advantages, and benefits (FAB points) are so compelling that prospects don’t need to be asked to buy them?  Do you feel that you will offend your prospect or customer if you were to actually ask them to buy from you?  If the answer to any of these questions is yes, then you need to GET OVER IT! (and possibly consider another career!) Here are a few very key RULES when it comes to closing the sale:

Rule #1—You MUST ask for the business!

Rule #2—You MUST earn the right to ask for the business!

Rule #3—The customer knows why you’re there!

Rule #4—Sometimes the answer is NO! Deal with it!

Rule #5—If you cannot, will not, or do not ask for the business, someone else will!

Ok, so why does it happen?  Why do many salespeople have a hesitance to ask for the business?


It is my belief that most salespeople do not ask for the YES

because they are afraid to hear the NO! 

Here are some other reasons

Little to no belief in their value proposition, their product, or their service.

  •     A lack of confidence or self-worth.
  •     No connection with the customer, thus no trust.
  •     The customer is in control-asking all of the questions.
  •     The salesperson doesn’t feel like they have earned the right yet.
  •     The salesperson has not discovered any motivators to create urgency.
  •     No time-lines have been discussed throughout the process.
  •     There is no defined sales process that the salesperson can follow.
  •     And many others

The good news is that ALL of these are within the control of the salesperson—the right salesperson.

FACT: is that it is not the responsibility of the customers to close themselves.  It is the job of the salesperson to get that done!  You are not paid to be a professional educator, a professional presenter, a hesitant visitor, or a walking-talking brochure-website.  You are paid to move the ball down the field and to score.  That’s it!!

The web site, the brochures, the advertising, and other marketing pieces often have very little to do with the Call to Action…but you do!  Your territory, products, prices, and your competition are what they are and they do not control your success…you do!  The prospective customer knows that you are there for a reason and that reason is to make the sale. Often, the only thing that stands in the way is you!  Are you willing to make the changes necessary to stay in the game?  If so, take a look at a few suggestions:

Learn how to ask better (more focused) questions to pull out true motivations (Pains-Fears-Desires) from the prospect.  Get to the WHY behind their answers!  Ask questions to gauge the prospects level of interest, understanding, and continued engagement in the process such as “So far, so good?”  “Up to this point, what questions do you have?” “Does that make sense?”

Have a clear purpose for each and every call that you make on the prospect.  If you don’t understand what needs to be discovered /uncovered and agreed upon in the sales process, how will the customer?  Going on a call without a clearly defined purpose and a clearly prepared Call to Action wastes both your time and the prospect’s.

Learn to “set the pace” of the sales cycle from the beginning.  Be in control by constantly and relentlessly moving the deal forward by calling the shots.  Get in the habit of thinking—and asking—“So what’s our next step?”

Be Your BEST!

picture of happy business team celebrating victory in office

In today’s competitive market, none of us have time for mediocrity or half heated efforts from our sales and service teams.  We need to be fighting for every inch of ground.  We need our people to be their absolute BEST with no excuses.

Why?  Most companies are facing fewer opportunities to land new business from both new and existing customers this year.  To use a baseball analogy, we are all getting less “at bats” this year.  Here is the brutal fact that we all need to face:  If you do not improve your skills while “in the batter’s box,” you will score far less this year.  That leads to less commission dollars for salespeople and less sales and profits for the companies that employ them.  Now, throw in the desperation that may creep into the entire organization to make sales and you will see that margins start to get compromised as prices are dropped and all sorts of justifications are made to do so.  The company culture starts to get challenged due to inevitable cut-backs and staff reductions.  What a mess!

Here is just one way to begin to right the ship.  Make sure that you raise the bar in all that you so!  Make it impossible for your prospects, customers, and clients to even think about doing business with anyone else.  You need to be (and expect from all around you) only the BEST!  No excuses…no blame.  Just the BEST!

In giving thought to this article, I thought I would offer my thoughts based upon an acronym of that word; BEST!  Read on and relate the following ideas to you and your organization.

B—Belief

It is very common for those in your organization to begin to have thoughts that challenge their basic belief in the company, the products, the pricing, their colleagues, the leadership, the marketplace, the customers and more during tougher economic times.  Yet, it is this belief that drives your organizations success now more than ever.  Belief is the cornerstone of confidence.  Your entire team needs to feel that they are in the right place, at the right time, with the right company, the right products/services and the right prices, selling into the right marketplace to the right people.  When that confidence isn’t BEAMING at every “touch point” in your organization, difficult times are not far behind.

So…eyes open…ears open!  Pay attention or pay the price!  Negativity and pessimism in your sales and service departments today are exponentially more dangerous than ever.

You need 100% buy-in and 100% belief!  Raise the bar on your communication and your visibility.  Engage your team in twice daily huddles.  Spend 15 minutes every morning reinforcing the importance of their efforts for the day ahead of them and 15 minutes every evening validating and recognizing the warriors for the battles they fought today!  Your involvement as a leader will drive out those who are lost and drive IN those who are destined to carry you and your organization to greatness!

Attitude is one of the key fundamentals to all success. And belief drives attitude!  Remember the old adage that states, “Whether you think you can or your think you can’t…you’re right!”  Everywhere a sales professional looks today, he/she is bombarded with the doomsday predictions of the press, the pundits, and (unfortunately) even those closest to him such as colleagues, family, friends, and neighbors.  In that sea of negativity there needs to be a lighthouse that marks their bearings; a beacon of hope that they are on the right track.  Key in on the BELIEF of your people.  Before you do, however, check into your own belief level….it might need a tune-up as well!

E—Everything Matters

Several books have been written over the past few years in the “Don’t Sweat the Small Stuff” collection.  With all due respect to those words of wisdom, you need to understand that those books were written when the sun was shining and the economy was stronger than today!  So, find a spot on the shelf (or in the “round file”) file those books and understand that everything matters today.

We are doing business in a world today where access to information (and your competition) is as easy as firing up a laptop.  Customers are barraged daily with options as to who to do business with.  Our competitors are doing desperate things, chasing all that moves, dropping price, and challenging our customers’ belief in us!  We simply cannot stand by and sing let that happen.  This is war and everything matters!  Every penny of our margins need to be justified today!  Every ounce of customer loyalty needs to be earned at every possible level.  When it comes down to a choice between US or THEM, we need to have not one or two, but 10-20 examples of differentiation and value!  And as small as some of them may seem, all of them add up to more wins and less losses.  So…here are a few examples for your sales efforts today:

Sales: 

Voicemail–Outbound-Only the sharpest, most focused voicemails are to be left.  Remember the main reason that we leave voicemails is to get a call back.  Be clear, be concise, and be prepared to compel them into the action you desire—a return call!

Voicemail-Inbound-Pick up your telephone (cell phone and desk phone) and change that voicemail NOW!  I’ll bet it has not been changed in ages.  You can stand out with freshness in your message.  Just think, your prospect, customer, or client is on the phone

with an opportunity for you.  What do you wish to convey?  Mediocrity, same-ol-same-ol, indifference OR energy, passion, creativity, and excitement.  Your choice!

Email-For those of you who thought email was a fad, bad news!  Email has become a communication tool that has, arguably revolutionized the way that companies (salespeople) and customers do business.  It has, in my opinion, become one of the biggest communication crutches for salespeople today.  While I believe that there is extreme value in e-communication as a tool today, it all too often is overused, misused, and abused by marketers and salespeople.  Pay close attention to the emails that are being sent out to your customers.  Don’t rely on an email to express your emotions, your passion and your value.  Don’t simply “put something out there” via email to judge your customer’s reaction.  It is simply too easy (on both ends) to hide emotions, misconstrue agendas, and convey false genuineness via email today.  Tighten up your email (spelling and grammar) and, whenever possible pick up the phone or get off your butt and CONNECT!!

Process-Are the ways that you go about your sales process today as effective as they need to be for your prospects, customers, and clients in today’s world?  Too often, when I am wearing my coach/consultant hat, I see companies that approaching the marketplace today the same way that they have for the past several years.  Here is another newsflash:  Your prospects and customers today are buying differently and looking for more, for different, and (this hurts) they care less and less about you and your company!  Everyone is in survival mode.  Are you still following the same process as you have for years?  Are you still relying on your presentation or your PowerPoint?  Are the tactics you employ even relevant today?  It’s worthy of an overhaul wouldn’t you think?  Take your process apart and tighten it up NOW because your customer demands it and your competition might beat you to it.  Here is a tip:  Figure out what your buyers today need more than anything (not lower prices) and help them see how you deliver it better than anyone.  Stop selling and HELP THEM BUY!  Remember this; Safe trumps cheap!  Make your offer compelling and safe because your focus is on THEM and not you!

S—Step Up

Now is the time for everyone in your company to truly understand their role in the acquisition and retention of customers.  It is now time to work our butts off and to FIGHT!  That leaves no room for halfhearted effort and losers.  Sound too tough?  Too bad, it’s time to rise to the occasion.  If not now, when?

I was recently in the United Red Carpet Club in Chicago on a layover on a flight and saw an interview of Nick Saban, Head Coach of the Alabama college football team.  Although I was across the room and could not hear the message, it was being close captioned across the screen.  He was talking to the media about the expectations of the upcoming season.  He was discussing work ethic and what it would take to win a national title this year.  During this rant (and, although I could not hear him, it certainly looked like a passionate dissertation by an enthusiastic leader) Saban stated that the hard work and determination needs to “dominate the competition” in this league was extreme and (this was the part that I loved) what the players perception of hard work meant prior to coming to camp this year was irrelevant and non-consequential!  We need to raise it to an entire new level to compete and dominate in this division—and to win a national title.  Wow!

It’s time for all of us to step up.  Very few companies are escaping the grasp of this economic turmoil.  One thing that we all have in common is that we need to be more focused and more disciplined today to do the right things over and over and over today.  Self discipline has been defined as “doing the things that you need to do, when you need to do them, whether you want to or not!”  At what point in the past 10 years has this statement been more relevant than today.

T—Tenacity

Tenacity is defined as holding firmly, persistent, or stubborn.  When I think of a tenacious salesperson, I often get a picture in my mind of a dog firmly latched onto the cuff of the pants of someone, never letting go.  In this day and age, the attitude and ability of your people simply to not give up when the going gets difficult is so important.

Several years ago, I read study by the Harvard Business Review that identified the two main characteristics that stood out in top sales professionals.  Out of all of the possible variables in skill sets these two areas were the most common:  Empathy and Persistence!

In other words, top sellers as a whole had a variety of skills and many different activities that helped them achieve success but it was the willingness and ability to understand and relate to the customer and their needs coupled with their dogged determination (their TENACITY) to see to it that they helped the customer make the purchase that separated them from the pack.

So, when you set your targets, your goals this year, did you do them in pencil?  Did you decide that you would ebb and flow your sales and profits based upon what the marketplace would bare or did you make a DECISION as to what you would accomplish?  Do the salespeople on your team see a sale all the way through or do they tend to lose faith when the going gets tough?  Do they strategize and execute or wring their hands and wait?  If you or your salespeople manage accounts and the ongoing sales in those accounts, do you approach the success of your clientele with tenacity, not letting them give up on themselves (and eventually you) or do you simply wait for the inevitable “apology call” Pay attention!  Everyone that you lose during these times is more potentially devastating—don’t give up…don’t let go…failure is not an option.

Your company, your employees, your customers, your family and you all deserve one thing today.  And that is your BEST!  So, take a moment and ask yourself a question right now.  For every move that you have made today, have you offered your best?  Anything short of that simply will not do!

Pop Quiz!

PopQuiz1

Are you on track to hit your end-of-year sales goal?

True or False:  Sales goals are typically set by the company and should be raised each year according to the previous year’s results.  FalseQuotas are set by the company and tend to be somewhat “detached” from the individual goals of the salesperson.  Too often, company leaders and sales managers feel that the salespeople on their teams do not buy into the goal that they have been given.  Why?  Because it is not their goal!  Instead, the sales number (the goal) is one that has been decided without the input of the salesperson and thus, lack of buy-in is inevitable.  In order to really accomplish GREAT things in the goal setting process in your organization, first, find out what it is that your salespeople truly would like to accomplish.  This may be a financial goal or a personal goal such as a home, car, or vacation that can be accomplished with increased commissions.  Now, together, figure out what needs to change in their daily efforts (and thus, results) in order to hit the commission goal. This takes time and effort on both the part of the manager and the salesperson (just like figuring out your customer’s goals).  But when both the salesperson and the sales manager are clear on the WHAT is the goal, together they are bought-in  and can “put up with” almost any of the HOW it is to be accomplished.  It is the difference between pushing someone towards YOUR goal (quota) or pulling them towards THEIR goals (rewards).  One is a lesson in futility (hard work) and the other is good business practice.

True or False:  Goals are something that are to be set to gauge your success every year.  False.  Your goals are a “track on which to run” your race-be it a daily, weekly, monthly, quarterly, annual, or lifetime race!  Your goals are you life plan.  Your goals are personal to you and your success-not a gauge as to whether or not you are.  Year after year, studies have discovered that the most successful business people of our time have a few things in common.  The most common characteristic or trait is that each of them has clearly defined, written goals by which they lead their lives.  It has been said that you miss 100% of the targets that you do not aim at.  Setting goals allows you to set individual targets for your success in many areas of your life.  If, at the end of the year, you find that your sales goals have not been reached, an appropriate inventory of what happened and what did not happen is in order.  However, if you wait until the end of the year, you will find that, more often than not, you will have fallen short.  Goals need to be “checked-in-on” regularly (at least monthly) to make sure that you are on track.  If you are not, adjustments need to be made to the way that you are running the race.  Those adjustments can come in the form of attitude, skills, activity, and even moving the finish line.  Set goals with your people and make those goals a living, breathing, real-time plan that you will visit regularly and constantly strive to achieve throughout the year.

True or False:  Goals should be broken down into quarterly and even monthly.  True!  An amazing thing happens whenever there is a deadline!  Most companies radically increase sales production in the final quarter or every year.  Some companies greatly increase their sales results in the final weeks of every quarter each year.  And some companies greatly increase their numbers of closed sales during the final few days of every month.  Why is this? Customers don’t buy differently at the end of the month, quarter, or year do they?  Results increase because there is a deadline–a measurement of success specific to each of these companies and their sales cycles that is determined by not only the results themselves, but also by when the results are accomplished.  In American football, every team can run a series of plays called “the Two-Minute Drill” in which a team can go the entire length of the field inside the Two-Minute time frame.  It is a thing of beauty to see a team operate this drill in harmony and accomplish things in a matter of less than two minutes that they had been working hard all game to accomplish in much longer timeframes.  What is it that both sales teams and sports teams GET when there is a deadline?  A sense of urgency!  By making sure that your team’s sales goals are set up in such a way that deadlines are looming on a regular basis, you build an inherent sense of urgency into the attitudes and daily activities of each person on your team.  Because of this sense of urgency, complacency will become non-existent.  Because of this sense of urgency, salespeople ask better questions, run better plays, anticipate the moves the defense (customer) will make, and in turn, will score more frequently.  The result, a much greater chance of answering the first question asked above (Are you on track for your year-end sales goals?) with a YES!

Sharpen Your (Sales Manager) Axe!

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A major part of my training focuses on the salesperson asking better questions in the interest of “opening” the prospective buyer.  It is my belief that better questions get better answers and that those answers assist the salesperson in “building the case” for their products or services.  This article, however, is not about the salesperson, but rather the sales manager.

A sales manager’s job is NOT to grow sales!  It is the job of the sales manager to grow salespeople.  The attitude and skills sets that they build and develop in their salespeople are the things that will grow the sales for any company.  One of the areas that I find that sales managers can truly move into that COACH role is by preparing and asking solid questions of their salespeople.  Here are a few points to consider:

1-The Pre-Call Huddle

Prior to going on the sales call, every sales manager should engage in a pre-call huddle with their salespeople.  The pre-call huddle should occur well in advance of the sales call.  Depending upon the complexity and size of the potential sale, the pre-call huddle could happen several days or several hours before the actual call.  The purpose of the pre-call huddle (and the questions that are asked in it) is to gauge the preparation and mindset of the salesperson.  The pre-call huddle should include any and all people that could play a role in the acquisition and retention of the customer.  Most efforts are won by teams and it is a major responsibility of the sales manager to create the best team possible for each of the company’s opportunities.

2-The “Coaching” Field Call

Too many managers try to lead from behind a desk.  They gauge the success or failure of their salespeople by the amount of calls they make or the amount of closed business at the end of the day.  Activity management and results management are two weak areas in which a sales manager can find himself/herself making bad decisions.  We need to get off the sidelines and get into the game with our people.  Attending sales calls with our salespeople (whether riding “shotgun” on the telephone or in person) will help identify the areas in which we can make the most impact for our people.  It is on these calls that we can see with our own eyes and hear with our own ears the various approaches that our people take to identify highest value needs (HVNs) our customers and communicate our value to the market.

3-The Post-Call De-brief

We tend to learn from both our wins as well as our losses.  In fact, I would bet that you would offer that you learn more from your losses!  Sales managers need to make a habit to de-brief with their salespeople on a regular basis.  We need to not only get the information of what occurred on the sales call.  We need to understand what happened and why!  Although the information (did it close or not) is important, it is limiting to our growth for the future.  We need to identify what our people learned on the “wins” so that we can ensure we win again.  We also need to discover what our people learned from the “losses” to ensure we do not repeat it in the future.  Understanding what our people know and do not know will help us to design the appropriate strategies by which to assist in their growth on our teams.

Questions are a big part of this.  Here at Sales Coach International, we have recently found ourselves creating many “Question Guides” for our clients.  The process of doing so is more a matter of getting “buy-in” to the importance of using questions in the sales process to open the customer and get the information and understanding that we need to properly navigate the sales process.  Once everyone is on the same page, we identify several areas in which we ask questions and task everyone on the team to send us their top questions in these areas.  After several “takes” and “re-takes” we end up with a solid compilation of questions from those in the field of battle every day.  The list itself serves as a great “cheat sheet” for those salespeople to use on a day to day basis.

The challenge we find is that the sales managers of these teams need to continue to gauge the pre-call mindset and the pre-call preparation of the salesperson in order for the right sales approach to be taken.  Because of this, we subsequently packaged recent versions of the Question Guides to include questions that we want the salespeople to continually ask of themselves before making any call:

1-What’s the Purpose of this Call?

2-What do we Know?

3-What do we Need to Know?

4-What do we Need to “Get Out on the Table?”

These four questions, along with several more industry specific questions are included in the first few pages of the Question Guide.  The interesting result was that what we actually came up with was a “cheat sheet” by which sales managers could continually coach and develop the pre-call mindset and prep work of their salespeople.  The Question Guide becomes a vital part of the Pre-Call Huddle, The Coaching Field Call, and the Post Call De-Brief.

I suggest that you give this a try.  Build a series of relevant questions with your salespeople that they can reference prior to sales calls.  Package that Question Guide with a few of the questions above that will be great reminders for both the salesperson AND the manager as to the things that they need to have prepared for every call.  We like to believe that salespeople constantly need “sharpening of the axes” to keep ahead of the competition.

The Dog Days of Summer Are Here!

Dog Days of Summer

We call them the dog days of summer.  The long, hot days of summer seem to have salespeople and customers alike under a listless spell.  The call of the shoreline, the lake, the golf course, and many other assorted vacations pull the focus away from the necessary tasks at hand. Sales tend to lag, profits tend to decrease, and the fourth quarter is looming on the all to near horizon.

As we head into August this year, let’s take a long hard look at the state of our sales departments.  Fear, uncertainty, and multiple changes have slowed down the typical buying cycles and more is demanded of the salespeople to create results.  Now, add in the dog days of summer where decision-makers have “checked out” on various vacations, and the salespeople really have a challenge on their hands.

In such a diverse set of circumstances in the industries in which we are coaching, there is one thing that remains constant this summer.  That is the need for the salespeople to stay focused on what’s going on in their respective marketplaces and to project themselves and their sales heading into the upcoming quarter.

Have your salespeople met their projected results thus far this year?  If so, how will they continue that trend into the close of the year?  If not, what magical events will occur for them to hit company goals for the close of the year?  As we head into August, we might want to go back and take inventory of our people, our processes, our systems, and our goals.

Remember, the holiday months are less than 120 days away.  During those months, many companies tend to have a similar experience with the results of their sales departments.  People are focused more on the holidays then they are on finishing the year strong.  Why fall victim to this phenomenon this year?  Now is the time to start planning your approach in the marketplace for the end of the year.  What can be done different internally?  How can you look to build a platform on which your people will strive for greater results?

Here is a blueprint plan of ACTION!!

1-Turn up the volume!  HUSTLE!

I often see the management and leadership elements of organizations “taking a hiatus” during the summer months. Now is the time to increase your focus on your team.  Get on the phones with them today!  Get in the field with them today!  Show them the HUSTLE and URGENCY that you need from them.  Re-engage with your teams and model the behavior that you seek!  If you are willing to do it (and do it more than once), then they have no excuse!

2-Follow the LEADER

Do you remember playing that game with your friends when you were young?  Play it with your company now!  In order for the game to be any fun, however, you need a leader!  Are you willing to jump in with both feet and LEAD?  Leaders communicate, recognize, empower, coach, direct, and win with their people!  Managers aren’t always leaders.  Besides….who ever played “follow the Manager?”

  • Start an “intensity” month with daily morning huddles defining the day’s strategy.
  • Measure everything and inspect what you expect!
  • Have an ALL-HANDS meeting and bring in an expert to re-align all the players.
  • Develop a 6-month IDP (Individual Development Plan) with each of your people.
  • Redefine what WINNING means and start driving that bus!

3-Design and Run a New Contest

What do you need more of?  What needs more attention and focus from your team?  What areas need re-energizing?

  • New products need to get into the marketplace?
  • Customer service standards need to dramatically increase?
  • New accounts need to be opened?
  • Need to penetrate, fortify, and grow your top 25 accounts?
  • Relationships need to improve with your best clients?
  • Need to get new “breath” on the team?

4-STOP Recognizing and Rewarding Mediocrity

Is it OK to fail when working for you?  Is it OK to not really try when working for you?  Is it OK to not really be ALL-IN when working for you?  Is it OK to not meet minimum expectations when working for you?  If so……you are letting your people down.  Every time we let it be “OK” to any of the above things, we actually make it OK to be mediocre!  Why, because MOST people are only mediocre.  Most people phone it in, don’t really push themselves, and don’t ever travel the extra mile!

Identify those that have either “checked out” on you or on themselves and the team and do something about it!  They may choose to “phone it in” each day ONLY because you make it OK to do so.

We have less than 4 months left in the year to accomplish our goals.  Don’t let the summer Dog Days drag you, your people, and your results down.  DO SOMETHING about it….NOW!!

Earn a Higher Price!

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What is it that you bring to the table that your competition cannot or will not?  What is it that you offer that your prospects, customers, and clients would be willing to stand in line and/or pay a premium to have?  What value do you bring to the equation that creates a greater perception of value for your product or service and thus commands a higher price?

Would you buy from you at premium prices?  If the answer is yes….and I hope to high heavens that it is….Why?

We are selling in a marketplace today that demands more from sales professionals.  Communication tools such as cell phones, email, and I/M are creating a level of expectation from our customers that is getting harder and harder to meet.  The internet is leveling the playing field as far as access to information.  (Everyone can Google you and your competition before you walk in the door.)  The result?  Buyers that have a higher degree of sophistication (or at least a higher level of belief of their sophistication) than ever before.  Where there is mystery there is margin and the internet has removed much of the mystery about you, your company, your products & services, and your pricing.

If we keep selling into the marketplace the same way that we have in the past, we will get passed up by SMART competitors and passed over by SMART customers.

What can we do to keep up?  What can we do to get ahead?  What can we do to earn the top margins in our ever changing and competitive marketplace?

Below, please find a list of 15 things that you can start to do today to stand out from the crowd, differentiate yourself (and thus your product/service), and command the respect and attention of prospects, customers, and clients:

1. Start a strict regimen of pre-call preparation.

Do your homework before making that call on any executive or decision maker.  Google them, research their industry, read their industry magazines, learn about them and their company. The things that you learn will help you build a platform from which relevant questions and conversation can begin.  In order to have something relevant to offer, have something relevant to ask and something relevant to say!

2. Decision maker or decision influencer?

Clarity on who it is that you are dealing with will help you build the appropriate value proposition.  If you are developing a “champion” or a “flag-bearer” in an account, make sure that the value of your offer speaks to their needs.  Typically, the decision maker is motivated by, and thus will act upon a much different set of criteria than those you met on the way in—sell accordingly.  Never assume what their motivation is.  Always dig, probe, & listen before you diagnose.

3. Make a few phone calls in advance.

I suggest calling anyone who may know anything about an account before actually attending a meeting to get a flavor for what you are about to face.  Knowledge is power—power can be leverage.  In addition, if there are to be several people in the session, I suggest calling as many of them as possible in advance to discover or uncover any issues or expectations.

4. Speak the customer’s language.

We tend to present our value propositions in a language that is filled with our industry words.  The problem?  The customer doesn’t know your industry like you do so a “disconnect” or confusion can occur.  I suggest that you record your value propositions, presentations, conversations, and questions as often as possible.  Get these recordings in the hands of non-industry people and get their opinion.  You might be surprised that the reason you are not closing enough sales is that the door to understanding has never been opened due to a language barrier.

5. Read, learn, grow!

Commit to reading a book every month on how to be a better sales professional.  You will be amazed at the new moves that you will adopt for your sales success.  In addition, read at least 2-3 business or industry magazines every month.  You will learn things that you did not know.  This can add to your confidence and, if you figure out ways to use this knowledge to differentiate you from the crowd (adding value to your customers) it will add to your commission check!

6. Be the quarterback of your sales efforts.

Someone must call the plays.  Make sure that on every interaction with prospects, customers, and clients you clearly define the purpose of the call and stick to it.  When the call purpose is met, clearly identify next steps as well as who is responsible for what.  You guide the timelines, you run the plays, and you call the shots.  The result will be getting to yes faster. (as well as getting to NO faster…see next item.)

7. Ask for the yes once you’ve earned it-but don’t be afraid of the no.

Get out on occasion to drive your pipeline business further along towards a yes knowing that the result will most likely be a few fresh no’s.  Is this a bad thing?  Absolutely not! Stop wasting time on those who can not or will not buy from you.  A full pipeline of no’s is worse than no pipeline at all.  The time you invest on qualifying OUT the non-buyers will be well spent once it’s re-invested in prospecting for those who can and will say YES!

8. Get a coach or a mentor.

This sales game can be tough.  Having someone to bounce ideas off and to strategize with will give you a leg up on the competition.  Think your good enough to fly solo.  Think again!  Even Steph Curry has a coach or two on his team.

9. Make the CLOSE a natural conclusion to your professional sales process.

Don’t let the “closing” part of your sales cycle be a surprise to your customer.  Don’t shy away from it either.  Your customer should know that you are there to do business.  In order to earn their business, you will have to learn to ask in such a way that it is less painful for both you and the customer.  Right now, sit down and write 5 closing questions that transition you from the presentation and negotiation to the action phase of the sales cycle.  When you have them written, ask them each aloud 100 times until they become less mysterious and thus, natural.

10. Talk Benefits rather than Features.

The customer does not buy quality, service, reliability, innovation, integration, knowledge, experience, teamwork, or the other features that you are tossing out there in an attempt to differentiate your company.  They only buy what those things can do for them and  what it is they want to accomplish.  The sooner you start talking about what they GET rather than what it does, the sooner you begin to earn a greater margin.

11. Ask them what will happen if they don’t…..?

Attempt to attach a cost or a price to in-action.  When you prospect and customers say they are “staying the course with the way they currently do things” you need to help them understand that continuing to do what they are currently doing will only get them more of what they are currently getting.  If (and this is a big if) you have attached a PAIN to their current situation (from their point of view), then you can attach a FEAR of the future.  Your product or service at that point becomes the cure to the PAIN and thus, a peace of mind to the FEAR.  This is called a solution, and it is worth more than what your competitor is selling.

12. Don’t lie—PERIOD!

The word character is not used enough in professional sales.  It needs to be.  This world of Google has opened all of our kimonos so there are very few secrets anymore.  Often your customer will ask a question that they know the answer to just to qualify your character.  You must pass the 1st time because you won’t get a second shot.  (Remember, they are more aware of their options today) Customers pay more for character and trust—count on it!

13. Quid-Pro-Quo

This Latin term that means “something for something” or “this for that” should be paid close attention to in your dealing with customers.  It works both ways.  If you are looking for forward movement in the sales cycle or an introduction to others to help you get it, practice quid pro quo from your end first.  Give to get.  Give a referral, get movement.  Give an introduction to a lead; get an introduction further into the customer’s circle of influence.  Add value first; get things you value in return.  On the flip side we need to understand that when a customer asks us to jump through hoops for them (put together a demo, draw me up an analysis of the benefits, etc.) it is only fair that we now can ask for something in return from them.  Example:  “We will put together a demonstration of the software, customized to your needs as you requested.  If the software performs and meets all of the specifications that we discussed, will you be prepared give us a commitment to move ahead with the purchase that day?”

14. Never make a call without a purpose.

In order to be the most productive with your time and the time of your prospects, customers and clients, have a clear purpose for each of your calls.  Don’t visit the customer without the express purpose of bringing something of value to the table or moving the sales cycle forward.  Don’t make a call to “just check in” some other nonsense.  If you don’t take your call seriously, why should they?  By being able to clearly state the purpose of your call and sticking to it, you will become a professional worthy of investing time and money with.

15. Look sharp!

If your product or service is pretty similar to that of your competitions, the little things will often be the deciding factors when deciding who to go with and how much to pay. Don’t underestimate the fact that people initially form a perception about you and your professionalism based upon appearance before you ever get a chance to open your mouth.  You want a higher price?  Look the part!  (Use an iron…it’s becoming a lost art!)

These 15 points are a good start to get you heading towards higher margins and thus, better commissions.  You can see that there are no tricks and no shortcuts.  Simply applying more in the areas of focus, self discipline, commitment, and a customer focused approach will change the customer’s perception of value regarding you and thus, your company, product or service.

It’s Not Who You Know, It’s Who Knows You!

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In selling, it’s not who you know…it’s who knows you (and what you are known for) that counts!

What is Personal Branding?  Why do you need to personally brand yourself as a sales professional?  Why should you attend boot camp to learn how to do it?  Here are a few facts:

  • Over 80% of today’s salespeople feel that their product or service is getting overly commoditized.
  • Customer’s today, through use of the Internet, are more aware of who you are AND who your competition is….before you even walk in the door!
  • If there is no perception of difference between you and the competition, than the decision to buy typically is price driven.

When you create a Personal Brand as a sales professional, you directly attack these issues.  In fact, with a solid, positive personal brand you will:

-Establish yourself as an expert (Don’t just be “in” your field…be perceived as the “best” in your field.)

-Be known as a resource (Don’t be a “taker” of orders….be a “maker” of profits and success for your customers)

-Create a demand for your product or service  (Customer’s will call you…instead of the other way around)

-Build prospective customer’s trust in you and your company (People do business with whom they trust and know….get KNOWN to gain their trust!)

-Differentiate yourself from the competition (If you don’t stand out, you don’t stand out!)

Personal Branding is the difference between sale and no sale.  And it is the difference between having to sell, and people wanting to buy.

Want more specific ideas and pointers on how to build your personal brand, your customer base, and therefore, your income?  We have two upcoming Sales Team Transformational Boot Camps coming up in the fall.  Join us!

It’s TIME!!!

Image result for evaluateOK….June is almost in the books and we will officially done with the first half of 2018!  It’s time to take a look at your progress thus far and to make some adjustments where necessary.  It’s time to evaluate your half-time performance and to plan your second half approach.

If you are not tracking on your goals or close to where you need to be on your progress, you are going to have to step up and make some changes.  Why?

“If you keep doing what you’re doing, you’ll keep getting what you’re getting!”

The things that you have done thus far have produced results that YOU deem to be unworthy of the effort.  So, I guess it stands to reason that the efforts need to be increased or refocused!  If you choose not to, there is a fair certainty that you will be considerably further from your annual goal come this December.

Now, you may be saying (in fact, I can almost hear it) “But Gerry…I am already working my butt off!  How much more can I do?”  I did not specifically suggest that you had to do MORE, but you definitely need to reassess if what it is that you are doing (and how you are doing it) is effective to meet your desired results—the lack of which would already indicate they are NOT.

Remember, simply doing more of what it is that you are doing today will not always get you better results, but it may.  Remember, doing what you do differently than you do it today may not get you better results, but it may.  Doing what you do BETTER will always get you better results—guaranteed.  The trick is to “crack the code” on what BETTER means!

Keep in mind that the results that you get are often due in part to how it is that you think and what you believe to be true about yourself.  Your attitude plays a major role in the results that you get because it drives your belief.

Make an IMPACT!

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One of the main areas that I have found myself coaching salespeople the past few months is IMPACT.  I contend that, although it is important to be the best that you absolutely can be in every interaction with a prospect, customer, or client, you do not have to be the best that they have ever seen.  You don’t have to be the smoothest talker.  You don’t have to be the silver-tongued devil that has an answer for every question. You do, however, need to make an IMPACT!  What does that mean?  What questions might you ask yourself before the sales call to ensure that an IMPACT can be made? After some thought, I have chosen to define IMPACT as a combination of the following areas:

I-IMPRESSION  “What impression do I want them to have of me?”  There are a variety of impressions that prospects, customers, and clients can have of us based upon any interaction.  Unfortunately, not all of them are positive!  But, with proper preparation, we can focus on doing the things necessary to “stack the deck” in our favor.  The best sales professionals today are very cognizant of the customer perspective and thus, very aware of every move they make, how they look, how they prepare, and how they show.  Here are a few examples (both positive and negative) of impressions that we can leave:

  • Professional UN-Professional
  • Respectful DIS-Respectful
  • Interested Deal Focused
  • Resource Salesperson
  • Solution Problem
  • Investment Cost

M-MEMORABLE “What do I want them to remember when I’m gone?” One of the keys to making an IMPACT is being memorable in the minds of your prospect, customer, or client. This often comes from making strong statement utilizing your best “power phrases.” Every solid sales professional has their “go-to” phrases or “word-tracks” that truly drive home the desired point. It is often this phrase that makes an IMPACT. Here is an example of one of my favorites I’ve used for years when faced with a customer with price concerns:

  • “I understand that you can get a similar product/service from one of my competitors at a lower initial price. In fact, if what you pay is your main deciding factor, you most likely will not do business with me. However, if your concern is more about what you get for what you pay, then you will do business with nobody but me!”

P-P.P.O.D.  “What Positive Perception Of Difference will I make such that they will go out of their way and/or pay a premium to do business with me?”  The best salespeople are always attempting to create differentiation in the marketplace between themselves and the competition.  They furthermore realize that differentiation comes from their actions as well as their words.  They create a positive perception of difference through the way they dress, the way they ask questions, the way they “brand” themselves before, during, and after the sale, the way they present their opportunity, or the way they ask for the business.  The best realize that typically it is the companies that “stand out” that have the highest return of customers and thus they look to “stand out” as well.

A-ASK QUESTIONS AND LISTEN  “What do I need to know in order to increase my chances of winning the sale?”  The best sales professionals realize that the strongest sentence that they can put “out there” to a prospect, customer, or client ends in a question mark!  While their competitors are out there showing up and throwing up on sales calls, they are probing, digging, inquiring, going deeper, diagnosing, and finding out their customers highest value needs and motivators so that they can provide the best solution.  Defined as “The Shortest Course on Selling,” the art of asking questions and listening does more to make an IMPACT than anything else you could ever hope to do!

  • “If you ask the right questions and truly listen to your customer’s answers, they will explain your business to you!”
  • “Nobody ever LISTENED themselves out of a sale!” 

C-CHARACTER (Have one-Don’t BE one!) “How will I increase the perceived value of my product/service through my rock-solid character?”  It has been said that a well-rounded character is square in all his/her dealings. Selling is defined as a transfer of trust. Sales pros need to make sure that transfer is made early and often throughout the sales process.  That doesn’t happen by speaking negatively about the competition, a prospect’s prior decision, your internal sales support, or anyone else.  It also does not come from speaking about your customer’s competitor that you sell to.  What it does come from is sincere professionalism in every aspect of your interaction with prospects, customers, and clients (even behind the scenes.)

  • “Character is what happens when nobody is looking!”

T-TOUCH ‘EM  “How will I make sure that they know me beforehand, hear me during, and don’t forget me afterwards?”  It has often been said, “In business, it is not what you know but who you know.”  The best sales professionals believe, “It is not who I know but who knows me that counts in business!”  Companies spend millions of marketing dollars to “brand” themselves and create a “top of consciousness” in the minds of their customers through a variety of ways that they touch them.  Today’s top producers realize that the best way that can assure that their prospects, customers, and clients think of them when a need to buy comes about is through frequent, repetitious contact before, during, and after the initial sale.  These touches come in many forms and include a combination of personal contact, letters, e-mails, faxes, mailed articles, postcards, value-add newsletters, suggestions, referrals, reference requests, thank you cards, holiday/anniversary cards, and many, many more.  A word of caution, however, is to make sure that you don’t do what everyone else is doing. (See PPOD above!)

By making an IMPACT On your prospects, customers, and clients in all you do, you stand a better chance as a sales professional to earn their business now and forever.  Contrary to popular current books in the marketplace, the little things do matter so sweat them all!  Remember, there is a big burden on you to have to be the best and only one can achieve that.  But every sales professional has the ability (and duty) to make an IMPACT!  Happy hunting!