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No Goals Typically Means No Growth!

As you prepare to close out 2018 and ready yourself to usher in a new year I suggest we take a closer look NOW at where you want to be at this same time next year—in 2019. Goal setting is a term that Sales Professionals tend to hear so often that they can become numb to its power and its strength. In our profession there are way too many “hacks” out there that basically “let things happen to them” (i.e. playing a “reactive role in their life and profession rather than an “active” role). Often, it’s these same people who sit back and say it wasn’t me, i.e., I am the victim. They haven’t given a single thought to “goal setting”. “Goal Setting” is a sure way out of the victim mentality and frees you to decide what you want.

Why not try a brand-new approach? Map out the success you want to achieve and go from good to great in 2019!

There is no better place to start than to take a look over your shoulder. Did you reach your goals this year?  Did you even know what they were?  Did you accomplish what you wanted?  Did you even know what that was?  Did you go forward?  Did you go backward?  Did you go nowhere?  Did you make more money, less money?  Do you have more accounts, less accounts?  How about the time you spent with your family?  How about your personal fitness?  How about your quality of life?  What are the top 10 events that happened for you this year?  What are all the good things that happened vs. the bad things that happened?

At Sales Coach International we believe in success by design, not chance.  I’m going to give you 7 steps that should be used by sales people, sales managers and professionals all across the board, to design what you want to accomplish in 2019.  These steps are a “take-off” from a book I read by Brian Tracy called “Eat That Frog!”

  1. You have to clearly decide what you would like to accomplish this year.Clearly decide what’s going to look different 365 days from today. Clearly decide what it is that you want inyour life and your career. Clearly decide what it is you want outof your life. Clearly decide what that change is going to be. Clearly decide what car you are going to drive. Clearly decide what house you will live in. Clearly decide how much money you want to make. Clearly decide what your book of business is going to look like. The key word here “CLEARLY”.  You have to be very specific.  You can’t use words like “bigger” or “better” or “more” or “different”. There are two different types of goals. One is “meaningful specifics” and the other is “wandering generalities”.  It is my experience, most people, if they even attempt to get into goal setting, lean toward the latter. “Wandering Generalities” have a lot of “wants” attached but no “specifics”: “I wantto do better”, “I wantto make more money this year”, “I wantto lose some weight this year”, “I wantto drive a nicer car” etc. These aren’t goals.  You’ve got to CLEARLY decide what it is that you want to accomplish—right down to the specifics.
  2. When you have clearly decided what it is you want to accomplish; write it down. Many people have trouble writing goals down because they are not clear on what it is that they want.  I don’t mean to just find any spot to write these down. I don’t mean to just put it in an email or write it on some Word document that can get lost on your hard drive.  How about this? Get a black Mead composition notebook. On the front 2 lines write “2019 goals” and your name. On the top of each page you write down your clear meaningful specific goal. If you don’t write it down, it’s just a dream.  Dreams rarely come true. Goals in writing often do. Once you write it down there is a level of commitment that is often missing when you are simply saying it or even just thinking it. Once you seal it in ink, your mind subconsciously starts to go to work on it.  If you don’t write it down, it isn’t going to happen.  It’s that simple.  So get a notebook!
  3. Set a deadline for reaching your goals.There have been many studies that show average business tends to get 65% more results in the 4thquarter than in the previous 3 quarters.  Why is that?  Because there is a self-imposed deadline.  There is a drop-dead date.  There is an “or else” attached to it!  Customers don’t change. Customers don’t change the way they buy; we change the way we sell.  In the fourth quarter we are more inclined to ask the uncomfortable questions we generally avoid throughout the course of the other 3 quarters.  We impose a sense of urgency on the buying process rather than the customer doing so. Our customers don’t change–WE just operate differently, and this happens when we set our goals– when the clock is ticking on our goals.
  4. Make a list of everything that needs to happen in order to achieve your goals. What got you here? What did your account base look like this year and how many dollars came in from your A accounts and your B accounts and your C accounts?  How much time do you spend on each one of those?  Where are the revenue streams for your commissions?  Where are the revenue streams for your business?  Where did you mostly spend your time this year?  If you keep doing the same things that got you where you are now than chances are you are going to stay here or, with the marketplace rapidly changing, you might even go backwards.  Can you afford that?  Open up your notebook that you recorded your goals in. On each page you are going to have a goal on the top and some of those goals are going to fall into buckets of your professional life. How many sales will you need to make? How much money are you going to make? How much account development are you going to do and how much account service are you going to do? The goal might be more personal such as “quality of life”, “health and fitness” etc. For example, most of you know I am very focused on golf. If there is a change, I want to make in my golf game, I write down exactly what I’m going to improve in 2019. I write how much I’m going to improve, what my handicap is going to be and how many rounds I’m going to play. I might write how many practice rounds I’m going to have, how many lessons I’m going to take, how many outings I’m going to take with the boys, how many top 100 courses I’m going to play in the country. I could focus on what I’m going to do equipment wise, what typesof lessons I’m going to take or how many putts I’m going to average. As you break a goal down in order to achieve your meaningful specific clear goal, there are many things that can be included.  Write down every single thing that has to happen or has to keep happening in order for you to achieve your goal. Don’t worry about the specific order on this step. We’ll cover that next.
  5. Organize your list by priority and sequence and put it into a plan—celebrating your wins along the way.What has to happen first? What happens after that? What is an absolute non-negotiable item that has to happen in order to achieve your goal? What’s going to be the most difficult thing to tackle? I’d probably want to attack that one first. I might have to spend more time on this or read up on it a little. I might have to gain additional training or education. Put some things down and organize that list into a plan. Now you have a plan.  Break it down into milestones and CELEBRATE these accomplishments along the way! If your goal is to lose 25 pounds, don’t wait until you’ve lost 25 pounds to celebrate.  If you lose 2 or 3 pounds in the first month, be excited about it. What do I get if I lose 3 pounds that first month? (I suggest it is something other than a cheeseburger—exciting as that may sound!)  What do you get for a personal reward when you land that big account in the first quarter? What do you get? Celebrate the milestones to give you the fuel to continue the next steps to accomplish your goal.
  6. Once your plan is written, start taking immediate action. Don’t hesitate. Don’t over strategize. Don’t polish it up. I don’t care how mediocre the plan is. I’ll choose a person who attacks a mediocre plan with incredible passion, commitment, enthusiasm and drive, any day, over somebody who’s going to sit back, strategize and polish up the plan. Days and months can be wasted in these types of behaviors and before you know it, nothing gets done.  The key is to take fast, instantaneous action on your plan.
  7. Commit to do something every dayto bring you closer to your goals. This is the “miracle step”.  Take that tiny step every day to bring you closer to what it is you want to accomplish. If you want to become a stronger sales person this year, you may have set a goal to read 15 books on how to be a better sales person.  That may seem like a daunting task but, reading a couple of paragraphs or a chapter every day certainly is not. You have committed a set time each day. You might have to get up a half hour earlier. These are the things that need to happen, a little step at a time.  Passing on that cheeseburger, or dessert, having a salad instead, these are the little things that will get you towards that weight loss. On average, most people spend only 20 days out of 365 working towards their goals. It’s easy to see that if you were to spend 365 days out of 365 doing little steps, you will surpass most on a regular basis.

To recap, the seven steps to follow to go from good to great in 2019 are:

    1. Be very clear on what it is you want to accomplish
    2. Make sure that you write it down and think on paper
    3. You are now the publisher and the editor of a magazine and you have to set a deadline for everything that has to happen.
    4. Make a list of everythingthat must happen in order to achieve your goal.
    5. Organize your list. Put it into a plan and celebrate your wins along the way.
    6. Take immediate action on your plan. Don’t over strategize.
    7. Commit to do something EVERY single day to get you closer to your goal.

If you follow this road map for successful goal setting, there’s no reason 2019 can’t be your BEST year ever. It won’t happen if you don’t design it! So, pick up your pen and get started today! Why wait until January? Design your plan and create the path to go from good to great in 2019!

You Are Already at the End of Q1

As we head into December, closing out another calendar year, many salespeople and sales managers are strategizing how to push some of those final deals across the finish line, how to navigate the inevitable “customer” hide and seek that the Holidays bring, and how to get ready to get ready to get their 2019 goals in line. The reality for many salespeople in many industries is that they are already at (or near the END) of Q1 2019!  Here are three reasons that this is the case:

Your prospects/customers are already looking into 2019 and planning out their needs. 

The markets into which you sell have buyers that are looking into their strategic business needs for the year and budgeting to meet those needs.  Those needs may be based on based upon growth or expansion plans, employee additions, equipment upgrades, or changes in their business structure or direction. Committees are already being formed, responsibilities are being assigned, and decision makers and influencers are getting in line.  Have you had some of these conversations with your key prospects and key accounts? Do you understand “where they are going” and how you might be invited to help them get there?

How many times in 2017-2018 did you get to the dance too late? How many times did you find out too late that prospects and clients had needs that were being met or projects that were being proposed by your competitors; needs or projects that you and your company are better suited to handle?

Your pipeline is anemic and your main focus is trying to close what’s in it instead of filling it.

You’ve heard it for years; The #1 sales strategy is a FULL PIPELINE of opportunities!  You know a full pipeline is the catalyst for your success in conversion rates, margins, and all negotiations!  You KNOW that success breeds success!  You look, feel and even smell different when you are working many opportunities and it seems that there are many options right behind those!  However, it seems to be a common issue that faces salespeople and sales organizations every year and, for many, at the end of quarter. I know you want and need to “hit your numbers” While it is important to passionately and professionally FOLLOW-THROUGH on everything that is currently in your opportunity pipeline, you need to schedule the time to continue to fill it for the next 6 months. Pipeline filling is even more important than pipeline management! Get on the phone or in the field and load up your pipeline for 2019 NOW!

You have had too much of a transactional relationshipwith your clients for the past year.

Don’t you wish that your conversations were deeper with your customer base? Don’t you wish that they discussed upcoming projects more openly with you? Don’t you wish that they shared with you what their goals were for the upcoming year?  If you are only there for your customers and clients when there is a sale/commission to make, would you really consider yourself a partner worthy of these conversations?  OK…let me ask you a final question:  Whose job do you think it is to “tee-up” these conversations?  Consider the term Business Reviewfor a moment.

What if you could invite your Top Five Customers/Clients to sit down with you within the next 2-3 weeks (yes, that soon, if not sooner) to discuss their plans, their goals, and their concerns for the upcoming year?  Wouldn’t this be a fantastic time to dig in and learn where they are heading and what they are hoping to accomplish?  Wouldn’t it be a perfect time to express your gratitude for their trust and business over the past year?  What could you uncover? What could you learn? How might your position yourself as a partner vs. a vendor?

Instead of “riding out the year” or just grinding out the final deals of the year that are currently in your pipeline, start scheduling time to strategically set up your New Year now!

Test your SUPERSTAR Sales Potential!!

RAISE THE BAR: TEST YOUR SUPERSTAR POTENTIAL

As a professional sales person, you should always be stretching yourself towards continuous improvement. To determine where you stand in relation to the Superstar Salesperson, take the following quiz. Grade yourself on each category/activity, based on the following:

3= I’m doing this now, consistently.

2= I’m doing this now, occasionally.

1= I don’t do this now but am willing to start.

0= I’m not interested in doing this.

Even if you are the consummate sales professional, the only hope of staying at the top of your game is ongoing and continuous improvement. As you read through and complete this quiz, look to identify how and where you can take your business actions and performance to an even higher level. As is true so often on tests of this nature, we will identify several things we already know, and in fact were once doing yet are doing them no longer. Use this exercise as the catalyst to reinvent yourself and your business!

GOALS

___Have a written one-year plan.

___Have a tracking and reporting system to monitor performance to plan.

___Incorporate life goals beyond pure business goals.

___Know the daily/weekly/monthly actions necessary to reach key objectives.

___Start off each day with a detailed to-do list.

___Follow a disciplined time management system.

___Have the necessary patience, realizing superstar results come from a process not an

event.

 

MARKETING

___Try new and innovative marketing ideas.

___Understand and implement an effective “perception of value” campaign.

___Have an ongoing “touch system” to stay visibly in front of my market.

___Evaluate my competition to gain and implement new, winning ideas.

___Spend at least 50 percent of my time each week talking with prospects, customers,

and clients.

___Seek out and develop niche markets to expand my marketing and business reach.

 

BUSINESS DEVELOPMENT

___Approach new markets and new business sources regularly.

___Identify a “Prospect Basket” of candidates to do new business with, and weekly

pursue a specific quantity, inclusive a proactive follow-up.

___Practice “Model the Masters”, by brainstorming with other superstar sales

professionals in your business.

___Be actively involved in both trade associations and community groups to ensure

visibility.

 

CUSTOMERS FOR LIFE

___Calculate the lifetime value of your customers.

___Be selective in who you work with and manage your time accordingly.

___Maintain a database of standard form letters for typical customer contact points.

___Provide value added suggestions, ideas and tools to help your database

be more successful and enhance your relationships.

 

REFERRAL BUSINESS

___Create the “Great First Impression”. Make it easy for first time customers to be

enthusiastic about referring business opportunities to you.

___Have a formal plan and process for asking for referrals at different stages where

appropriate.

___Refer business to your clients whenever possible.

 

ENTREPRENEUR BEHAVIOR

___Treat your book of business as if it were a business.

___Invest in your business and marketing efforts, don’t wait for the company to do so.

___Stay focused on business creating activities.

___Seek out a mentor to help you reach the next level.

___Master your key products and services.

___Attend industry conferences, seminars, and maintain a regular industry reading

program.

 

CULTURE FOR SUCCESS

___Align oneself with top professionals and a company with a solid reputation.

___Maintain ongoing recognition systems for 1) prospects, customers, clients,

2) fellow sales associates, and 3) sales support team.

___Focus on key revenue generating activities, delegating as much admin activities

to support personnel/assistants.

___Leverage the company resources as further support to your business.

___Maintain a practice of “under-promise”, “over-deliver” in daily business activities.

SCORING:

Add your total of the above criteria. If you scored 85-105, congratulations on your superstar performance and direction. Ensure you review this key activity indicator and work on your areas where improvement is indicated. A score of 60-85 suggests an acceptable direction towards sales professionalism, however there remain a good number of areas for improvement and opportunity. Pick two-three specific activities to focus on for improvement. Once implemented, return to this indicator and choose additional areas for improvement. A score below 60 is a wake-up call and suggests an overall relook and rework of your activities and commitment to excellence in the sales profession. Use this quiz as your starting point and begin to implement more of the activities that are reflective of those in the selling profession we recognize as SUPERSTARS!

*Note: Special thanks to the many Sales Professionals and Superstars for your guidance in assembling this tool. We at Sale Coach International wish each of you the best in your quest for SALES SUPERSTARDOM.

 

 

What Motivates the Buying Process???

Every time I run a session, whether with sales managers and CEOs or with salespeople, I ask the question: What do people buy…benefits or features? Without exception, there is a pause and then the word benefits sneaks out. (Like they are not sure) YES!  Benefits are what people buy!  I don’t want your product!  I don’t care to own your service!  I simply want the benefit of what owning it does for me!

An overused example: All of us who own a power drill do not care to own the drill.  At one point in our past, we simply wanted a HOLE!  The hole is the benefit that the drill provides.

So it is with our products and services.  The things that are important to you about your product or service are typically not what is important to your customers.

I perform the following exercise in many of my sessions:  Grab a blank piece of paper and very quickly write down the three main BENEFITS of doing business with your company.

Did you do it?  If you did (and you are like most of those who go through this exercise), you probably have some of the following words or phrases on the page in front of you:

Quality, Service, Reliability, Trust, Dedicated Staff, Technology, Local, People, Knowledge, Track Record, Me,                 Relationships, Blah, Blah, Blah…

You see, EVERYONE says the same stuff all of the time!  We go into the marketplace and tout the benefits of quality, service, and reliability (the holy tri-fecta of sales).  Our competition is saying the same things.  We all sound too similar.  We all sound like we attended the same school of sales.  We are all putting ourselves into the same box.

STOP IT!  Start telling the customer what these words or phrases (FEATURES) translate to in the form of benefits for them!  What does “service” translate into for them?  What BENEFIT do I get because of your products quality?  The answers to these questions will bring the customer closer to the reason that they will but from you.

Here’s a quick tip to help: Follow up each of your feature statements with this sentence:

So……what that (the feature) means to YOU is this: ________________________.

There are only a handful of benefits that your customer seeks.  What main benefits do you feel that your product or service provides for your customer?  Is it Peace of Mind?  Is it Greater Profitability?  Is it Ease of Use?  Is it Looking Good or Status?  Is it to Dominate the Competition?

What is it that owning your product allows me to have that I do not have currently?  If you can answer this and speak to this in your efforts to sell to me, I will not only go out of my way to own your product, I will pay a premium as well!

30-60-90 Days to New Hire Success

How long does it take for a new hire (salesperson) to “ramp-up” in your business until they effectively producing results and paying for their seats?

This is a question that I ask regularly throughout sessions to business leaders and sales managers throughout North America.  Overall, the answers vary dependent upon a lot of factors such as type of hire (veteran or new-to-sales), type of product/service, length of sales cycle, dollar amount of the product/service, retail or wholesale, incoming or outgoing calls, salesperson’s role (account manager vs. new biz development), and current training program.  The range tends to fall anywhere between 90 days and 2 years with variations occasionally on either end of the range.

My follow-up question tends to be tougher to hear—even tougher to answer: “How long does it take you to get a feeling as to whether or not someone “gets it” and will make it on your team?”  The answer to this question reflects a timeframe much shorter than the original answer.  In fact, most CEOs/Sales Managers answer that they can get a “pretty good read” within 60-90 days!  Most, however, don’t DO anything about it when that read is not positive!  Instead, they ignore that nagging feeling and HOPE for a good turnout!  And 3 years later, the gut feeling is still proving to be correct—Barnacle Bill is still “stuck to the hull” of the company!  WHY??

We find that most companies are not really clear on what it is that they expect from the people who represent them in the field.  Too often, the lack of sales results is the only indicator of a salesperson’s worth (or lack thereof) —and by then, they have been in the marketplace calling on those precious prospects and customers for far too long!

We suggest that you build plan (a series of testing) to check on their progress EARLY in the game.  Think about this idea for a moment; for the first 20+ years of your life, you regularly were tested throughout your school years to check in on your retention of the curriculum being taught.  Those who fell behind either got extra attention (tutoring) or got held back.  The goal, of course was to ensure that before an individual was able to progress to the next level, that they understood and were able to “stand up to testing” on the material they just learned so that actual application of the material may one day be the result!

In business, we need to follow suit!  As stated above, most company leaders/sales managers agree that they can tell (usually a “gut” call) within 90 days if someone gets it.  So why not make that time period into your Level ONE training period (with quizzes and testing) for your salespeople?  We believe in creating a simple series of tests (augmented with regular quizzes) that “check-in” on the training at 30, 60, and 90 days.  One of the main problems is that this testing must follow the training program content and timeframe—and too often there is no SET training program scheduled.  If you have any plan on hiring new salespeople for your organization now or in the future, here is a simple (not necessarily easy) step by step thought process to help you get started on setting them up for success early:

The First 30 Day Period

Begin to think about what it is that you need for new hires to know within the first 30 days on your team.  The first 30 days can be absolutely crucial to a new hire’s success!  Every new hire, within the first 30 days, wonders if they have made a mistake joining your company.  Your focus and attention on their immediate integration into your training plans will definitely help put peace of mind to those concerns for them and will also help you better understand what you just hired.  So here are a few thoughts (QUESTIONS) about areas of introductory training within the first 30 days:

-What do they need to know about your company’s structure?

-What do they need to know about basic HR processes?

-What do they need to know about your phone systems?  Voicemail?

-What do they need to know about your web/email philosophy?

-What do they need to know about your technology (databases, etc.)?

-What do they need to know about their fellow salespeople?

-What do they need to know about management?

-What do they need to know about sales team structure (territories, accounts, etc.)?

-What do they need to know about internal systems/processes?

-What do they need to know about what you sell (product knowledge)?

-What do they need to know about your proposals/bids (creation, content, delivery)?

-What do they need to know about your competitors?

-What do they need to know about your “go-to market” strategy?

-What do they need to know about your sales/customer service philosophy/policies?

-What do they need to know about your pricing and your competitor’s pricing?

-What do they need to know about your overall marketing strategy?

-What do they need to know about your lead generation process?

-What do they need to know about your web strategy?

-What do they need to know about your prospects, customers, and clients?

-What do they need to know about minimum performance standards and expectations?

As you can see, there should never be a shortage of conversation and curriculum (or training manual content) for new salespeople on your team.  There are very likely many things specific to your company that are NOT on the above list that your new hires need exposure to in the first 30 days. We are literally just getting started!

Now, the trick is to prioritize, schedule, and introduce the necessary things listed above (in the right doses) over the first 30 days.  You can see that a fair degree of thought and preparation needs to go into this.  (That’s why so few companies actually do it!)  I suggest that you come up with a quiz consisting of 30 Questions (30 days—30 questions—easy to remember) that is based upon the training content that has been covered.  Your goal is to see if your new hire is retaining the training!  Soon, they will be on the phone with or in front of your cherished prospects and customers.  You need to see if they are getting it! 

Poor scores on the 30 day test will force you to take a hard look at both the training and the individual being tested.  Assuming that the training has been well-thought out and delivered thoroughly and effectively (this is a BIG assumption—inspect this regularly) then turn your attention to the new hire?  Are they able to grasp this training?  At the very least, it should determine a much closer look (and possibly some additional attention-tutoring) in the next 30 day period.  Remember, this is only the first MONTH that they are with you.  They should be on their BEST behavior and still in the “gotta prove myself” mode!  It rarely gets better!

The 2nd 30 Day Period (60 Days IN)

It is my assumption that you now should have a fairly decent working knowledge of your new hire’s strengths and ability to learn.  You have most likely, by this point, covered a substantial amount of the foundational knowledge that is necessary to “get on the playing field” and begin to “run a few drills” with the team.  You have exposed the new sales superstar to your company background, internal workings, competitive environment, team environment, performance expectations, and more!  They are ready for some real coaching now!  Here are a few thoughts (QUESTIONS) for the next 30 days with your company?

-How will you continue their product knowledge training on a consistent basis and how can this occur on their time as well (home study—backed by quizzes)?

-How can you best communicate and help them understand, from your customer’s point of view, the true benefit/value that your product or service delivers?

-What Success Stories/Case Studies will you share (in writing) with your newer hires to help them understand what we deliver for our valued customers?  How can these stories become part of their “toolbox” to be shared in the marketplace?

-How will you share with them the questions that need to be commonly asked in the marketplace to build rapport (connect) with customers and understand their motivations to buy?  What questions do they need to learn to ask to better position them (and your company) as partners, advisors, and experts rather than vendors?

-What is it that you can share with them about the customer’s mindset and business situations that will allow them to LISTEN and WATCH for key buying messages from the customer?

-What resources (scripts) will you create and teach them (practice) to use to get through voicemail?  What will be the purpose of each of their outbound calls and what should they offer/say at each level?

-How will you teach them to set appropriate qualified appointments and to understand what qualified means?

-What will their Business Acquisition Plan (BAP) look like?  What will the profile of a prospect look like and do you/they have it in writing?  What does a key prospect look like and how is it that you will show them how, and provide resources to get visible to those key prospects?

-In what way will you illustrate and teach the specific stages of your typical sales cycle?  How will you communicate the need for and particular examples of clear “Purpose of the Call” and “Calls to Action” for each one of these stages?

-What sort of pre-call preparation initiatives will the salesperson be expected to go through for each and every sales call?  Where do you want them to start and what do you NEED them to understand before they make that call?

-What are the main benefits of the ownership of your product or service and how will you ensure that your newer hires understand to center their presentations on these things rather than features?

-How will you teach the Presentation to your new hires?  How will they deliver it to your prospective new customers?  What depth of training/understanding does a proper demonstration of value of your product/service take?  How much importance in your training program will this (the Presentation/Demo) play.  Hint: Don’t make the presentation be the entire focus of the training.

Again, you can see that there is no shortage whatsoever of thoughts that need to go into the creation of your training program and the curriculum to which your new sales hires need to be exposed.  This vital period within the second 30 days is when your people will most likely start to have contact with your prospects and customers.  The questions above should help you put some framework around what they need exposure to.  Does your training program begin to go into this type of detail?  Is there an unwritten expectation/assumption that your new hires will know all of this “stuff” intuitively?  Do you want to build your organization based upon expectations and assumptions or do you want to define the approach and design the approach?

I suggest that a variety of homework, quizzes, role practices (no PLAY here-PRACTICE) take place during this time-frame.  Confidence on the part of the salesperson comes from rehearsal!  Don’t just practice the presentation—practice the questions.  Practice the listening.  Practice the voicemails?  Work all of the elements of the sale and the salesperson is likely to be stronger in every area.  It shouldn’t matter to you that a salesperson can do a good PowerPoint presentation if he/she cannot even get an appointment to do so!   On the 60 day anniversary of their hire date, I suggest a 60 Question Test that reviews and checks in on their retention of what has been taught to them over the previous 2 months!  I suggest that the test has a variety of questions covering ALL things learned.  Perhaps you might have essay questions running through some “what-if” scenarios of product application or customer questions.  Maybe you weigh 10% of their grade based upon a half day observation of their telephone prospecting abilities—not just results!  You might count a substantial portion of their grade on their pre call preparation format or their business acquisition plan visibility efforts.  Whatever you do, make sure that you understand IF they are retaining AND beginning to apply the things that you teach.  Inspect what you expect!

If the new hire (not so new anymore) is showing that they are not adapting well to the training at this point, you may need to actually do something about it!  Do not “turn the other way” if you see that your training program is NOT making a substantial impact on one of your newer salespeople. You have designed and defined the approach that you need your people to take into the marketplace!  If you are to build a truly World Class Sales Organization, you can only put “Grade A” product (salespeople) in front of your prospects, customers, and clients.  The fact that someone does not “make the cut” in your training program does NOT mean that you are a failure.  Instead, it means that you are serious about the value of a customer and NOT willing to put that value at risk by fielding a lees-than-adequate team!  It’s not the people that you fire that hurt you—it’s the people that you DON’T fire that can hurt you!

The 3rd 30 Day Period (90 Days)

During this timeframe, your salespeople should now be in a much more proactive role of approaching and engaging prospects, customers and even possibly clients (if you assign accounts!)  What are the things on which they need continued training and deeper knowledge during this timeframe?  On what particular areas does their early selling success depend?  Here are just a few more questions that you may wish to consider when preparing training content for this period:

-How is it that you can get your newer hires integrated into the marketplace through networking events?  How will you lay out a training plan for how to “work a room” at a mixer or “walk the floor” at a tradeshow?

-How will you facilitate regular communication among the sales and service teams to ensure learning through cross training initiatives?

-How can you get the newer sales hires to engage and share their experiences with the team in your training environment? (One of the best ways to learn is to teach?)

-How can you build, with your team, some tools and resources to increase confidence, credibility, and conversion rates?  (Question Guides, Objection Guides, Success Story Guides)

-When and how often can you get out on a sales call (or day of sales calls) with your new hires and what will that experience be like?  What is it that you want to show them?  More importantly, what is it that you need to observe about them and their use of the training?

-If you have to grade them (and you do) on their skill sets on the phone, how is it that you can “ride silent shotgun” while they prospect and work over the phone?

-How is it that you can measure the amount and effectiveness of their organization and pre call prep work?

-How will you expect them to capture vital prospect, customer, and client information in your Contact Management software or CRM program?  What reports/tracking MUST be created for you each week and how will you use these to help?

-How will you differentiate your company through the immediate and professional levels of follow-up of the sales team?  How do you define and teach these follow up initiatives (written, electronic, telephone, value-add) to your salespeople and measure them?

-What is the level of importance that you and your organization put on generation of referrals?  Do you have a specific plan that you have trained (and that your people follow) to ask for, attain, and follow up on these referrals?  How will you measure this?

At the end of the first 90 days in a salesperson’s life, a FINAL exam MUST be administered to everyone!  For those who are doing well, the final exam is a validation of what they learned and the importance of these things to the organization that provides them the opportunity to earn a living.  Make sure that your Training Program “sets people up to WIN” by discussing the things that they will be tested and measured on throughout the first 90 days.  Don’t be secretive or aloof with the material and the expectations!  Build winners through strong communication and teamwork!

If, however, your gut and the TESTING show you that your new salesperson is having substantial difficulty with the retention and application of the training content, you may need to consider, as I stated above, freeing up their future.  It must now be clear to you (and to the trainee as well) that they do not have one with you!

With a clear beginning curriculum and training program broken into a 30-60-90 day time frame, you will not only lay out a clear path for the growth of your new salespeople, you will also set out a clear path for your growth as a coach!  Every team learns,  practices,  and prepares BEFORE game day.  Every team runs drills regularly and integrates training and repetition into their day-to-day regimen to ensure better results with the game (the sale/the relationship) on the line.  Integrate regular quizzing and testing of your team to help them continually understand that their FOCUS is imperative to their success.

One more thing:  Don’t limit the testing to only new hires.  Once you have created your 30-60-90 day tests, give them to your seasoned veteran salespeople to take.  You might be surprised what you will discover that they do NOT know or that they ASSUME!  Be careful though….this will necessitate ongoing coaching from you.  Actually, THAT is the entire purpose of this article!  Today’s marketplace demands better performance and immediate adaptation to ever-changing customer needs.  Are you prepared to run up against that defense or not?

How to Drive More Actions, Behaviors, and Results!

Every day, as a sales professional, each of us enters a competitive marketplace to face a variety of challenges to our success.  These challenges come in many forms and the thoughts that go through our mind before we enter the marketplace DEFINE our actions and behaviors.  Too often, salespeople enter the day’s activities in much the same way that many people enter the workforce; they just show up!  The actions in which they involve themselves each day are not a direct result of conscious thought, but rather repetitious activity.  They mindlessly go through the motions of making calls, leaving messages, visiting accounts, taking orders, and filling out reports.  When the dust all settles from the day, the results are very similar to yesterday, the day before, and the day before that.  As Earl Nightingale stated in his award-winning audio The Strangest Secret, “the enemy to success is conformity.”  In other words, we simply conform to the natural tendency to simply show up and do our jobs.  The first thing it takes to get out of this RUT is to think!!

In a 4-hour leadership session that I delivered recently, one of the attendees asked me a question: “What is it, Gerry that you believe that you sell?”  After pondering the question for a moment (thought) I answered that when I am speaking from the stage, I am really selling new ways of looking at things or new ways of thought!  Before anyone can or will take different ACTION towards something, they must first think about it in a different way.  Otherwise, there would be no motivation for the change in behavior or action!  Think about it for a moment.  Every bit of information that enters your head comes with it the seeds of new thought and possibly newly directed behavior or action.  When you read something that is new to you, you think about that topic differently.  When you view a documentary that provides a considerable amount of new information or data about a topic that interests you, your mind goes into a thought process that could potentially make you take action that you previously had not.  (At the time of this publication, ex-Vice President of the US, Al Gore has just received the Nobel Peace Prize for his documentary on global warming, “An Inconvenient Truth” which has led millions of people to think about their actions and thus behave differently based upon new thought!)

So, as a sales professional, what is it that you think about each day?  Pre-call preparation is an area that an overwhelming amount of salespeople could improve in.  Do you want to know the easiest place to get started preparing better for every sales call?  It’s in your thoughts.  Those of you that have spent any time in my training know that ONE QUESTION can begin this process.  That question?  “What is the PURPOSE of this call?” By simply starting with that question, it will force you to think about what it is that you wish to accomplish on the sales call that you are about to make.  Stephen Covey says that we need to “begin with the end in mind.”

Now, you need to go beyond the typical answer of the sales force: “We want to sell this guy something.”  That is the reward for achieving the result that you seek.  THINK!  THINK!  What is it that you need to accomplish?  What is it that you need to get the customer thinking about?  What is it that needs to occur for the circumstances (no decision to buy) to change in your favor (a decision to buy.)  Below, I have listed a few thoughts that you may want to take into consideration before making your next round of sales calls.  Turn off the TV (TIVO your favorites) for one week and spend your time with your thoughts.  Instead of simply showing up for next week’s sales calls and “spraying and praying,” try giving some thought to the ideas below in advance so that when you open your mouth, every sound brings you closer to your desired outcome.  Remember:  Talking too much usually follows thinking too little. 

Some thoughts to drive new actions, new behaviors, and hopefully new results:

“What is the purpose of this call?”

“What might this prospect/customer be thinking about me/my product today?”

“What are my prospect/customer’s highest value needs or most wanted outcomes?”

“What previous experience has this prospect/customer had with us in the past?”

“Where/who do they buy from now?”

“What is the benefit of ownership my product that they desire most?”

“How much time does this person have to meet with me?”

“Who else is courting this prospect/customer today?”

“How long has it been since my last visit and what have I done since to add-value?”

“What did we talk about last visit and did I take appropriate action on it?”

“What can I bring to the table that the prospect/customer will value?”

“How can I position myself as a resource versus a vendor?”

“How can I communicate my expertise without bragging?”

“How can I get the customer to want to know more about my product/service?”

“How can I create a need where there may not be a perception of one?”

“What do I need to get this prospect/customer talking about?”

“What do I need to know that they haven’t shared with the competition?”

“How can I avoid talking about price until I establish value?”

“How can I position myself as an EXPERT?”

“What stories can I share to communicate value?”

“What names can I drop to add credibility?”

“What does the customer value ahead of price?”

“How does the competition approach the customer and how can I differ?”

“How can I OPEN the conversation in a more impactful way?”

“How am I prepared to address the most common of prospect/customer concerns?”

“What will I say if they DRAG me to price early?”

“What 10 questions do I seek answers to and how do I best ask those questions?”

“How can I ask for the business once I have earned the right to do so?”

“Have I practiced the time condensed visit just in case we run out of time?”

“What information do I need to get from the customer to build a better case of value?”

“What OPTIONS have I prepared for the customer by which to say yes?”

“Have I made it easy to do business with me?”

“Am I thinking from my point of view or the prospect/customer’s point of view?”

Can you imagine having the answers to at least half of these questions before you made each of your sales calls next week?  Can you imagine the change in the level of confidence that you would bring to the market?  Can you imagine the change in your level of credibility?  Better yet, can you imagine the stronger you will be and the better experience that your prospect/customer will have because of it?  All this takes initially is thought!  Turn off the TV and turn on your brain!  Start developing a HABIT of running scenarios and thoughts through your head before showing up?  Start THINKING like a customer and you will start increasing your effectiveness in the conversations with them.  Dialogues will start becoming more meaningful and less about price.  They will begin asking advice of you because they will start becoming more aware of the fact that they are in the presence of a professional.

Always remember that a man is not rewarded for having brains, he is rewarded for USING them.   Understand and remember that thoughts lead to action!  Thinks better, act better, produce better, and earn better!

Or………you could make more cold calls!

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!

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.

When is it OK to Fail?

Stressed businesswoman in the office

It is okay to fail when you have given it your very best effort, when you have played the game to win.    It is okay to fail when you have given it all you’ve got, leaving nothing in reserve. It is okay to fail when you have spent yourself in the effort.  It is okay to fail when you have gone way beyond what is expected of you.  It is okay to fail when you take the long shot gamble.  It is okay to fail when you try something new, something for which you have no experience or background. It is okay to fail after you have gone the extra mile.  It is okay to fail when failing doesn’t mean quitting, when it doesn’t mean you stop trying.

When is it NOT OK to Fail?

It is not okay to fail when you haven’t given your best effort. You may fail here, but this is not an honorable failure.  It is not okay to fail when you have something left to give, when you keep something in reserve, when you save yourself. You may fail here, but this failure is not acceptable when spending yourself may have meant a different outcome.  It isn’t okay to fail when you haven’t prepared yourself for the game, when you haven’t done your homework. You may fail here, but lack of preparedness is not an acceptable reason to fail.  It isn’t okay to fail because you have ignored the fundamentals. And it isn’t okay to fail because you haven’t ignored the fundamentals enough. Sometimes succeeding is built on the fundamentals, and sometimes it is built on overcoming the fundamentals. It isn’t okay to fail when you haven’t taken the safe shot, and isn’t okay to fail when you haven’t taken the inconceivable long shot.  It isn’t okay to fail when you have only tried to meet the status quo. It isn’t okay to fail because you have simply done what everyone else is doing. It isn’t okay to fail when you have only done what is expected. Conformity is a sure path to failure and to mediocrity. It isn’t okay to fail because you were focused on some big idea and you have ignored the details that make up the execution of that idea. Success is in the idea and in its execution.  It isn’t okay to fail when you haven’t used every resource to win. It isn’t okay to fail because you didn’t ask others for the help that would have made the difference.  It isn’t okay to fail if you don’t learn something from the failure.  It isn’t okay to fail because you quit trying. It isn’t okay to fail because you quit when the road got rough and the effort seemed too much.  It is never okay to fail when there is still time on the clock.  It is never okay to fail to get back up.

Huddle Up for Greater Sales and Customer Service

Businesspeople in huddle

Communication is the main element in combining knowledge and experience on a sales and/or customer service team.  As organizations get bigger, walls tend to come up between departments and the “solo” mentality can be the result.  The true victim in all of this is the customer.

Although I highly suggest that your local or regional sales team meets on a regular (at least bi-weekly) basis for a solid sales meeting to enhance skills and permeate the right attitude, I have another suggestion for your daily interaction with your internal teams.  We have seen great results with many companies due to “The Daily Huddle.”  The Daily Huddle is a quick 5-minute meeting that goes over the results from the previous day as well as the game plan for the current day.

The Daily Huddle is an opportunity for everyone to “check-in” with their plan for the day.  It is an opportunity to point your team in the right direction and get a flavor for the day ahead.  It is a chance to see who is prepared and who is not.  (Incidentally, by having a Daily Huddle-every day-you will get higher levels of accountability and preparation from your people–nobody wants to be caught unprepared on a team!)

 

Here are a few rules for the Daily Huddle:

-No longer than 5 minutes.

-No chairs—huddles are done standing up

-Be on high receive—Listening is imperative!

-Engage—Be prepared to report what happened yesterday and what will happen today

-Be prepared to offer assistance or answers to others

-No interruptions (cell phones, emails, calls, etc.) allowed

-All positives-no negativity in the Huddle!

 

What can be covered in the Daily Huddle:

-Yesterday’s appointment results

-What’s new in the pipeline or in the SOLD column?

-Any client issues that need addressing with customer service?

-A Success Story from sales

-A Success Story from customer service

-What sales calls are scheduled for today?

-What assistance/knowledge is needed to ensure sales call success today?

-Who is going with whom?

-Recognition

-Tip of the Day

 

The Daily Huddle (on the phone or in person) can be a vital part of a healthy sales and service organization.  The Daily Huddle, done correctly, runs strong defense against small problems getting blown out of proportion.  The Daily Huddle lets the entire team “in” on what is going on with the company’s success.  The Daily Huddle puts the manager front and center with his/her people to remove all obstacles to their success and to set the pace for the successful attitude necessary for the day!

Identify the team that gets results for your customers and see about getting a Daily Huddle with them.  In today’s busy work environment, the major thing that is getting lost is our communication internally with our teams that translates into poor communication externally with our customers!  Stop the insanity and huddle up for success!