Sales Training Sales Java

 

I am confident most sales people do not consider themselves boring.  Most consider themselves 'people people'. When I read the article 'Eight Tips to Know if You're Boring' certainly got me thinking about my own sales meetings with prospects and certainly my presentations as a sales development expert. Here are the 4 of the 8 tips (click the link above for the rest):

1. Repeated, perfunctory responses:  I see, okay, that's interesting;  if you hear this you are boring
2. Simple questions:  How many employees, what are your total losses, what do you like best about your current provider: boring
3. Request for clarification:  When you say, 'tell me more about that I"m not sure I understand', or, 'when you say unhappy with, what do you mean unhappy'; not boring
4. Imbalance of talking time. - if you are doing most of the talking - boring

As I read the article I thought that we need to be looking at this from both sides of the table:  1)  Are we sending messages that the speaker is boring? - not good when you are in front of a prospect.  2) How are they reacting to me?

Next time you have a sales call, bring someone with you to evaluate your boring quotion.

People in general feel beaten down when they feel out of control.  Understand, and this is my perspective, feeling out of control is a result of a decision.  That decision being to be ‘out of control’.  In other words, if a sales team spends its time and effort talking and worrying about the economy, then that means they spend less time doing what they can be doing to generate revenue.  It’s a choice.  At the annual BISA conference, one of the keynote speakers from the Wharton School of Business made it clear that the marketplace did shrink but it didn’t shrink to zero.  What does this mean?  It simply means that being successful is harder today than it was 18 months ago.  Your role as a sales manager or sales person is to:

• Make it clear that failure to execute is not an option.
• Make sure that your people understand that you know it’s tough but you didn’t hire them to sell just when it was easy.
• Develop different ways to approach the market that is now different.
• Set higher standards, not lower them.
• Be accountable to 100% effort and execution.

 

Yes, they might get a little PO’d but usually that puts some swagger in the step and gets rid of the stagger. They take on an attitude of “I’ll show you".  And that is exactly what you are looking for, John.

 

As a manager of sales or as a sales person you may have asked or inquired: what really motivates me to sell. What is it that I could do or the company could do that would be an incentive for me to sell more?

 

1. You should subscribe to the newsletter in this post from Selling Power
2. Here is an article on incentives and selling.

 

 

First, you can't lose a sale that you didn't have. Sales people are great at telling about the sales that they lost.  That's like getting a fish in the boat and having the fish jump out of the boat. You had it then you didn't. That is losing. What sales people are really describing is 'not winning the sale'.  You may say it's semantics:  if you don't win, then you must have lost.  Okay, so maybe we should say that people are "awarded" the business like they do with public bids instead of calling it "winning" and "losing". But that is not the point of this post.  Winning, not losing, is the point of the blog.

 

 

Let's list the many way we describe losing sales:

• They got a better price from the current provider
• The CEO is related to the owner of the company that got the business
• We got in the deal too late
• Our products were not as competitive
• Underwriting didn't want the deal
• I couldn't get to the decision maker
• The committee decided not to make a change
• The timing was bad
• They are afraid to make a change now
• They liked us
• We made a great presentation
• We demonstrated our skills so the next time we go out to bid, they'll know who we are (I love that one)

Should I go on?  All the reasons that you have come up with over the years as to why you didn't get the deal all come down to one thing - you didn't get the deal.

I'm reading the book, "Thirteen Moons". The main character, Will Cooper, describes death and dying.  To paraphrase: whether someone is killed in battle or in a bar fight, in the end, the winners go about their lives and the dead people are, well, just dead. It doesn't matter to the dead people if it was a glorious battle for freedom or if was some drunk guy in a bar who took aim at someone else and shot the wrong guy. Dead is dead, nothing glorious about it at all. The dead people didn't want to die but they did.

There isn't anything admirable about not getting a sale either.  You can sugar coat it all you want, but looking good and having people like you and making a great presentation isn't nearly as good as getting the business. Surely you didn't present a solution just to 'practice' or demonstrate your capabilities. That doesn't pay very well.

Winning is hearing yes:

• Yes, you can talk to the decision maker
• Yes, I will schedule an appointment with you
• Yes, I have a problem that I have to fix
• Yes, I will invest the right amount of time or money to fix the problem
• Yes, I will make a decision when you present your solution
• Yes, I will buy from you
• Yes, I will introduce you to others

That is winning.

In 2010, when you think about what you want to accomplish this year, think about winning, what it really means and then go do everything possible to win more.  Sure, you'll lose some.  When you do, take it personally; get mad, figure out what you should have done differently and then go out and work to win again.

 

Tony Peckich from Lincoln Financial Distributors, this is a great question.  I have an answer - it is short, but not simple.

First, my previous post about personal goals should help with the process of getting sales people to change behaviors.  But a process alone won't do it.  You do have to dig deeper and explore.  What I mean by that is:  Do the sales people in question actually have the motivation to change?

Think about the last time you were unhappy with a result that you got.  Let's start with sales results.  In a word, how would you describe your results today?  If you didn't say extraordinary, then you need to change something that you are doing to change your sales results.  But, unless those results cause you stress, you won't change.  Other areas to consider:  could be a physical check up from your doctor or a round of golf; if you are studying to get an MBA, it could be a test result.  Bottom line is this:  If the results didn't bother you enough to change, you simply won't change. In other words, let's suppose that you were expecting an 'A' in the test and you ended up with an 'A-'.  Not too bad right.  If that grade didn't bother you, then you WON'T do anything differently to get the 'A' that was your goal. But suppose you got a 'C' and your company won't reimburse the course fees if you get below a 'B'; now your motivation to change increases if you don't want to pay for the course.

So to answer your question simply:  The number 1 process to change behavior is to get people in 'severe mental anguish' over the results they are getting today.

• This starts with goal setting
• Followed by identifying the specific activity that needs to be executed on
• Followed by appropriate behavior - actual execution of the activity
• Inspect what you expect of them
• Gain insight from what you expected 
• And finally coach to the results

 Your coaching will fall into one of two categories:  Coaching to effort or coaching to execution.  If we assume for a second that they are putting in the effort but the results aren't there, then you have to coach execution - how they do what they do (behavior).  To do this you have to:

• Ask them if they are happy with the results they are getting
• Ask them if they are unhappy enough to change
• Ask them if they are sure they are willing to change
• Tell them it is going to be hard and you'll help but only if they are committed to change
• Then outline a disciplined approach of one-on-one coaching or observational coaching to help them improve the behavior that is causing the lack of results.

This conversation can go on and I would be glad to entertain further questions on the how-to.
 

 

This question was asked by Mark A. Mullican from AXA Equitable.  Mark was attending the sales conference sponsored by BISA last December in LaCosta, California.  Our topic was 5 Keys to a Winning SalesTeam.  One specific key involves 'Motivation that Works' and this question easily falls into that topic.

First, thank you, Mark, for asking the question.  Second, there isn't an easy answer to the question but here is my answer:  I don't know that simple or complex is the real issue relative to getting people to perform better.  Certainly, it contributes, but more importantly is the skill set and systems and processes you have in place that help support the message.

When we look at successful managers - those getting people to perform as expected - we see the following:

• The managers know what motivates their people
• The managers have a strong self image - no need for approval from sales people
• The managers give appropriate and consistent recognition for success
• The managers implement disciplined structure for success when someone is failing versus having punitive type discussions
• The managers, under no circumstances, accept mediocrity

My point is that, if you have a great message but fail to manage with these 5 factors in mind, your message is impotent.

Generally speaking, I would say that simple is better.  Having said that, don't let the simple message lead you to believe that performance management and coaching should be simple or easy.  It is a complex science and the skill level must be masterful to achieve the goals you seek.

By now, you sales people and sales managers may or may not have seen the video or read the book 'The Secret'.  The Secret isn't just for sales or selling or sales management, but its application is a great fit.  However, if you have read enough self-help stuff in the past, then The Secret isn't much of a secret. But that does not invalidate the content or message. 

My post today isn't about the secret.  This post is about one of the series of questions asked by attendees at the recent BISA managers meeting held last December in California.  Bob Grieb asked me to speak on the 5 Crucial Factors for Sales Success and, as part of the presentation, I asked attendees to submit questions.  Today's question is from Lou George from M&T Investment Group.   Lou isn't asking for 'the secret' but his question is close: 

"In your opinion, what is the single biggest motivator for top sales people?"

 

Lou, the secret is, well, The Secret.  What do you mean, Tony?  What I mean is that the basis for "the secret" is realizing what you want in life; making those wants, dreams, desires, goals non-negotiable; creating a plan to goals into accomplished goals; and finally, being aware that there are abundant resources available that will help you achieve your goals.

That, in my opinion, is what motivates the top producers:  their own personal goals that they have made non-negotiable.

As my good friend, Tim Mackey, taught me years ago- "People strive for freedom: freedom of time and freedom of choice."  What 'buys' people that freedom is money.  Money is the resource that buys us the freedom.

So, it isn't a complex compensation package with rich incentives.  By and large, if you look at top producers that are independent, what motivates them is the dream of being successful with all that that implies and provides in terms of freedom.

If you want to become a top producer, if you want to manage your top producers to another level, if you want those that are just below the top to producer better, then follow these steps:

1. Create an environment where people have the chance to dream
2. Help them build a plan around those dreams
3. Provide access to resources to help the dreams come true.
   

As I've told many managers before, your producers don't care about shareholder value; they care about what they care about.

Hope this helps Lou.

 

Tabb Evans of BB&T investments, thank you for this question.  In a series of posts, I will be addressing questions from participants in the BISA meeting held in California this last December.  We had a great session covering 5 Factors for Success in Sales.  The question from Tabb is:

"How do you take the average to low sales producer to the next level?" 

I'm going to address this from two perspectives:  1) From the perspective of a manager of sales people and 2) from the perspective of the person in that position as an average to low producer.

First, I always have to ask this question about those people in your organization:  Did you recruit them that way or did you make them that way?  They're yours, you recruited them, on boarded them and trained them; so what happened?  Either there is a faulty hiring process that lacks the appropriate profiling, attracting, screening, interview and on-boarding process or the training program isn't designed to help people perform at high levels. That is it.  Hiring mistakes or development mistakes.  Now having said that, this is where I would start to get movement.

1. Understand the the next level could be out.  And so this has to be communicated to those people in this situation.
2. Create a profile of what the role is supposed to be doing
3. Schedule a meeting with each of the producers that are getting average to low production
4. Sit with them and tell them: 
   
1. This is what I need from people in this role - show them the profile of the producer you need
   
2. This is where you are, and this is what do we do now.

I can't begin to get into all of the dialog that needs to take place next but this is how it should end.

    5.  Do you want to keep working here?  Yes.

    6.  Are you sure? Yes.

    7.  Are you willing to do everything possible to succeed? Yes.

    8.  It's going to be hard.  OK, I know I have to get better.

    9.  This is what we are going to do.

Then you describe the 'disciplined' approach to effort and execution that you will hold them accountable to for the next foreseeable future (two weeks to 30 days).  You tell them that this is how long they have to fix the problem.  You give them the EXACT details of what you expect of them everyday and then you tell them that you will talk to them everyday at a very specific time.  Not a minute later.  And do not miss the target for sales activity.  Then describe the 3 strike rule:  Late = strike one,  miss the activity target = strike two.  You get the picture.

So, your people will either fix themselves or select "out".

But, as an aside, my experience tells me that companies that have this problem tolerate less than 'at goal' performance. Offices are littered with those producers producing less than 90% of the agreed to targets and they keep their jobs.  No wonder people are performing at 80 to 85% of goal.  There aren't any consequences.

Now for you sales people: This is going to sound a bit rough, but deal with it because you put yourself in this situation.

1. Stop making excuses for lack of success.  There are people in your industry, in your company, in your geography making goals. 
   
2. With that out of the way, you MUST find out what is really keeping you from succeeding:
• Lack of Desire or Commitment
• Poor Outlook
• Not taking Responsibility
• Inability to properly Prospect for new business due to
• Need for approval
• Fear of rejection
• Too trusting of prospects
3. Identify your choke points in your sales system.  Assuming you have one (don't blame the company if  you don't.  I'm sure you convinced them that you could sell and that's why they hired you to begin with.)
4. Get help.  Go to your sales manager or contract with a local sale development expert and get help!
5. Do the effort.  When all else fails, hard work works.  Go to work and mean it.
   

I recently spoke at  BISA meeting in California.  BISA - Bank Insurance and Securities Association - frequently provides training, educational workshops and seminars for its membership.  The topic was 5 Keys to Sales Success.  As part of the workshop, I asked the participants to write a question on the back of a business card and hand it in.  Throughout the presentation, we would select questions and provide some direction and advice.  We didn't get to all of the questions, so I thought this would be a good forum to provide answers to some of those questions.

Today's question:  'What are some tools to keep sales forces focused?'

My first response is that tools don't keep sales people or sales forces focused. Sales people keep sales people focused.  Having said that, here are some tools / ideas that we have implemented with our clients that may help.

The focus starts with the individual having personal goals.  This personal goal plan obviously has to have the goals - which need to be non-negotiable - a plan of action to accomplish the goals and an accountability method to make sure they are on track.  So the tools would be:

• Personal goal setting template
• Personal work plan (business plan) to accomplish their goals
• Weekly accountability process - meeting with someone to hold them accountable to the activities required to succeed in accomplishing their plans

If you start with those three tools, then you have a great start to helping your people stay focused.  But, as I mentioned, it isn't the tool.  If it's not the tool, then what is it?

• The individual has to have passion for success in sales and be willing to do everything possible to succeed.  If not, then when things get tough, they'll just revert to what is easy versus what is needed.
• You have to have coaching and leadership that fosters personal goal accomplishment, believes in coaching to succeed and is willing to inspect what it expects.
• Your systems and processes have to be such that, when you collect data about activity levels, you then gain insight from that information and apply coaching to the specific issues rather than just tell sales people to 'do better' or 'do more'.

The real key we have found to staying focused is the frequency in which you return to the goals and activities and inspect how well someone is keeping pace with the plan.  If you meet weekly and evaluate progress, then you will stay more focused than if you only review progress monthly or quarterly.

Guaranteed?  Only if you execute what is outlined below.  I'm sure you've been asked by a prospect if you can guarantee a product or service that you offer.  In the world of sales, that can be one of the toughest questions to answer.  When I am asked that question, I tell them "yes, if": if they can guarantee that they (the company or sales person) can guarantee that they will do everything that we teach them.  No one makes that guarantee. Here are my steps to guaranteed sales success for next year.  You do these things and you will succeed.

 

 

1. Take time to establish personal (not business sales goals) goals that you have to accomplish (non-negotiable). Set time lines for, and share these goals with people that will make sure you are doing everything possible to succeed.
2. Build a success formula (link to our resources) so that you can translate your personal goals and the associated income required into an action plan that, when executed, will allow you to reach your goals. (The key here is that you must know your business to arrive at the various critial converstion ratios from one sales step to the next.)
3. Report your sales activity results weekly (huddles)to someone that cares enough to congratulate you on success or coach you when you are failing.
4. Undertand that missing an activity target by just 1% is still failing.
5. Review your actual sales activity results monthly against your success formula assumptions and make adjustments if your are falling short in effort or execution requirements. 
6. Once you identify gaps in your performance, reach out and get professional coaching help from someone that can help you, not just coddle you.
7. Take responsibility.  Don't blame the economy, the competition or your company for failure.  You are in control of your own outcomes, good or bad.
8. Manage yourself to success.  Do not let yourself get sideways with tasks and activities that make you feel good at the expense of the hard stuff like prospecting.  Prospecting is the job. It is what separates you from account managers.
9. Reward yourself for success and establish consequences for failure.

Now is the time to start this process.  In most B to B sales environments, there is a sales cycle that takes more than 30 days.  Guess what?  What you do right now, today, determines your success in the next 30 days.  Start NOW!