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Why Aren't Your Sales People Selling?

Tony Cole

Tony Cole

Tony Cole, Founder and CEO of Anthony Cole Training Group

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April 1st - A Day for Sales People to Remember

  
  
  
  
  
I normally have to do some research prior to posting an article or shooting a video for our weekly Sales Brew.  Depending on the title we have selected, I look for thoughts from other subject matter experts, the history of the theme we are using or a definition of a key word.

    April 1st

With April Fool’s Day on the horizon, I did some research on this annual day of chicanery.  I really didn’t find anything of great interest other than the idea of identifying one day in the year to play tricks or jokes on neighbors, friends or co-works is a universal practice.  What did catch my eye, however, was a quote by our very own American humorist, Mark Twain: “April 1st is the one day we remember what we are the other 364 days of the year.” Aha! I had found my theme.

It was 1983 when I started my career as a sales person.  I was the regional sales person for Nautilus Equipment Inc. covering the four states of Kansas, Nebraska, Iowa and Missouri.  The company went through some legal issues and fell apart, so Linda and I moved to Cincinnati to be close to family.  I got into the life insurance business as an agent with National Life of Vermont.

I came into the business as a life insurance agent only to find out that others in that business were calling themselves planners, consultants, advisors, risk managers and a variety of other titles.  Apparently, they didn’t want their prospects to think they were trying to “sell” insurance.  I spent a total of 5 years in the insurance services business before starting Anthony Cole Training Group in 1993.

As I began working with companies helping them improve the skills and processes of their sales teams, I experienced the same job title “cover up”.  Sales people were account executives, new business development officers, relationship managers, sales directors and various other titles to describe what they were really doing – selling.

Let’s take April 1st and remember what we do – we sell stuff.  The old expression – nothing happens until something is sold – is something that should make us very proud.  Our efforts of going out into the marketplace, initiating conversations with people generally unknown to us, attempting to get them to either 1) discover they need what we have or, 2) discover that what they already have is something they should really be buying from us.

Day in and day out, we face the same grind of finding people to call on, calling people and trying to convince them to meet with us, meeting with people and engaging them in deep conversations about their current state and trying to determine if there is a significant gap between where they are and where they want to be, attempting to get them to realize that what we charge for our product or services is of great value and that they should part with money in exchange for our product or service.  It’s a grind that has great reward and requires great effort and sacrifice.  There are reasons I wrote, “Why is Selling so Damn Hard”.  It is hard, it is a grind, and it is a profession that we must take great pride in.

If we stop for a moment to think about what really happens, we really should be in awe of our own work.  We bring solutions to people that have worries and concerns about something in their personal or business life. If we do our job well, their worries and concerns are taken care of and those people rest easier knowing we have their back.

The companies we represent do not exist unless we do what we do.  Technology may allow you to go to Amazon.com and buy almost anything in the world from anywhere in the world, but there are still sales people at Amazon.com convincing advertisers to advertise and investors to invest and people to come work there and have suppliers put their products on their site.  Even though the Internet has changed the world of buying (See ZMOT – the Zero Moment of Truth), in many cases, the sales professional is still critical at the FMOT and SMOT – first moment of truth and the second moment of truth.

After many years, I am convinced that sales people are worth their weight in gold – but only –  if they continue to go out in the marketplace and develop relationships, help people by providing creative solutions to their problems, and finally, initiate the decision making process so that problems go away.  If you do those things today and every day, then that’s a good day.

On this April Fool’s Day, take a moment to remember exactly who you are the other 364 days a year...

A great professional sales person!

 

Did you like today’s post? If so, you’ll love our weekly audio Sales Brew and monthly newsletter! Sign up HERE and receive Tony Cole’s eBook, Why is Selling So #%&@ Hard?, as our thanks to you!

 


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March Madness Thursday and Selling

  
  
  
  
  
March Madness (c)123rf.com

This might be the biggest stretch ever in the history of my blog. How can I possibly tie the NCAA Basketball Tournament (also known as March Madness) to selling? Honestly, I’m not sure…so I will be making this up as I go. Let me begin by setting the stage for selling and how I see it is similar to the event of March Madness.

  • Prospecting > games that are played by all Division I teams throughout the year.
  • Qualifying > Selection Sunday – based on performance of the teams, 68 teams qualify to make the tournament.
  • Assessing the Opportunity to win > selecting your teams from the ‘brackets’ that you think have the best chance to win OR the teams you want to win OR the teams you think will be the upset and give you a chance to win the office pool.
  • Presenting > The Madness begins on Monday night in the play in gams and then on Thursday the real fun begins with a full slate of 16 games where the participating teams play their hearts out and let the ball bounce where it may
  • Closing > In some cases, the game is over before it begins – Villanova. In other games there are more questions that need to be answered (overtime) before a victor is declared – Ohio State and Cincinnati! (Both WINNERS). In some cases an unexpected outcome – an upset – a 13 seed beating a 4 seed and the favored winners Iowa State and Baylor are going home.
  • Get a decision > The loser goes home, the winner savors the victory before facing the next big challenge – Cincy vs. UK and OSU vs Arizona. Xavier is still in the hunt, but they play the upset winner - 14 seed Georgia State.

And as Paul Harvey used to say, “And now… the rest of the story.”

Think about some of the outcomes of the presentations you’ve made where you were the top seed, you were the one in the game with all the right things in place to help you win the business. You have the talent, you have the bench strength, you have had great coaching, you’ve prepared, you have presented to the prospect what you said you would but then… in the final seconds… someone throws up a “buzzer beater” and there goes your sale. What happened?

  • The prospect let the incumbent come in and they matched my price.
  • I couldn’t get underwriting to change a covenant.
  • They took it to the decision maker and that person didn’t want to change
  • They said it was too expensive
  • They are thinking it over
  • Etc. etc. etc.

And just like in the ball game, it’s easy to point to the last play in the game that seals the upset – RJ Hunter’s 3 pointer with less than 2 seconds left to win the game for Georgia State – (You have to watch the video!!!).

 

But, when the coaches that lose review the game video with their team, they point out to their team that there were several opportunities during the game that, if the team had performed better/differently, the outcome would not have come down to the last shot.

The same is true in selling. It hardly ever comes down to the last shot when determining if you will win or lose the game:

  • Matching price – you should have uncovered earlier who was going to win a price tie.
  • Changing covenants – you should know beforehand the exact specs you need to get the deal done and, if you cannot meet those specs, you don’t present.
  • Decision making – you should know the decision making process before presenting.
  • They said it was too expensive – Why didn’t you know the budget before you presented?
  • Think it overs – you must eliminate this as an option when discussing the decision making process.
  • Etc. – uncover in advance what can go wrong and deal with those things prior to attempting to present and close.

As the sales manager/sales executive, it is your responsibility to:

  • Put the best possible team on the court.
  • Make sure you have provided your team the resources they need to win.
  • Prepare them with a solid strategy to win.
  • Practice what you expect them to perform.
  • Debrief after they perform so you can help them change behaviors and improve skill

Once you do your job, and you do your best to make sure they are doing their job then get them on the court and see where the ball bounces.

Additional Resources:

Sales Management Environment – Building the structure to improve your chances for winning.

Sales Talent Acquisition Routine – Hire Better Sales People - Get the right people to come to your team to play and WIN against the opponents in your market.

Goal Setting and Business Plan Development – Build a foundation so that your team has the required internal motivation to win in all market conditions.


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Who is Your Sales Competition?

  
  
  
  
  
A Guest Blog By Mark Trinkle, Sales Development Expert, Anthony Cole Training Group
competition

Hello, this is Mark Trinkle with Anthony Cole Training Group and I want to ask you one simple question.  Who is your competition?  That is a question that we ask our clients from time to time and the answer usually comes back in one of two ways:

  1. The name of another firm that competes in the same space and/or the same geography.
  2. Something more introspective, with some salespeople saying the answer is that they are their own worst enemy…that they are the competition…kind of a “I have met the enemy and it is me” kind of deal.

I have always had high regard for how Tom Connellan defines competition.  In his terrific book titled “Inside the Magic Kingdom – Seven Keys to Disney’s Success”, Connellan defines the competition as anyone who raises your customer’s expectations.  Think about that for a moment.  Even if you are in the financial services space or the insurance space or maybe you work in IT, it is possible that an experience with a doctor’s office or an automobile mechanic could, in fact, be your competition.

So, let’s translate that to selling.  My belief is that you should have two goals on the first meeting with a prospect:

  1. Find Clarity – You know the drill here; you are there to find out if there is enough severe mental anguish to the point where the prospect has conviction around fixing a problem. Remember, you are really there to disqualify the prospect.
  2. Raise Expectations – By that I mean your conduct on every sales call but, in particular, the first call is to raise your prospect’s expectations for what it means to be called on by a professional consultative salesperson. Someone who is prepared not to “pitch”, but who rather is prepared to engage the prospect in a fierce conversation around solving problems that might exist in the prospect’s world. It means caring a lot about the dialogue and very little about whether or not there is a sale to be made.  I really like what Peter Guber has to say about this in his book, “Tell to Win”, when he writes that many salespeople make the mistake of aiming for the prospect’s wallet instead of aiming for their heart

So, forget about making the sale.  Forget about trying to force your way into a second meeting.  Spend your time in advance of the call figuring out the questions you need to ask within a consultative approach.

So… one last question – have you raised any expectations lately?  If you have, then you are formidable competition…for your competitors in many different industries

Thanks for listening…now go sell like a champion today.

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The #1 Reason Why Sales People Underperform - Taking Responsibility

  
  
  
  
  

starts with you

Without a doubt, Sales and Sales Management is an art and a science.  On January 13th, I posted the first article in the Series:  Why Isn’t Your Sale Team Selling As Expected?  In the 7 posts for the series, I’ve covered the following:

  1. The Pareto Principle & Perry Marshall – 80% (approximately) of your sales results come from JUST 20% of the team.   The 80/20 markers can slide to 60/40 but, in my recent research, I haven’t seen it move beyond that.  If this is true in your organization, then that means that 20% of the results are coming from 80% of the team.  Somewhere in that mix people are underperforming.
  2. Expectations – Sometimes people are not meeting expectations because the “setting expectations” process is flawed.  Were they reasonable?  Did your sales person “accept” the expectations?  Is there an opportunity for minimum acceptable standards?
  3. Desire – Could it be that you have people failing to perform as expected simply because they no longer have the desire to continue the grind of selling and acquiring new business accounts?
  4. Root Causes – Maybe the treatment for underperformance has been to treat the symptom and not the root cause.  As long as the root causes exist, the outcomes will be the same.
  5. Commitment – Having a team of sales people that will do everything (assuming legal, ethical and moral standards) to succeed will get you a team that meets or exceeds expectations.
  6. The Challenger – Do your people have enough of the “Challenger” DNA to qualify opportunities and close business?
  7. Performance Management – Specifically, I addressed the system of how success is defined.  Too often, companies describe a “good” year as a year where a sales person either improved over last year performance, is making progress, is getting close or trending in the right direction.  None of these describe meeting expectations – hitting the goal that was set and agreed to.

As I started the series, I had a pretty good idea of where I wanted to take it.  (Notice I didn’t say I had a “good idea” of where I wanted to take it.  When you have a “pretty good idea” of the outcome, then almost any outcome will do.)  I knew I wanted to address some of the major contributing factors, but what always happens to me when I get started is that new ideas and thoughts come into play.  Or… I read an article and decide to add that to the series.  However, my ultimate goal was to give you enough information so that you could determine the following:  “Do I have a problem?  Is it a problem that I have to fix?  Where should I start?”  With this last post, I will accomplish that.

8.  Responsibility – You must have a culture of responsibility, of ownership of outcomes, of not making or allowing excuses for lack of effort or execution.  Once you establish that as your culture, then you will definitely see a change in outcomes.  If you allow excuses, you will hear:

  • Our companies standards for underwriting are just too tough now
  • The new competitor in town is buying the business
  • The incumbent came in and matched our deal
  • The economy in this part of the country just isn’t strong – people aren’t buying.
  • Obama care
  • Paperwork
  • Service work
  • Technology
  • Support

Allowing all of this to take place undermines effort and execution.  It lowers the bar of performance and keeps people from working on the skills and behaviors that need to be improved in order to improve outcomes.  As long as people say “It’s not my fault” and excuses are allowed, then there is never going to be a reason for the sales person to figure out what they would have done or could have done differently to get a different outcome.  They just shrug their shoulders and hope that the moon and stars align on the next sale.  It becomes a matter of luck rather than a matter of effort and execution, matter of self – improvement, a change in behavior or improvement of a skill.

Finally, this is your responsibility (see article on Shadow of the Leader) as the sales manager or sales executive.  As long as you allow this to continue in your culture, then you can continue to count on underperformance.

Additional Resources:

HBR – Help! I’m an Underperformer – article

TQM – Total Quality Management – Dr. Edward Deming Institute blog post

SEIA – Sales Effectiveness and Impact Analysis – 19 questions you must know the answer to

 

Did you like today’s post? If so, you’ll love our weekly audio Sales Brew and monthly newsletter! Sign up HERE and receive Tony Cole’s eBook, Why is Selling So #%&@ Hard?, as our thanks to you!

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Why Sales Team Isn't Performing As Expected (Pt.7) - Sales Management

  
  
  
  
  

To all those sales executives I work with, here is a topic near and dear to my heart - Managing/Leading/Motivating sales people to success by setting standards and expectations. Normally, this isn’t such a challenge for sales people to understand. If they sell more, they make more money, leverage the comp program or qualify for the "President's reward" trip. 

finishstrong resized 600

BUT... how about other aspects of performance and other sales people that have to perform in your company?  Time and again, I see organizations put together evaluation programs to determine the following: an employee's progress towards objectives, increases in compensation, allocation of bonuses or earned incentive compensation.  But, if there is not an objective formula (the assessment is subjective and not tied to facts and numbers), then arriving at a fair and equitable decision of any kind is difficult at best.

Do you follow the typical evaluation/assessment definitions of exceeds expectations, meets expectations or does not meet expectations?  If so, I think you are missing something. I believe that the measures are too subjective if you don’t tie numbers and percentages to arriving at those three levels of assessment.  I’m convinced if something moves (paper, applications, processes, etc.), then it can get measured.  If it can get measured, then performance can be evaluated against an accepted standard.  

Finally, I am convinced that the definitions tied to each of the categories are too arbitrary, too wide for interpretation, and in the case of "does not meet expectations", too mild, too forgiving and too mis-leading. If a company wants to be fair, equitable and accurate, then it needs to have and use a process of assessment and evaluation that looks something like:

Extraordinary performance = exceeds expectations by ____%

Excellent performance = exceeds expectations by ____% and _____ %

Good performance = met expectations (100%)

Failed performance = below 100% of goal

I understand and accept the notion that we should allow some level of variance for the last category. There are instances where variables beyond anyone’s control can influence the outcome and that should be taken into consideration. With that in mind, you might want to widen the scope of "Good" performance.

Good performance = 95% - 100%

Poor Performance = 90% to 94%

Failing = 89% and below

Raising the standard of what is acceptable in your organization will raise the outcomes in your organization. Continuing to accept mediocrity allows your core (average) performers to stay at that level thus never adding to the growth of your organization.  It isn’t their fault if this is what you allow to happen. Poor performance should not be tolerated; failure is grounds for dismissal, and finally a "good" year should not be "close to goal", but should only be "good" when the goal is actually hit.  It should not be considered an excellent year or an extraordinary year UNLESS there were extraordinary circumstances such as those that existed in 2008 and 2009.  Excellent and extraordinary must be tied to a number that exceeds 100% of the goal AND fits the definition of EXCELLENT or EXTRAORDINARY.

Raise the standards, raise the results.

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Reasons Sales Teams Perform Below Expectations #6 - The Challenger?

  
  
  
  
  

 kid boxer (1) resized 600

My purpose for bringing The Challenger Sale into this series is to tie the concept of "Challenger" Sales People to this overall discussion of reasons why sales people do not perform as expected.  I read about The Challenger Sale book a couple of years ago in a Harvard Businss Review article and had forgotten about it until I "rediscovered" it recently. I remember finding it interesting back then, and I again find the book interesting now. I know that doesn't sound like a resounding endorsement, but I've read all the way through the book and, to be  honest, my purpose here isn't to argue for or against the premise, findings and suggestions of the book. My purpose is to add this to my original list of "reasons".

The Challenger Sale by Dixon and Adamson is based on research covering hundreds of worldwide companies (Big companies covering all types of sales in all types of industries).  I point this out for one reason only - I am convinced that, when "normal" sales organizations look to publications based on research, they should make sure that they fall into the catagory of those companies being researched.  For example, if your sales team isn't normally engaged in sales that are international in nature, go through 8 stages of RFPs, committee meetings, procurment vetting and finalist presentation and are sales that generate millions or billions of dollars, then just maybe the research about those types of companies isn't relative to your situation.  However, contrary to that specific type of research, I do believe that the profile of the Challenger Sales person is applicable no matter what kind of sale your salespeople are involved in.

Aside from the reseach findings of identifying this type of person -The Challenger - as being the most successful in any market, the other 4 types are as follows: (Link to challenger assessment)

  • Relationship builder
  • Hard Worker
  • Problem Solver
  • Lone Wolf
I asked my team about their thoughts regarding the book and the idea of the Challenger sales person and one of our sales development experts, Walt Gerano, responded with, "I think it's more about recruiting."  I agree with Walt in that what a reader should get (what a sales manager ought to get) out of the book is this:
  • Do I have any of these people?
  • Of the people I have, who can become a "challenger"?
  • Why is it that I still don't have any challengers even after I had them read the book?
  • If this is important to me, how do I make sure that I hire one?
  • If someone is a challenger, does that mean they are a hunter?
  • Does the challenger have the skills I need to deepen the business relationship or do challengers make a sale and move on to the next?
My point is that I think the concept fits nicely into what contributes to transforming a sales team from underperforming to performing as expected, but it isn't the only answer or the only piece of the puzzle. Certainly, if your team already consisted of the right combination of challenger, farmer, hunter, account manager, consultative seller, then you wouldn't be reading this article or series.
What needs to be considered is what makes the challenger a challenger? After years of assessing sales people in all types of industries involved in all kinds of B2B sales with the worlds #1 sales assessment (Objective Management Group Sales Evaluation), I believe I know that the makeup is for someone that can execute what Susan Scott calls "Fierce Conversations".
  • Someone that makes decisions
  • Consultative sellers who listen AND understand
  • Qualifier - asks direct questions, challenges until they qualify
  • Won't accept put-offs
  • No need for approval
  • Won't get caught up in the moment - get excited or frustrated
  • Understands and executes an effective sales process
  • Is skeptical and curious
  • Sells/positions value of the relationship instead of selling price and product
  • Quotes only qualified buyers
  • Understand how a prospect will decide
  • Will find a way to close
  • Unlikely to accept a "think it over" because they eliminate that as an option
  • Motivated to be successful in selling
  • Committed to doing everything possible to succeed
  • Accepts responsibility for outcomes
Now, it could be that I just haven't read far enough into the book yet and maybe the authors eventually cover the necessary DNA to be a challenger. If not, then consider the qualities above when trying to figure out why your sales team isn't performing as expected.
Additional Resources:
Video of Susan Scott at Vistage event - You Tube
Contact Tony directly - tony@anthonycoletraining.com.  Subject Line: I need challengers.  Or text "I need challengers" to mobile:  513-226-3913
Understanding Your Salesforce - Sales Achievement Grader

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Why Your Sales Team Isn't Performing as Expected (Pt.5) - Selling is WIT!

  
  
  
  
  

commitment

Selling is WIT = Whatever It Takes!

Successful selling is a WIT profession. I assure you that I am always working and speaking from a legal, ethical and moral standard.  So, when I say WIT, I mean WIT within those boundaries.

Here are some examples of doing WIT:

  • Making calls – Regardless of how tired you are, how much you just sold last week, how difficult it is to handle the rejection – if you are going to be successful in selling, you have to pick up the phone and call someone.  If you work strictly on referrals or introductions, that task is easier.
  • Getting introductions – Time and again, I have sales people tell me, “I don’t make cold calls.” Great!  So, do you have all the leads you need to meet and exceed your personal income requirements? Often, I then hear “no.”  Asking for introductions is the WIT task in selling.
  • Getting past a gatekeeper – This is usually one of the toughest situations in the sales process.  The gatekeepers have their job – to keep sales people away from their bosses – and you have your job – get to their bosses (aka. your contacts).  When the phone call is complete, one of two things has happened. Either 1) you did your job better than the gatekeepers and you got through OR 2) they did their job better and you didn’t get through.  To get through, you have to be willing to do WIT!

You get the point?  Now, before I move on, there are a couple of other areas of execution where successful sales people exhibit a WIT attitude. These include: filling out paper work, using the company CRM, attending meetings and being there on time, responding to manager requests to set joint calls with clients, mentoring, setting a good example, etc.  Winners in sales, sports and life do whatever it takes in all areas to be a success!

In our Sales Managed Environment® program, one of the segments is Setting Standards and Accountability.  It’s the starting point for effective performance management in any organization.  A successfully executed performance management strategy requires a committed manager. This is the cornerstone for success.  As I discuss this with all my clients, I tell them the following:

  • You cannot teach your people to be committed
  • You cannot tell them to be committed
  • You cannot train them to be committed
  • You can describe what it means to be committed
  • You can tell them that you expect people on the team to be committed
  • You can demonstrate commitment

If you, as a sales manager and masterful performance manager, are committed – willing to do whatever it takes –then you can have a one-on-one discussions with those on your team that are not committed and tell them so.

It is exactly what happened to me years ago when my coach and mentor, Tom Anderson, came into my office at National Life of Vermont in 1991.  I had hired Tom to coach me to be a better sales person.  After several months of not making any progress, Tom came into my office and told me he had figured out what the problem was. I was excited because, after spending the money I didn’t have on training that I didn’t think I needed, I had become frustrated with my lack of success.  I asked Tom what he thought it was and he said, “Tony, I don’t think you are committed enough.  I don’t think you are willing to do everything possible to succeed.  You lack commitment.”

I won’t tell you what I said, what I called him or what I yelled.  I was not happy; I was insulted and, after I not-so-politely asked Tom to leave my office, I realized that he was correct.  I was not totally committed to being successful in selling.  I would do the things he was teaching that were easy, but I wouldn’t do the things that I found difficult, uncomfortable or contrary to my personal belief system. 

Not having commitment is one of the potential reasons why those people in your organization are not performing as you expected.

As a sales manager, here is how you solve the commitment problem:

  • Do tell them what you expect – either when you "inherit" them or hire them
  • Do tell them what commitment means – how you define WIT versus WITALAIITU or Coast to Coast
  • Do demonstrate
  • Do hire those that have a committed attitude

 Additional Resources:

To discuss WITALAIITU or Coast to Coast – email me at tony@anthonycoletraining.com. Subject line – WITALAIITU

Information about Sales Managed Environment - SME

Test for commitment, desire, outlook and responsibility – Sales Force Evaluation

Use a 94% predictive indicator for sales success – #1 Pre–hire Sales Assessment


Did you like today’s post? If so, you’ll love our weekly audio Sales Brew and monthly newsletter! Sign up HERE and receive Tony Cole’s eBook, Why is Selling So #%&@ Hard?, as our thanks to you!

Connect with ACTG!

Twitter ACTG       LinkedIn Tony Cole       Facebook ACTG       Sales Brew

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Why Your Sales Team Isn't Performing As Expected - Part 4

  
  
  
  
  

Sales teams perform based on two inputs - effort and execution.  If your sales team isn't performing as expected, you must ask the question - Why?  Chances are you won't know for sure but you can describe the symptoms:

  • Anemic pipeline
  • Not closing enough
  • Sales taking too long
  • Not consistent in our prospecting
  • Chasing too many of the wrong deals
  • Etc.

This can be a very long list - you get my point.

sales results

Speaking of points - let's get to the point! As a senior sales executive, your job is to get to the root of the problem and then begin the process of addressing/fixing the problem.  Here are 19 must-have-answers-to questions to help you start thinking in the right direction. Questions courtesy of OMG and David Kurlan.

Andrew Grove, former CEO at Intel, told fast Company Magazine that there is at least one point in the history of any company when the organization must change dramatically in order to rise to the next performance level. “Miss that moment and you start to decline.”

The companies who have had the most success with our programming have followed the process:  Test, Train and Track. They have also adopted the Sales Managed Environment® and Effective Sales System as their own. They have made a cultural shift; a decision to do business differently now and in the future.

Those companies who are most successful in implementing change are those who have what we call “table-pounding conviction” and who recognize the vital importance of knowing the answers to the following 19 questions:

  1. How does leadership impact our sales force?
  2. What are our current sales capabilities?
  3. How motivated are our salespeople and how are they motivated?
  4. Can we generate more new business?
  5. Can we be better at reaching actual decision makers?
  6. Can we shorten our sales cycle?
  7. Can we sell more consultatively?
  8. Can we more effectively sell value?
  9. Is our value proposition consistent?
  10. Can we close more sales?
  11. Do our systems and processes support a high performance sales organization?
  12. Can we be more consistent with our sales process?
  13. How well are our sales leadership strategies aligned?
  14. Do we need to change our selection criteria?
  15. Can we improve ramp up time?
  16. Can we improve our pipeline and forecasting accuracy?
  17. Can we improve our sales culture?
  18. Who can become more effective in their roles?
  19. What are the short term priorities for accelerated growth?

Source:  Objective Management Group, Inc.

Additional Resources:

Want Tony's help? - Email with subject line: I want Tony's help.  Email: tony@anthonycoletraining.com

How do I get the answers to these questions?  Assessment information

How do I keep from hiring the wrong people? - 1 free pre - hire assessment

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Get More Sales Opportunities With These 5 "Go To Green" Activities

  
  
  
  
  

By Tony Cole, President, Anthony Cole Training Group

One of my favorite expressions is “You are tomorrow what you are planning for today.” My favorite thing to do is accomplish goals and I’ve learned over the years that the best way for me to accomplish goals is to plan for them first.

Hello, this is Tony Cole, LIVE from WWHQ and welcome to another edition of Tony Cole Unplugged.

Business planning as a sales professional has several components.  But, there isn’t a component that is any more important than using your calendar system to plan for your “green” activity. Now, what I mean by “green activity” is this: “Green activity” is sales activity. “Green” means “go” and “go” means “go to the bank”.

And in my mind, from my perspective, there are 5 activities that have to be included when you are talking about “green” or “go to the bank” activities.

  1. Activities that lead to getting to the names. Now the EASY thing to do is to do email and do all the social networking. The HARD thing to do is ask for introductions and to go to networks and work hard to get speaking engagements. THAT’S the high pay-off activity; it’s not just doing the social networking.
  2. The second activity is you have to CALL those names. You can’t get in front of people unless you call somebody.
  3. Sales conversations. You’ve called them, you’ve scheduled an appointment, and now you’re going to have a qualifying appointment.
  4. Sometimes, depending on the type of business you’re in, you’re going to have an opportunity or you have a need to gather information. So, that’s a “go-to” activity. 
  5. You have to have an opportunity to make OUTSTANDING presentations and pitches.

Those are the 5 “Go-To” Activities – those are what get you paid! Everything else is just stuff – stuff that you let get in the way. In one of our upcoming videos, I’ll talk about the myth of “I Don’t Have Enough Time To Prospect”.

Today, you can begin the process of becoming a more consistent prospector if you go to our website and order your own personal copy of our book called The Best Prospecting Book Ever Written .http://blog.anthonycoletraining.com/best-prospecting-book-ever/

As always, thanks for listening and have a perfect day.

Additional Resources -

Free AudioBook - The Secrets to Prospecting Success

Wamt More Free Tools? CLICK HERE -->  http://anthonycoletraining.com/free-tools-ebooks-and-assessments/ 

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The Next 'Can't Miss' Game Changer for Salespeople

  
  
  
  
  
I just read the following blog post by Dave Kurlan and I immediately asked for his permission to repost it here.  I've known Dave for 20 years and have represented his product and service all those years.  He started blogging when blogging wasn't cool.  His organization is a marketing and product machine.  Dave is truly a subject matter expert when it comes to hiring better sales people (link to our site), assessing sales organizations to answer 17 critical business questions (link to his site for download of sample) and he is an expert at helping sales managers get their sales professionals to sell more, more quickly at higher margins.  I've read Dave's blog post over the years and this may be his best ever; if not, then certainly in the top ten. And it fits in very well with the series I am in the middle of writing now - Why Aren't Your Sales People Selling As Expected.  His blog post has one of the potential answers.  Read and enjoy.

Dave Kurlan
 

The Next 'Can't Miss' Game Changer for Salespeople

A guest post by Dave Kurlan, President of Objective Management Group and Creator of the #1 Sales Assessment in the world.

Another game changer?  After so many in the last 5 years?  It's coming - no doubt about it.  I'll give you the background and tell you why this incredible tool will be the one to supercharge your sales.

Today, Social Selling (like blogging, LinkedIn, Twitter and others) is all the rage.  Experts are evangelizing these tools, touting their power to connect, and providing training on how to best use them.  And they're all correct about these tools.  Every seller should be using them, but therein lies the problem.

Soon, every seller will be using them!

Would you like to start blogging?  Good luck finding your audience from among the more than 2 million articles that were posted - not in the last 5 years, not last year, not last month, not this month to date - but more than 2 million posts today alone!  It's a very difficult time to start blogging.

Would you like to start sharing articles, asking questions, and commenting on LinkedIn or Twitter?  How will your tweets, comments and shares be noticed above the noise from all of the salespeople who have begun to do that?

Would you like to host webinars, or send a weekly or monthly newsletter?  How will you get people to read those when they are routinely barraged with hundreds of useless emails each day?

Would you like to have your own YouTube channel?  There are 4 billion YouTube views per day - that's a lot of people watching videos, but how can you possibly get their attention when there are millions of YouTube channels for them to watch?

Yes, friends, Social Selling certainly works - and can work well - for the people who already have well-established audiences and followings.  I'm fortunate enough to have an award-winning Blog with a nice loyal readership and get lots of organic traffic from Google searches.  A late start in any Social Selling channel may cause you to become very discouraged.

But there is hope!

I know of a tool that works better than everything I have mentioned so far.  While it doesn't have the power to reach as many people in as short a time as Social Selling, or as I prefer to call it, Personal Marketing, it is much more effective for targeting and reaching specific prospects.  Not only that, the communication is in real time, with no latency, lagging, or delayed response times.  Doesn't that bode well for having a real, rather than digital, conversation?

Even better, if you are an early, rather than late, adopter of this game-changing approach, you'll be one of the only salespeople using it, and unlike Personal Marketing, there won't be any noise!

Are you ready?

As has been the case for the better part of the past 30 years, I am way ahead of the curve on this.  Would you like to know about it?

I have become aware of a tool that allows you to reach any prospect, anywhere, at any time, without even knowing their email address, twitter handle, or public LinkedIn page!  There is no limit to the number of characters, length of message, or size of content.  Your prospect can respond to you as easily as you can reach out to them and the technology is readily available to anyone who wants to avail themselves of it.  And the best news?  It's covered by nearly all of your existing subscriptions and fees.  Doesn't that sound awesome?

It gets better.  Email, InMail and Twitter messages don't always convey how you wanted to sound and can be easily misunderstood or misinterpreted.  Not so with this technology.  

Introducing the Tool of the Future

Today, I would like to be the first to introduce you to the sales tool of the future.  A Direct Line of Communication to any prospect in the world.

You may have seen this tool before, but you may have to use it in a way that is different from how it was intended.  Today, most people use these devices to send text messages, tweets, emails and upload photos and videos.  But if you poke around enough, you will find that manufacturers actually included a nicely hidden feature that allows you to punch in about 10 digits and you can actually speak - LIVE - to anyone - anywhere - on demand.  It is SO COOL!  And the device will remember those numbers so that you don't have to punch them all in again.  Amazing.

Free Demo!

And for a limited time, I can provide you with a demo of how this works.

Go to your device, find the application called PHONE, and tap the following 10 digits in the field provided:  800-221-6337.  Press the green button.  You will hear a sound to indicate that you have initiated an attempt to reach me.  There is a very good chance that a live person from Objective Management Group will answer your very first ping.  I'm going to provide you with a promo code that will give you direct access to me.  When they answer, say, "Dave Kurlan, please" and the live person will actually reroute your ping directly to me!  And if I'm speaking live with someone else at that moment, I have a digital clone that will answer and you can tell my clone exactly what you wanted to tell me, leave any kind of message you want, and I can actually listen to it later and return your ping.  It's truly amazing, friends, and will revolutionize the way selling takes place in the future.

I'll bet that you're thinking that this entire article is a joke - that I wrote it with tongue-in-cheek.  Wrong.  I am dead serious.  Do you know how many phone calls I received today?  One.  Nobody uses the phone anymore and that's what makes the phone such a perfect and obvious choice for building your pipeline and accelerating sales growth.  Web-based tools are awesome for marketing and generating interest, but most of us have to sell!  And trust me when I tell you this:

It is a lot easier and much more powerful to sell on the phone, via video conference and face-to-face than it is hiding behind your computer screen.

Please take advantage of my limited time offer to demo this new technology.  Try it for yourself!  Call me now - 800-221-6337 ext 212.  Remember the promo code: Dave Kurlan

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