Sales Blog for Sales and Sales Management

 

During a recent sales meeting that I was in, the sales reps began describing the current status of their sales opportunities. One of the reps, John, decided to tell the group about a deal that he had just 'closed'.

Now, before I finish that story, I must tell you this one.

Last Tuesday, I was talking to my friend, Whitey K., about the trip my wife and I had taken through the Florida Keys.  As part of that discussion, I related to Whitey my tarpon fishing story.

Me: We hired a guide and went tarpon fishing.
Whitey:  Catch anything?
Me: As a matter of fact, I caught a 5 foot, 125 pound tarpon.
Whitey: What was that like?
Me:  It took 20 minutes to 'leader the fish' and I was thinking "this isn't so tough."  Our captain, Captain Dan, said, 'You're not done yet. It'll be at least another ten minutes before you get that fish in the boat."  Just then, the fish took off 300 feet of line and made a couple of big jumps out of the water.  I immediately started trying to reel back in all the line I had just lost.
Whitey:  So how long did it take?
Me:  35 minutes and at least 20 trips around the boat! I nearly fell into the water but I finally got the fish back to the boat.
Whitey: That's cool! Did you get a picture?
Me:  Uhmm, not really.
Whitey: How come? Didn't you have a camera?
Me: No, we had a camera. I, uh, we, uh... never really got the fish in the boat. You see,  tarpons are catch and release.  They're not good to eat. They're considered a sport fish and so it's catch and release.
Whitey: So you got it close to the boat and the captain held it to get a picture and take the hook out?
Me: No, not really. You see, what happened is that I finally got the fish next to the boat and Captain Dan reached for it once but couldn't quite reach it. Then just as we were getting it along side of the boat the second time, it jumped out of the water, snapped its head, broke the line and got away.
Whitey: Then how do you know it was 5 feet long? 
Me:  We were estimating. 
Whitey: And because you didn't get it in the boat, you couldn't weigh it.
Me:  Uhm, that's right.
Whitey: (one full minute of uncontrollable laughter...)
Me: What are you laughing at?
Whitey:  Let me make sure I have this right.  You didn't get the fish in the boat, you didn't measure it, you didn't weigh it and you don't have any pictures.
Me: Uh, yeah, that's about right.  (I start to laugh.)
Whitey:  Well, now that is some fish story!

Now, going back to the first story without going into all the details, here is a summary of John's 'closed deal'.

  - They really liked the presentation.
  - They really liked us.
  - They are certain that, unless the current provider comes in with an
     unexpected great deal, we will get the business.
  - The prospect will certainly recommend that the company go with us.
  - If we show them a contract for 15 months instead of 18 months, that
     would be great.
  - They are going to check with one more reference, but they don't 
    anticipate a problem.
  - I'm supposed to call them next week for final details and to schedule a time
    to get the contract signed.
  - The deal, if sold, is a million dollar sale.
  - The deal, if sold, is supposed to transact on August 1, 2010.
  - No deposit.
  - No contract signed
  - Supposed to talk next week.
  - The decision maker wasn't in the room.

I don't know about you, but to me, this sounds like one heck of a "fish story!"

               *************************************** 

Are you landing your "fish" and closing the deals? Click here for a FREE checklist to help you qualify your prospects and "reel them in"!!

 

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.

Ok, so we are almost through the first month of the New Year; what have you done for yourself lately in sales? Did you move your rocks? Did you do your "to do's"? Did you do what you intend to do?

Over the years, I've discovered that when sales people tell me that they have prospecting on their "to do" list, what they really are saying is that they ‘intend' to prospect.

When sales people tell me that they are going to call a prospect and get a decision, they do call and they intend on getting a decision, but they really aren't committed to the intention.

Finally, when sales people tell me that this is the year that they are going to self manage themselves to extraordinary performance , what they are really telling me is that they are going to get ready to get ready and not move any rocks that are consistent with successful selling.

As harsh as this may seem, I would ask you:  Does this look or sound anything like you've done in the past? If so, then join me and the multitudes of others that struggle with prioritizing their time so that the rocks get moved, the "to do's" get done and the intentions get ignored.  Let me tell you that I will be the first in line this year to correct this problem, because I may be one of the biggest offenders.

Don't get me wrong, I get my work done, but too many times I find myself behind the eight ball and running short on shots when it comes time to completing what I stated I would.

Perfect example: last Tuesday, prospecting was on my rock list.  When did I get to it?  Friday at 2:30; I had success.  I scheduled three appointments and moved the rocks a little further up the hill. But what would I have done if an emergency, a real one, had shown up on Friday?  I would have put myself in a position to make the lame excuse - "I had an emergency and couldn't get it done".  The reality was that I put other stuff first on Tuesday and made myself vulnerable to failure on Friday.

Lesson #1 - Be a slave to the schedule.

Lesson #2 - Rocks are rocks - these are non-negotiable objectives of your business.  When you state something as a rock, then nothing short of an absolute catastrophe gets in the way.

Lessons #3 - "To do" lists are for the most part horse pucks.  How do I know?  Because the stuff on the list doesn't get done.  Make sure you clearly identify "to do" from intention.

Lesson #4 - Intentions are just that, things you intend "to do" and would be nice "to do" and might bring you some self satisfaction, but in reality, have nothing "to do", with moving rocks.  Chances are, if you never do what you intend "to do", your world doesn't change as much as doing your "to do" list.

Lesson #5 - You will continue to screw this up unless you find a way to hold yourself to high standards of accountability.  I am holding huddles with my staff weekly and my COO and co-owner every week to make sure the rocks get moved and the "to do's" get done.

This was one of my "to do's" today, it's done, gotta go.

If you do nothing else fun today, do this: Click this link, men's brain, and get ready to laugh.  When the email was sent to me, the subject line read, "This explains it all".  I don't know if it explains it all, but it explains a lot.  And, as usual, I take something that I read, hear or watch and translate it to sales or sales skills, selling or something to do with sales development.

So, once you see the video, you will understand where I'm going with this; but if you choose not to, the gist of the message is that men and women's brains operate differently.  Mark Gungor, the speaker in the video, describes this in terms of ‘boxes'.  Men have boxes and women have wires.  This where they think from, act from and make decisions from.  (You really need to watch the video.)

So, now I'm in my ‘thinking-about-my-blog-post' box and I've come up with ‘sales' boxes.  I'll start with just these three and see where we go from there.  These three boxes represent what we call in our sales training program "The 3 Habits of Highly Successful Sales People".

Box 1:  Relationships.  This is the box that all sales people must have.  If you don't, then chances are you will always struggle with your ability to drive new business from new people or companies.  Best practices suggest that you, as a sales professional, should spend somewhere between 25% and 33% of your time in this box developing new business

Box 2:  Qualifying.  This is the box where selling really takes place. You will notice that if we talk about a ‘closing' box, it will be a very small box.  The qualifying box is the box that requires your best skills in maintaining rapport, asking questions and listening.  You must also develop a child- like curiosity and your favorite words and or phrases while in this box must be:  Why, and, tell me more, how long, what happens if, when you, I don't suppose, suppose we could, do you want to fix...  This is a box that you must spend time in mastering these skills as well as executing these skills.

Box 3:  Decisions.  This is a box that you should have lined with wallpaper that looks like money because this is where you get paid.  Until someone makes a decision and you get paid for your work, you will find yourself in another box called ‘unachieved personal goals'.  Most, if not all, of your goals require freedom: freedom of time and freedom to choose.  Both of those freedoms normally require that you have cash flow or financial independents.  You must understand that when you are in this box, you must not leave easily.  Do not let people get you out of this box by telling you that they want to think it over, crunch some numbers or compare.  No, this is a box that you have to make sure you are committed to staying in once you are in there with a prospect presenting a solution.  They may want to leave this box and go to their ‘think it over' box.  That is not an option you should let them have.

I find that I can stay in my blog box for about 15 to 20 minutes as I share my thoughts with you.  After that, I have another box calling me.  It's Box 1.

My nephew, Steven W., is five.  Today, he gave me a hint that he might go into sales.  Why?  Because he knows the key to getting a decision is to ask.  Not just once, twice or three times.  If I counted the number of times he asked, I would guess it was somewhere between 35 - 50 times in the space of about 20 minutes.

From the time Linda and I picked him up from kindergarten late this afternoon, until we walked into Blockbuster to rent a WII game, he just did not stop asking:  Blockbuster, Blockbuster, Blockbuster.  I'm sure many of the readers would have found this annoying, and if I wasn't in the sales training business, I might have.  However, it amazed me that his repeated question of "going to Blockbuster?" was a conscious effort and just did not stop.  He knew exactly what he wanted, and if there was any sign of not getting it, he knew the old guilt trip of a 5-year old would work on Uncle TT and Aunt Winna.  He was bound and determined to not just get a decision, but to make sure the answer was "yes".

I'm not schooled in psychology or anthropology, but I'm sure someone could explain to us at just what point we lose that insistence behavior.  I've often thought that it occurs after the first serious rejection of a request.  Maybe it was a dance, a date, a request to borrow the car keys  or to stay out past normal curfew (maybe I'm shedding some light on my development here).  But, certainly, it happens.

I've heard that a sales person should ask at least 7 times for the order.  When I hear this, a line from the movie Hitch comes to mind. The female lead, Sara, responds "no" to a young man that has approached her and offered to buy her a drink. He tries another tactic, and Sara says, "'No' doesn't mean try harder."  It also doesn't mean "try a different closing technique".

Sara is right.  But, keep in mind that "no" doesn't mean stop.  It simply means that you have not addressed something that the prospect wants answered nor provided anything that satisfied a need.  Don't be a pest and just try harder.  Back off, say thank you for the decision and ask a question or two before you leave.  This alone may get your prospect to open up and tell you what you failed to do and what you need to do to make them a client.

I am confident that there are many ways to stop a conversation dead in its tracks, especially when you are trying to sell someone, qualify someone, or motivate someone to buy your product, service or idea.  I was listening to David Kurlan of Objective Management Group the other day.  He was conducting a live webinar on the most effective way to reach prospects.  In his presentation, he discussed five words that are critical to successful phone solicitation:

1. Hi (north of the Mason Dixon line)
2. Hey (south of the Mason Dixon line)
3. It's (rather than this is)
4. Bob (or rather your name if it isn't Bob) or, Bob Smith (Both your first and last name)
5. Carol (or rather the prospects first name if it isn't Carol)

This got me thinking about 5 words or phrases that will stop a conversation.  Again, I know there must be more than five, so when you read this please comment on this posting, let us know the rest of the show-stopping, sales-busting words or phrases that you can think of.

1. No or no I can't
2. You are wrong
3. That isn't possible
4. I agree but
5. What I would like to do

Any one of these comments on their own will cause your audience to immediately shut down.  Once that happens, you might as well forget about selling anything to anyone, at least in the immediate near future.  Instead you might want to consider:

1. What might work is...
2. I'm not sure I see your perspective; I think I heard you say...
3. Nothing is impossible, so this might be hard to...
4. I agree, given your previous position and ...
5. It may not make sense, but what has worked for others is to ...

Nothing is guaranteed, so I won't stake my life on these responses. I will tell you that when I've realized my poor judgment in words, and learned that I need a better way to say what I'm thinking and feeling, then I normally get better results. 

Let me know your thoughts.

 

*

Resolve:  to come to a definite or earnest decision about (your sales results in 2008 - TC edit); determine (to do something): I have resolved that I shall live to the full. I have resolved to use 2008 as a guide post and not a hitching post (added by author TCole) I've taken the liberty of using the dictionary.com resource to make a point about getting ready for the next year.  To summarize:  forgettaboutit. Whatever you did or failed to do in prospecting, qualifying, or closing is now over.  The new year begins tomorrow and so does your selling.  You must look forward with a clear view of what lies ahead you must resist the temptation to relive the past with should's, could's, ifs and buts.

Start the year with a clear vision of

1. What you are going to accomplish,
2. How you will accomplish what you have set out to do and more importantly
3. Identify those metrics and benchmarks that will measure your progress to your objectives.

Once you've taken those three action items

1. Communicate your plan to someone that will hold you accountable
2. Find a training resource that will help you improve areas of execution
3. Identify rewards for success and consequences for failure

If you  did  these 6 things  by the end of the first full week of the new year you will be well on your way to a successful and productive 2009.

Happy New Year!

A good friend and I were on the golf course in Nashville, Tennessee working a booth at the General Agents and Managers Association conference (A life Insurance Group - GAMA) being held at Opryland.    The meeting was over and we decided that before we headed back to Cincinnati, we should swing the clubs at Gaylord Springs Golf Links.  We were the only ones on the course that day, as it was a bit chilly and a bit rainy, but not cold or wet enough to keep us from playing. We finished the front nine and as we looked at the 10^th fairway we planned our strategy.  We both agreed that the best strategy was to keep the ball left; we certainly didn't want to go right as that would put our ball out of bounds and possibly in the Cumberland River that ran adjacent to the fairway.

I approached my ball, took a nice easy swing (yea right), and proceeded to land the ball in the river.  Whitey took his turn after having a good chuckle at my expense and proceeded to put his in the river as well.  We picked up our bags, and as we headed down the fairway to play our third shots he turned to me and said, "That execution thing is way over-rated.  It is all about the strategy."

Obviously, he was joking, but many people look at strategy as what drives success.  Without strategy you have nothing.   Well to quote, or semi-quote, General Patton, "I'd rather have an average plan executed today than a perfect plan executed tomorrow", now that I can agree with.

Too many people spend time getting ready to get ready.  They take way too much time planning their strategy waiting to get their ducks in a row.  Well I can tell you having grown up in and around farms in the early part of my life that ducks don't line up all that easy, and they certainly don't line up and go where you want to them to go.  You try and push them or guide them one way or another and you'll have ducks all over the yard.  But if you lead them with some incentive - food - they will line up and follow you.  So the key is to know is the secret to execution.  The ‘one' thing that will get you started. Don't wait on all the right things to line up or show up.  You'll find yourself sitting around looking at great strategy without any results.

My idea of a good plan is a plan that gets executed and gets you the results that you are looking for.  It could be as simple as a one card business plan that you keep in your pocket, or it could be as complicated as a business plan associated with a large financial institution.  It really doesn't matter.  What does matter is your plan of execution.

The PLAN of execution is what takes courage.  It is determines if, in fact, your strategic plan or business plan is really going to get executed.  I cannot begin to tell you how many strategic or business plans that I've read that had very little in the way of ‘this is what we will execute'.  Most plans have a

• Marketing strategy
• A budget
• A sales plan

Rarely do I see and execution plan.  You know, that information that tells us exactly what the sales person is going to do day in and day out.   How they will track their activities and how they will eventually report their success or failure to execute.  And, there is hardly ever any mention of consequences of process or discipline identified if a sales person fails to execute.

Why?  Well there can be a couple of reasons: lack of understanding, lack of coaching, lack of introduction to an effective business plan.  But ultimately the problem is lack of courage; the courage to put yourself out there on the skinny branches and announce to the world ‘this is what I will do'.  Not what I want to do or think I will do but what I will do.

It takes courage to clearly identify those activities that you will execute and to tie those activities to standards of execution.  Most people shy from that type of accountability.  They fear failure or success.  They hide behind the tried and true defense of ‘that is micro-managing'. 

You want more success? You want your sales people to have more success then make sure that there is a plan of execution in place with the strategy.