Sales Blog for Sales and Sales Management

Yes, it is a question and not a declarative.  Going through my google reader, I spied Verne Harnish's intriguing headline:  What Makes Us Happy:  Seven Questions for a Client Centered Proposal and clicked to read more. Hence the question: Are you a happy sales person?  I'll let you read the rest of the article actually written by NY Times columnist, David Brooks, but until you do, here are some of my own questions about sales happiness and sales results.

1. Are you stressed or are you happy?
2. How come?
3. When you are happiest, what are you doing, thinking or talking about- Business, family, hobbies, money?
4. Do you have basic needs covered?  If so, what is your motivation? What will make you happy now that you have the house, car, and the security that you pursued?
5. How do you think you come across to a prospect when you are happy versus stressed?

Where I think I want to go with this is that motivation is important to us all, but over time, motivation changes.  When we start our careers and we are earning money, the money motivation is to acquire the basics, and then when we make enough money and acquire each one of those basics, we are happy, fulfilled and have pride in a sense of accomplishment.  But, as Brooks points out in his article, what happens if we suffer loss somewhere along the way? I don't know about you, but the happiness enjoyed by closing my biggest sales is soon lost when I get the news that a parent, close friend or associate has passed away.

I have for years instructed people that 'MONEY MOTIVATION' is the key to the passion to be successful in sales.  As I notice more gray hairs in my head and find myself clinging to my now freshman at the NIT Champions University of Dayton, I realize that something else brings me happiness.  And interestingly enough, when I'm happy as a result of something other than my bank account balance, I have a tendency to call more prospects, ask for introductions more often, am more easy going on the phone and end up with more opportunities for business.

As you think about your motivation and your happiness, stop and take some time within 24 hours of reading this and write down some goals that are truly meaningful to you. Goals, objectives and ambitions that, when you think about them, bring a smile to your face, lower your blood pressure and make you happy.  It is only appropriate that I close by saying:  Happy Easter Season.

There is great excitement about the NCAA basketball tournament for both the men and the women.  How would you go about creating your own Sales Madness for sales in the month of March?  As Dave Dittman from Dittman Incentive Marketing says:  What motivates and inspires someone is as unique as the individual. But the principles of workplace performance improvements are universal: Communication. Training. Measurement. Recognition. Rewards. Relationships.

1. Create your own pool of fellow sales people - at least 8; they don't even have to be in the same company
2. Identify the sales metrics to use to determine the 'game'
3. Identify what is a 'win'
4. Using the 'pull a name out of the hat' method, create your pairings and bracket
5. Create a reward for winning at each level; allow for a play back in opportunity so that people just don't quit after their first 'loss'
6. Have people vested in the winnings - they put in money, kind of like an ante in a poker game
7. Identify the payout for the top three spots - this must be motivating enough to get people to actually want to win
8. Go play

Now my guess is that, unlike the tournaments being played now, you want to have more than three weeks of competition.  If you have a one call sales cycle, that format will work.  If you have a three month sales cycle, then your tournament would actually start in January and culminate in March.

Sales and selling can get boring.  Contest normally don't work because they aren't created and run by the sales people and too often those that don't 'win' early are eliminated and lose enthusiasm.  Try this and see what happens. By the way, I'm calling this March Madness because it fits for the current event.  You can have Summer Sales Slam, October Fest, Happy New Year or Super Sales Bowl. Don't wait until next year to drive your sales.

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 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.
   

Hope this helps Lou.

I just delivered a session on sales management actions to drive sales revenue. The venue was Business Expert Webinars.  The primary message of the webinar is the topic of this post:  The 5 Dysfunctions of a Sales Team.

1. Poor performance management
2. Poor recruiting practices
3. Coaching instead of coaching for success
4. Lack of mentoring
5. Motivational strategies that don't work

It would be easy as a sales professional to ignore these five and deny that they either apply to you or say that you don't have these problems. But answer this question:  How are your new business sales?  If you are not up over last year or if you are not on track to hit your target goal this year, then you do have a problem.  I would like to help, but it has to start with you.

1. Performance management - Are you managing your sales activity to be extraordinary this year or to a level just to maintain the status quo to keep you job?  Your answer determines your success. Those that are exceeding goals this year have chosen to ignore the economic conditions and focus on being extraordinary. They are managing their sales activity to that level. You can do this.
   
2. Recruiting for a manager is the same as prospecting for a sales person.  Are you diligent in your prospecting or have you slacked off?  Now is a great time to prospect because most of your competitors are sitting in their office licking their wounds. Those that are succeeding this year have found that most everyone is willing to talk.  You can do this.
   
3. Coaching yourself or seeking the right coaching is critical.  Yes, the times have changed; yes, they are difficult; and yes, the buyers are thinking differently than they did 24 months ago. So, what have you changed? Those that are having success that I've talked to have adjusted. They have reached out to their managers for help and they continue to reach out to my staff and me for one-on-one coaching. Our SDE, Walt Gerano, is busier than ever with his one-on-one coaching practice.  You can do this.
   
4. Lack of mentoring is a problem that only you can decide to fix.  Find people that are getting it done.  Pick their brain.  Find out what they are doing and ask them if they would allow you to copy what they are doing. Ask if you can buy them lunch once a month to be mentored.  You can do this.
   
5. Motivation is an inside-out job. I learned that from Mark Victor Hansen years ago.  You have to re-establish your personal goals, develop a goal accomplishment plan and then go back to step #1 - manage your performance.  In the words of Napoleon Hill:  "If it is to be, it is up to me."  You can do this.

We have a training module called pre-call strategy sessions.  When we initially talk about this process, most participants think that the pre-call strategy session applies to only the final presentation when you are presenting your proposal in hopes of getting the business.  There are a couple of problems with this thinking and I'll get to that in a minute.  I want to talk first about my daughter Alex going off to college this weekend to the University of Dayton.

College planning, like sales planning, is more than just planning for the day of the event when you drop your daughter off to school or for the day when you make your presentation.  In reality, in your professional life as a sales person and as a parent, everything you do should be to prepare you for these moments.  It was at that moment when I hugged her, kissed her and told her I loved her in front of Marianist Hall that I realized I had missed several opportunities to be prepared for that moment and to make sure she was prepared. It was then that I realized that:

• My execution did not reflect what should have been my priority.  In other words, I spent too much time on the road, in the office, working at my computer at home and not enough time with her.
• You spend too much time doing admin 'stuff' instead of developing new relationships
• I took her presence for granted.  I rarely went to her room to talk and visit.  The first morning she was at school and we were home, I walked past her room; the door was open, the bed was made and she was gone.
•  You fail to stay close to your best clients on a proactive, regular and consistent basis. The key word being "proactive" - seeing them when they don't need you or they don't have a problem or providing solutions for their problems that you don't have a product or service for.
• There is more to planning for college than making sure there is money.  I then realized that everything that I said, did or thought - good or bad - was now her foundation as to how she would live her life on her own.  I realized and regretted all at once the times I was short with her, criticized her, didn't take time for her, and gave her an opportunity to witness me being selfish, arrogant, prideful, rude, unforgiving, ungrateful, angry and stupid.  (Certainly, there is another side to that coin, but in these moments we are all worried about what we didn't do or didn't do right)
•  Everything you do with your client, EVERYTHING, regardless if it is a direct contact with them or what they observe you do in other settings, gets recorded and they develop an impression of who you are and how you treat others and probably treat them when they aren't around.
• Eventually things come and they go.  It is the natural progression of raising children.  Either by design or by default, they do go away or we will suffer the stages of loss no matter how well we try and intellectualize the departure.
• You will lose clients.  But you need to let some of them go even when they or you are not ready.  You can't grow and they can't grow if the status quo remains the status quo.

Today is Monday the 24^th of August and she is on her own surrounded by 10,000 of her new best friends and the staff at the University of Dayton that is committed to putting her, my daughter, in a position to become the very best she can be.  With all of my short comings and all the things Linda and I may have failed to do, we did manage to do enough of the right things to put her in that position.  She loves UD. She has already made several friends and she is excited about being on her own and exploring her future.  She will do well.

As I talked to Linda about how I felt about Alex's departure, I told her that I needed to blog about this.  It wasn't the answer she was looking for. But after further discussion this morning, I had a chance to explain myself.  My goal is to help others.  Not just in the arena of sales training, sales management and sales culture development.  No, it's just helping people.  My goal with this post is to help those unsuspecting parents think differently about college planning so that when their day comes, they will have felt that they've planned well beyond the financial requirements, that they have paid the emotional bill for that moment well in advance, and they can look back on their time together and say to themselves "Job well-done."

Go Flyers!

Ever take some extended time off?  I just did.  Took almost the entire month of July off.  I didn't write, post to the blog, twitter, call clients, or prospect.  Virtually nothing of a business sort other than some details around an account sold in June and some inside personnel issues.  Monday, we came back from the lake and Tuesday was my son's and nephew's birthdays so we took that day off as well.  Wednesday was back in the saddle and time to re-boot to sell.

First thing I did after meeting with staff was go to my contact list and make calls.  Left messages for 5 people, talked to one person (did a crappy job with that one), posted the blog, twittered, connected in LinkedIn, re-adjusted my success formula for the rest of the year and scheduled an appointment with two clients in California.

The best thing I did yesterday?  Start.  It may not have been perfect.  I may not have gotten the results that my success formula calls for, but I started.  I'm not saying this to brag.  Quite the contrary.  I'm admitting that I face the same challenges that all of you do. And that is I can procrastinate and find lots of other things to do other than those things that drive business to our company.  Yesterday, I made the conscious choice to jump back in and re-boot the sales engine.  If you've been off for awhile either because of vacation, working on deals or have just gotten off track, re-boot your business by jumping back in it. Don't worry about the outcomes, just start.  It will do wonders for your head and you never know- someone just might buy.

Ten years ago this morning my wife Linda (our coo and cfo) and I took the elevator down to the main lobby of Children's Hospital here in Cincinnati.  The day before on September 8, 1998 our son Anthony had a heart attack (age 12 - Wolf Parkinson's White Syndrome) while on the playground at Sycamore Jr. High School.  His life, our lives and the life or our then little girl Alex, were changed forever. 

Here we are 10 years later and this morning was like that morning. Bright and sunny and full of promise.  I made calls to prospects and scheduled 3 appointments.  Since that time we've seen our business take an expected plunge and surge back to the current status of what I would consider 'extra-ordinary.  Anthony survived and so did we.

We could have not done this without love, faith and caring for each other and without the support of many.  Some of which will read this post and so I thank you and our family thanks you as well.

Occasionally people pop into your life that are priceless.

Norm Barnhardt showed up the very first nite at about 10:00.  He had heard what had happened and he drove straight from Columbus to the hospital.

Linda's sister - Jeni (our cmo) is one such person to whom we owe a great deal.  For 90 days while Anthony was in the hospital Jeni was there. And when she wasn't there she was at home caring for Alex.  Jeni continued to care for our son, our daughter and for Linda and I while we recovered.

A new office manager started the day after Anthony's heart attack. No one was there to greet her or provide her instruction.  We called her, told her what happened and she was on her own.  Without her for over a year I don't know that we would have made it.

Mike Ludy our neighbor told me: 'Tony, don't lose your business.'

Too many people to mention showed up, sent cards, flowers, food and love.  Many of my friends, Whitey, Dave, Bob, Mike, Tim, Mark and so on and so on continued to come by and offer comfort and assistance.  One of Linda's friends came by the hospital and said, 'treat me like furniture, use me when you need to'.  When we were complaining about a doctor not showing up an hour later our friend showed up with doctor in tow.  it's hard to believe that was 10 years ago.

Through all of this we have learned many lessons.  Today I want to share two of them:

1. No excuses - If a 12 year old can survive a heart attack, sustain a severe brain injury and still laugh and think life is wonderful then you can survive anything that a bad economy, a mis-guided manager or tough competition can throw at you.
2. Keep selling - you have to keep going.  This kept the sales engine going that allowed us to keep the business, keep our heads and provide for Anthony all the things he needs to sustain a near normal life.  Keep selling keep going.

Thanks for letting me write this.