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How to Deal with Rejection in Sales

Posted by Jack Kasel on Thu, Jul 07, 2022

Back in the early seventies there was a group called The Main Ingredient. At the time, they had a hit song and the lyrics went something like this… “ So you’re heart broken, you’re sitting around moping, crying and crying. You even feel like dyin’. Well, before you do something rash, dig this- everybody plays the fool!”

In our world of selling, maybe everybody doesn't play the fool, but we know this, dealing with rejection in sales is part of the job. Everybody gets rejected. So, the question is when that happens, what happens? Does it take you two minutes, two hours, two days, two weeks to recover, or are you able to get right back into the fight? When we find people have a hard time recovering from rejection, it’s probably one of two reasons. Number one: they're way too emotionally involved in this sale. “If I don't get this sale, I'm in trouble. If I do get this sale, my year is made!”

And the second reason is people don't have the pipeline that they should have. It's not as robust and filled with other good prospects as it could be. So, when those two things happen, maybe we take the rejection a little harder than we should.

Here's a formula that I believe you can use that'll help you get past your fear and help you deal with rejection. The formula is simply this; SW3 N. And that stands for this…

Some will. Some won't. So what. Next!

Keep that mantra chanting in your head! Some of the salespeople I work with even write it down on their desk and refer to it as they’re saying goodbye to one prospect and trying to find their next opportunity. Somebody needs what you do, go find them. And when you do, don't fear rejection.  Remember SW3 N.White and Blue Did You Know Interesting Fact Instagram Post

Topics: rejection, overcoming rejection, handles rejection

4 Steps to Create Loyal Client Advocates

Posted by Walt Gerano on Fri, May 08, 2020

In today's blog, we discuss how your organization can go above and beyond to create loyal client advocates for your business. 

If you are looking to increase sales in 2020 and beyond,  it is important to create a consistent experience for your customers and those that chose you to work with in the first place. 

If you are not providing a superior experience, your clients might start asking "Then, who will?"

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Today's question is this: “What are you doing to keep your clients coming back and telling their peers about your business?"

Is your organization providing an excellent consumer experience for your clients? 

Are you getting to know the wants, needs, and pain points of your customers each and every single day?

Are you under promising and over delivering results? 

Now, can you think of a place where you go and wait in a long line, spend a lot of money, and yet, can’t wait to tell others how great your experience was?  Well, that could describe a number of places, but the frame of reference I want to use today is the Disney experience.  

No one would argue with the success that Disney has in exceeding expectations and creating loyal advocates. When you go there your first time, it is more beautiful than you ever imagined.  You have such a magical time that you forget about how much things cost or how long the lines are for almost everything.  

In his book, Inside the Magic Kingdom, author Tom Connellan explains the seven keys to Disney’s success and how they work to create a dazzling experience for all of their guests.  As you read the book, you can only imagine what would go into building and sustaining that kind of relationship with your customers.  

In order to achieve “dazzling”, you must have a process that is consistent and predictable.  People need to know what they can depend on when they trust you with their business.  In other words, it’s not a once-in-a-while thing; it is just the way you do things.

Keep in mind that it does not have to be the same thing for all of your clients.  The way you support your top 20% needs to be different from how you support your bottom 20%.

Download "9 Tools to Increase Sales" Whitepaper

But, at the heart of it all, everyone gets the basics.  However, if you want to increase sales within your organization and stand out from the competition, your organization must be willing to impress, dazzle, and treat your advocates like members of your family.  It may sound drastic to some, but there is a reason that some companies truly stand out in a crowded market.

It's the little things that matter in business.

So, how do you create loyal advocates for your organization?

  1. You have to find out what they wantHow do you do this?  Ask!  Give them a list of things to choose from with the option to add things that might not be on the list.
  2. Next, prioritize critical areas. The key here is to find out what they won’t tell you.  How many times have you left a restaurant after you told your server everything was fine when they asked?  Some of your clients may do the same thing.
  3. Identify performance levels and find out where they are setting the bar; don’t assume you know.
  4. Negotiate expectations. Now is the time to deal with anything you are not willing to agree to. Sometimes we say “yes” because we think it’s a deal breaker; just ask and then decide.  If it is outside your process, then you are better served to move on because, unfortunately, it will always be a struggle and they will never become an advocate anyway.

The only way to exceed your customer’s expectations is to know what they actually are, not what you think they are.  Start by having that conversation first and soon you will have them coming back for more and telling their friends.

Topics: sales effectiveness training, banking sales training, professional sales training, consultative sales coaching, corporate sales training, sales training courses, online sales training, insurance sales training, handles rejection, online sales management training, sales training workshops, sales training seminars, sales training programs, sales candidate assessment, sales force performance evaluation, insurance prospecting system, assessment tools for salespeople, life insurance call script, sales team evaluation, keys to selling success, prospecting personality definition, star sales training, keys to selling, consultative sales coaching cincinnati, consultative selling cincinnati, banking sales training cincinnati, corporate sales training cincinnati, hire better people cincinnati, sales coaching cincinnati, sales management training cincinnati, sales productivity tools cincinnati, sales training programs cincinnati, sales training workshops cincinnati, train the trainer cincinnati, hiring sales people cincinnati, increase sales cincinnati, professional sales training cincinnati, sales candidate assessment cincinnati, sales effectiveness training cincinnati, sales force performance evaluation cincinnati, sales performance management cincinnati, sales training cincinnati, sales training courses cincinnati, sales training seminars cincinnati

How to Move Forward and Increase Sales During Uncertain Times

Posted by Tony Cole on Mon, Mar 16, 2020

In this blog post, we pray for the health and safety of those at risk or sick during this time in human history.

We also discuss that NOW is the time to ensure that your sales growth efforts are stronger than ever to help increase sales in 2020 and beyond!

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"It is not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change." - Charles Darwin 1809

I don’t mean that as it relates to the Covid-19 virus, though the expression will certainly bear that out during this pandemic.  For those that are sick or know those that are sick or at risk, we at Anthony Cole Training Group pray for your health and safety.  In the meantime, there is the business of trying to keep your business alive as well as the businesses of your clients.

To that end, I’m referencing Darwin’s Theory of Evolution.  If you Google “Only the Strong Survive”, here is what you may read:

Natural selection is the theory that only the strong survive. For example, the animals that can outrun their predators live to pass on their speedy genes; the slow are eaten.” 

When the markets go down, the competition for market share gets aggressive and companies are faced with making budgets and decreasing revenues. 

NOW is the time to make sure that your sales growth efforts are stronger than ever.  If you don’t put time, money and resources into sales then you will have a difficult time surviving.  You might survive but the climb back up will be long and painful.   It is CRUNCH time!

I recognize that crunch time might mean tightening the financial / budget belt and eliminating "non-essential" expenses.  That list normally includes but is not limited to:

  • Marketing
  • Technology
  • Travel and entertainment
  • Benefits
  • Training

As you go about crunching those numbers, consider the following:

  • Be strategic – Think outside of the box and get creative with using money and resources to drive revenue. It doesn’t take a lot of creativity to cut expenses.
  • Stop thinking “non-essential” – If those expenses and resources were non-essential, then you wouldn’t currently be spending money on those items.
  • Think about wise investing. Where could you invest time, money and resources that could be additive to your objectives and keep you in the hunt for new business and revenue?
  • Look through a new lens when considering how to handle your sales staff and how to help them become better during a difficult period.

Objective Management Group

As you go about crunching, one thing we recommend is strategically pairing down your sales team to improve your ROI and profitability DRAMATICALLY.  As an example, 3 years ago we assessed a commercial lending group of 60 lenders.  Of the 60, this is how the numbers worked out:

  • The top 1/3 of the group (20) represented over 70% of the revenue from new and portfolio business. This should not be surprising as it is consistent with the Pareto Principle.  It’s the next item that should get your attention.
  • The bottom 1/3 of the group (again 20 lenders) represented less than 6% of the new and portfolio revenue. As an aside, this is NOT an outlier.  We see this EVERY TIME we do a quintile analysis of a sales group.
  • When the president of the group was asked what the profit impact would be if they eliminated the bottom 20, the answer was; “We would add $2,000,000.00 to the bottom line.”

My strategy here isn’t to offer early retirement in order to manage expenses but be more strategic in who you let go.  Look at the right numbers and not just years of service or those close to retirement.  Additionally, you should consider how you go about new hires.  Yes, you should be hiring now.  Many companies will downsize the wrong people for the wrong reasons.  Now is a great time to pick up great sales talent. 

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Again, you want to be selective.  By using the Objective Management Group pre-hire assessment, you can accomplish a couple of critical objectives:

  • Using the "Ideal fit" you can identify EXACTLY what it takes to be successful in sales at your organization.
  • You can match all candidates against the ideal fit and have great insight as to what the candidates Will to Sell, Sales DNA and Sales Competencies are.
  • Using the Stat Finder you can compare your sales team in 21 sales core competencies against over 1.8 million other salespeople & over 26K companies. And, specifically you can measure your team against those in your industry. If you are in banking or financial services, you can stack your team against 500 other companies.
  • Using the information from the STAT finder you can build and deliver micro learning / training sessions to help your people become more effective in this difficult market.

Finally, you must make the decision that training and developing this current team that hasn’t experienced these competitive conditions before is critical.  To accomplish what you can, take advantage of technology and distance conferencing to improve the skills of your team and change their behaviors.

No longer do you have to pull people out of the field into a conference room for a full day to have an impact on sales skills.  With a micro-focused strategy to address specific “choke points” in the execution of your sales process you can conduct 90-minute sessions that involve drill for skill, role-play and strategy development.

Yes, you will take action over the next several days, weeks and probably months to outrun the competition and not be eaten. But to do that your sales organization must be faster and stronger than ever before.

Download "9 Tools to Increase Sales" Whitepaper

Topics: creating new sales opportunities, sales productivity tools, sales effectiveness training, banking sales training, professional sales training, consultative sales coaching, corporate sales training, sales force performance management, sales training courses, online sales training, hire better people, insurance sales training, brand video, train the trainer, driving sales growth 2020, 5 keys to sales coaching, handles rejection, online sales management training, sales training workshops, sales training seminars, sales training programs, sales candidate assessment, sales force performance evaluation, insurance prospecting system, assessment tools for salespeople, life insurance call script, sales team evaluation, keys to selling success, prospecting personality definition, star sales training, keys to selling

The Best Advice Sales Managers Can Give to Help Increase Sales

Posted by Tony Cole on Thu, Mar 12, 2020

In this blog article, we discuss the best advice sales managers can give their salespeople, and that is to "keep moving."  If you want to increase sales within your organization, you must keep moving throughout the ups and downs, the missed opportunities, the clients who "ghost" you, and more.

No one ever said that consultative selling or sales coaching would be easy, but you must motivate your team to keep moving and to see the bigger picture.

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I met Al several years ago at my health club while we were playing early morning tennis with a group of 6 others. At the age of 57, I was the youngest in the group.  I played regularly with this group for about a year and as I honed my tennis skills, I would come home and brag to Linda about how my partner and I crushed the other team that morning. 

One morning, I think she had heard enough and wanted to know more about the competition I was playing. After all, I had only been playing tennis for just over a year. She and I would hit balls on a local tennis court so she knew my game really wasn’t that good. It was either I kept drawing great partners or the competition was suspect.

In the spirit of full transparency, I will go through some of the competitors I crushed. 

  • Frank – 72 years old, arthritis in a hip and bad feet from early childhood development issues
  • Bill – 70 - recovering from his 2nd by-pass surgery
  • Ron – 68 retiree with a bad back, hip replacement and vision issues
  • Chuck – 71 – braces on both knees
  • Jim – The best of the lot, 69 but in good shape
  • Jim – Former military, 72, recovering from hip and back surgery
  • Al – At the time Al was 89 and a retired man of medicine

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The jig was up and my story had been exposed.  I was competing against the walking wounded you might see in a 4th of July Parade playing a flute, carrying a flag, and playing a drum.  In reality, they were quite good tennis players who tolerated my lack of skill with great humor.  They often took advantage of me as a result of my lack of talent and experience as well.

I ran into Al just last week and that is when I learned the best advice any manager could give a sales team.  Both Al and I had just finished working out. I was walking through the locker room as he was getting ready to leave. I don’t see Al as often as I used to, so when I do, I always take some time to chat with him and ask him about his life.

Tony – Al, how are you doing my friend?

Al – I’m doing alright, can’t complain, you know just getting in a workout and heading home.  Doing pretty good though.

Tony – You look great Al.

Al – Well I just keep moving.  I figure if I keep moving, I’ll be alright.  I can still walk 3 miles with no problem.  I work out on the elliptical.  But I’m losing my memory.  I’m sorry, I don’t remember your name.

Tony – It’s Tony.

Al – I just can’t remember things like I used to and you know what that means…. ( silence of acknowledgement).  By the time I get upstairs, I won’t remember your name.

Tony – That’s okay Al.  Are you still driving?

Al – Sure!

Tony – Al, how’s your wife? 

Al - She’s fine, just fine.  She’s the young one.

Tony – You are my hero, my inspiration to just keep moving.  Thanks. Can I give you a hug.

Al – Sure

Tony – Thanks Al,  Great to see you,  you take care of yourself and I’ll see you again soon.

Al – Okay.

Al is 97 and his wife is 95.  They survived the Holocaust and continue to thrive today. They thrive today because they are both committed to this one piece of great advice that all sales managers must provide to their sales team - Just Keep Moving.

When salespeople or sales teams fail, it is a result of one or both of two things:  Effort and/or Execution. 

As I’ve been teaching and coaching in our Sales Managed Environment program for years now...

Effort Requires No Skill

To Al’s point, more than half the battle of surviving and thriving is this; Just Keep Moving.  Keep calling prospects, keep meeting with them, keep inquiring about the business those prospectsrun, keep asking powerful and insightful questions, keep finding out if there is anything you can do to help someone achieve their objectives, and more.

But everything starts with effort. And effort starts with the will to just keep moving.

Thanks Al for the lesson!

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Topics: sales conversations, sales effectiveness training, banking sales training, professional sales training, consultative sales coaching, corporate sales training, sales force performance management, social selling, online sales training, politics, hire better people, insurance sales training, brand video, train the trainer, driving sales growth 2020, 5 keys to sales coaching, handles rejection, online sales management training, sales training workshops, sales training seminars, sales team evaluation, keys to selling success, keys to selling

Increasing Sales in 2020 | Ask Your Prospects Better Questions

Posted by Tony Cole on Thu, Feb 27, 2020

In this blog, we discuss why prospects object when it comes down to buying time, and why we can't always blame the prospects in these situations. Overall, salespeople must ask better questions to help increase sales, build better relationships, and help uncover their prospect's compelling reasons to buy. 

On the other side, their sales managers must be present for their salespeople at the beginning, middle and end of every sales opportunity, sales meeting, and coaching session. 

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I’ve been working on growing sales for over 30 years.  It’s been about 25 years since I heard David Sandler say,

“There’s no such thing as bad prospects, just bad salespeople.” Not bad as in character, morals or integrity; just bad at selling.

But as I read Dave Kurlan’s blog about choosing between bad salespeople and bad sales management, it got me thinking about what Sandler said those many years ago and what we continue to hear from salespeople today when discussing opportunities won and lost. Let’s take a look at what’s happening or not happening. 

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List of reasons for a salesperson not getting the sale:

  • The prospect had a long-term relationship/the incumbent matched our proposal
  • The decision maker wasn’t involved in the selling process 
  • Our pricing wasn’t competitive/ we didn’t have the right products for them 
  • The timing wasn’t right

There are many, but in a nutshell, the overall question (from a sales manager) to a salesperson would be;

“When you asked them (the prospect) about, discussed, made sure that...(fill in the blank with any of the reasons listed above) What did they say?  What was their reaction?”  

If you read this as a salesperson you might be thinking one of a few things: 

  1. I’m not asking those questions 
  2. Those are good questions to ask
  3. I should be asking those questions 
  4. I would never ask those questions 

If you are thinking #4, then your reasons for not getting the business are never going to change! That is what Sandler and Kurlan are talking about when they discuss bad salespeople. You cannot blame the prospect for having objections to buy. Heck, you have your own set of objections/reasons every time you decide not to buy or change. 

But what about the sales manager? Where does that person fit into the equation? They fit in at the beginning, middle and end of every sales opportunity, sales meeting, and coaching session. 

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Solution #2: Pre and Post Call Sessions and 1-on-1 Coaching

Pre-call coaching sample questions:

  • What buying process questions will you ask? (These are questions about compelling issues, stages in the buyer’s journey, options they are exploring, other solution providers they are exploring, etc.) 
  • What answers do you anticipate?
  • How will you handle those answers?
  • What questions are you anticipating?
  • What will your response be?
  • What objections, delays or stalls should you anticipate?
  • What is your response?

Unfortunately, what we do know from the thousands of sales managers assessed for coaching skills, is that less than 10% of them have adequate skills to be effective at developing salespeople. 

What does this all mean?

  1. To eliminate bad prospects, eliminate bad salespeople
  2. To eliminate bad salespeople, eliminate bad sales management/ lack of sales coaching
  3. To eliminate bad sales management, hire people that have the skills to be effective in the role 
  4. Don’t use sales management as the next step in the career path for successful salespeople
  5. Provide the training, development and coaching your managers need to be effective

Need further assistance with the post-call session? Click HERE or the button below to view our Post-Call Debrief Analysis Worksheet.

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Topics: sales professional, Sales Effectiveness and Improvement Analysis, sales differences, creating new sales opportunities, sales productivity tools, sales conversations, sales effectiveness training, banking sales training, professional sales training, consultative sales coaching, corporate sales training, sales force performance management, sales training courses, buyers journey, social selling, online sales training, hire better people, insurance sales training, brand video, train the trainer, driving sales growth 2020, 5 keys to sales coaching, handles rejection, online sales management training, sales training workshops, sales training seminars, sales training programs, sales candidate assessment, sales force performance evaluation


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    Anthony Cole Training Group has been working with financial firms for close to 30 years helping them become more effective in their markets and closing their sales opportunity gap.  ACTG has mastered the art of using science-based data and finely honed coaching strategies to help build effective sales teams.  Don’t miss our weekly sales management blog insights from our team of expert contributors.

     

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