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Why Are My Salespeople Not Perfoming as Expected?

Posted by Tony Cole on Fri, Jun 26, 2020

Why do so many of my salespeople fail to perform as expected?  It's a loaded question.  Or, is it?  In our corporate sales training experience, we've seen that evaluating underperforming salespeople in the pre-hire sales assessment is crucial for success in your business.

From poor diagnosis of the right contributing factors for success, to other candidates being eliminated due to weaknesses rather than hiring on sales STRENGTHS, there are specific reasons that not all of your salespeople are performing the way that you thought they would.

Did you hire them this way or did you make them this way?  Let's take a look...

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If you are a sales leader and you look at your numbers and the people producing those numbers, do you ever scratch your head in confusion over why you are looking at a lack of sales results?

Certainly, you didn’t hire these people to be in the middle of the pack or at the tail end of the conga line, but that is right where they are.  I know you don’t believe you hired them that way, but it’s either that, or you made them that way.

Don’t get upset with me here.  The reality is that your team’s performance is a result of who you’ve hired or what you’ve done (or not done).

So, in general, why do so many salespeople fail to perform? I have detailed answers to that question that you will be hard pressed to find anywhere else besides right here.

  • Underperformers have 80% of the desire of top performers. *Note – not all performers have off-the-chart desire – that is about 7% of all top sales people.
  • Those that underperform have about 44% of the commitment to succeed in selling that top performers do.
  • These two factors combine to measure motivational level. Underperformers have about 60% of the motivation of your top people.

SUMMARY – Underperformers just are not as motivated to succeed.

SOLUTION – STOP hiring people that are not motivated to succeed at the highest level of performance!

Using the Objective Management Sales Evaluation, there are over 100 data points to measure the opportunity for sales growth of a sales team/organization.  Additionally, this data helps us to predict the likelihood of success of new sales people and managers. 

Here are some interesting findings based on the raw data I have from assessing salespeople (as well as firsthand knowledge of some of the people in the study).

  • Top performers are trainable and coachable
  • Top performers have a high figure-it-out factor
  • Top performers have a low need for approval and…
  • Top performers score an average of 86.8 (higher score is better) and underperformers score 39.6 for handling rejection!
  • Top performers are hunters, consultative sellers and closers (average score for skills is 55% of required skills while underperformers average 39.6% of required skills)

SUMMARY  Salespeople – regardless of tenure or previous success - need training and coaching. Also top performers handle rejection extremely well and move on.

SOLUTION  Do not hire based on past performance. (It’s like investing in a mutual fund – past performance is not a guarantee of future returns.)  During the interview process, reject the heck out of the candidate – the strong ones will recover and attempt to close you over and over again!

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The following data indicates that sales strengths are better indicators of success rather than sales skills:

  • Underperformers have 85% of the sales skills of top performers and have…
  • Only 71% of the sales strengths that support execution of sales skills and…
  • The severity of their sales weaknesses are 52% higher than that of top performers

SUMMARY – The skills are about the same, but those with strong strengths of desire, commitment, outlook and responsibility win.

SOLUTION – Make sure your pre-hire assessment process looks for strengths and “will sell” rather than just skills, personality and behavioral traits.

So, back to the original question:   “Why do so many of my salespeople fail to perform as expected?”:

  • Poor diagnosis of the right contributing factors for success
  • Candidates eliminated due to weaknesses rather than hiring for sales strengths
  • Too much credit given to sales skills exhibited during interview process
  • Lack of solid training and development on the root causes of poor performance

Now that you have the answers to the question, what will you do about it?

Topics: improve sales, sales management secrets, sales meetings, individual sales success, sales management responsibility, humor, inspect what expect, sales management skills, 8 Steps for Closing, hiring salespeople, sales practice, sales management, sales results, sales management success, improving sales results, sales metrics, inspiration, sales problems, hiring sales managers, sales management, sales success, keys to selling, sales pitch, sales performance management, sales prospects, how to manage salespeople, sales onboarding, hiring better salespeople, sales menagement, sales management tools, #1 sales assessment, hunting for sales prospects, how to improve sales results, initial sales meetings, how to get a commitment to buy, how increase sales, hiring top salespeople, sales recruitment, sales motivation, how to close a sales deal, how to hit goals in sales, sales skill assessment, consultative selling, 5 keys to coaching sales improvement, how to prospect, sales productivity tools, professional sales training, consultative sales coaching, insurance sales training, 5 keys to sales coaching, online sales management training, insurance prospecting system, consultative sales coaching cincinnati, consultative selling cincinnati, sales management training cincinnati, sales productivity tools cincinnati, hiring sales people cincinnati, increase sales cincinnati

How to Find and Cultivate Prospects That Fit Your Business

Posted by Tony Cole on Mon, Jun 03, 2019

Today, our customers are bombarded with sales, marketing, and advertising pitches from companies all hoping to win their business. They’re overwhelmed, or, in most cases, they simply tune us out.

So, we try to reach as many potential customers as we can, but our salespeople spin their wheels and end up stuck in the same place, week after week, month after month, or year after year.

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The problem? We’re not sure who we’re trying to reach. Many of our potential customers view their time as their greatest, most valuable asset, and so should we. We can protect that asset by having a clear understanding of who our target customer is.

Identify What a Zebra is:

In order to hone that understanding, we have to begin with first identifying our “Zebra,” or our ideal prospect persona.

 We can do that in three easy steps:

  1. Begin by segmenting our business’s book into thirds. For most companies, that top third brings in 90% of the company’s revenue. They are generally the best clients.
  2. Look for common traits and demographics in that top third. Ask questions like:

·      What do these customers have in common?

·      What industry are they in?

·      Who is our main point of contact?

·      How do we contact them?

·      What is the size of their organization?

Having the answers to questions like these helps identify other potential customers in the market.

3. Once we know what traits we’re looking for in that top third, we should commit 2/3 of our time to looking for, or attracting, customers from this group.

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Identify What a Zebra Isn't:

Of equal importance is to know, and clearly articulate, what isn’t a Zebra for us. If we know who doesn’t fit our ideal customer persona, we’ll bring clarity to our network and prospecting efforts, and again, continue to value time as our greatest asset. Here’s why it’s important to know what a Zebra isn’t:

1.    We eliminate ambiguity

Introductions have been proven to be the No. 1 way that top producers grow their business. But if we aren’t specific about who we serve best, it’s hard to get those introductions. We need to be specific and clear about what type of zebra we serve best.

2.    We reduce frustration with our Centers of Influence (COI)

We want to capitalize on our COI’s relationships, but if we’re not crystal clear with who we’re looking for, our COI may make an introduction to someone we can’t help. When working with our COI, it’s helpful to articulate the type of business or individual we’re looking for, along with what we’re not looking for and why.

3.    We reduce our opportunity cost

Our opportunity cost is what we’re not working on that might have been more viable for our organization. If we’re calling on Company ABC, we’re not working on Company XYZ. Are we losing out on better business, because we’re not calling on the right prospects?

If we know what we don’t want and the reasons why, it might reduce the quantity of opportunities in our pipeline, but the quality will increase dramatically. 

 Cultivating Zebras

Once we’ve determined which customers are and aren’t Zebras, we need to understand the best ways get in front of them and build relationships.

Start by doing some research.

Should we call or email them?

What is their preferred social media platform – LinkedIn, Facebook, or Twitter?

Knowing how and where to reach our target persona will positively impact our ability to hunt, qualify and discover potential new business. Undoubtedly, our most effective approach is to utilize the relationships we have with our top third by asking them to introduce us to others they know, who will most likely fall into that ideal customer profile.

It takes work to find these prospects and then contact them, but it’s well worth the effort. Our chances of success are now much higher because we know we’re reaching the right audience, the Zebras who become our best clients.

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Topics: Questions for Prospects, qualifying prospects, sales prospects, consultative selling, how to prospect

Asking “Is It Over?” Can Lead to Greater Sales Success

Posted by Alex Cole on Wed, Feb 06, 2019

Part of being a highly successful and effective salesperson is having the ability to walk away from an opportunity. After numerous attempts to contact a prospect and close a deal, there will be a time when you as a professional must determine when and how to call it quits.

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As the quote says, “Those who cannot learn from history are doomed to repeat it.”

There is always something to be learned when it comes to a sale we have lost. One of the most distinguishing traits of successful salespeople is that they always learn from the mistakes they make in selling. And, generally speaking, they will not make the same mistake twice.

One of the mistakes that I observe salespeople making is they fail to ask what I have termed, “The Animal House” questions. Do you remember the 1978 movie, Animal House? Of course, you do- it’s a cinematic classic. Think of the scene near the end of the movie when the Delta fraternity members are being kicked out of school when Bluto says, “Great… 7 years of college down the drain. Over?!? Did you say it’s over?!?!  Nothing is over until we decide it is. Was it over when the Germans bombed Pearl Harbor?”

Now, while Bluto was just a little off in his recall of history, he DOES give us an excellent reminder that there are times when we need to simply ask our prospect, “Hey, is it over? Are we done here?”

Perhaps they’ve promised you some information and you still don’t have it. Perhaps they’ve promised to set up a meeting but it still hasn’t been set. Or maybe they’ve promised to make a decision and now we’re two weeks past that deadline and they’ve gone radio silent. Do yourself a favor- sell like Bluto. Muster up the courage to ask the Animal House questions, “Is it over? Are we done here?”

Find out, and if you are done, maintain control of your sales process and move on. Don’t let the rejection get in your way of pressing forward, learning from your mistakes and hunting for real qualified prospects.

Topics: sales skill, qualified leads, how to prospect, sales advice, sales acceleration, think it overs, salespeople, overcoming rejection

Motivating Prospects to Take Action

Posted by Patrick Kollmeier on Thu, Nov 22, 2018

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Another day, another great resource available from us here at Anthony Cole Training Group.  

Are you ready to change the way you approach prospects to close more sales?

In his audiobook, Motivating Prospects to Take Action, Tony Cole shares with you how to identify the 3 different types of prospects and how to tailor your approach to help prospects make decisions.

You will learn the right questions to help identify severe mental anguish and get prospects to take action!

This 13-clip audiobook along with the worksheet will help you:

  • Identify the 3 types of prospects
  • Learn various strategies for uncovering pain including The Takeaway Technique
  • Identify the obstacles that prevent prospects from taking action
  • Know when you are seeing the REAL issues and pain
  • Develop a process for asking the right questions to uncover pain

Interested in receiving a Free copy?  Download available below!

Motivating Prospects to Take Action

Topics: Prospecting, sales plans, motivation, sales prospects, prospect communication, sales motivation, how to prospect, action

What Does It Take to Create & Convert Leads (and also Hire Those Who Will)?

Posted by Tony Cole on Fri, Sep 15, 2017

What does it take generate and convert leads and hire sales people who can consistently perform this ultimately necessary job?  

Lead Generation Equation:  Effort +Effectiveness = Leads

Hiring the right sales people who can perform this job requires:

  1. Knowing what skills and behaviors to look for in a new candidate
  2. Having a system and process to find these special people
  3. Assessing and interviewing for the critical ‘hunting’ skills

But it’s not that simple.  Every president and sales manager I’ve talked to over the last year, tell me that the biggest challenge their sales people face is creating enough leads, converting those leads to opportunities and then converting the opportunities to revenue.

DOWNLOAD our FREE eBOOK -   Why is Selling So #%&@ Hard?

If you’ve read my posts in the past you may have stumbled across one that talks about growing up on a blueberry farm in Hammonton, NJ.  Little did I know at the time that my early life would help me better understand the world of selling.  Growing up on a farm is about surviving.  Our family survived season after season, year after year.  We were never rich, never had extra money, were never able to save for a rainy day much less put money away in a retirement account.  Surviving then (and probably now for most of those who work in farming) required three important skills and behaviors and discipline to be successful.

I assure you that none of the following three “lead generation and selling” activities were easy.  These activities required a commitment to succeed, a not-an-option mindset, specific skill sets and a vow to do everything possible to succeed.

  • Hunting – my dad hunted, had to hunt, to put food on the table for six of us.
  • Farming – we grew blueberries, peaches and strawberries. Mom and dad sent hours canning peaches and freezing strawberries and blueberries so mom could make pies in the winter.  They also bartered for tomatoes from neighbors and other local farmers and canned jars and jars of tomato puree.
  • Trapping – Years after I left the farm my dad started trapping muskrat and fox to make money from the pelts and had a garden that supplied their winter supply of canned vegetables. He also had a friend in one of the local rangers who would casually mention when there was fresh deer meat nearby.

 Growing sales requires lead generation.  Today’s lead generation activities are different than those of a few years ago, different because today’s prospects are different.  They are different because technology, the amount of information and the mobile ability to access information, has been a game-changer that favors the buyer

Today’s sales person can no longer rely solely on traditional prospecting skills and behaviors to generate leads.  Today’s successful sales person must have the hunting DNA but must also diversify efforts AND become more effective.

When we assess sales talent within an organization or screen sales candidates, we help our clients minimize the high costs of hiring ‘ghosts' with findings in several important areas that help determine if the sales person or sales candidate has the aptitude and skill to develop new business.

Hunting

As you can see from the exhibit below, very specific skills are needed to be a successful hunter. A hunter must be able to get past “gatekeepers” to reach decision makers, attend networking events and consistently prospect. 

But look at all the ‘stuff’ that you may not have known are critical to generating enough leads.  Generating leads today includes additional skills and aptitudes, as well as traditional people skills and aptitudes. Examples include: Uses sales 2.0 tools, gets referrals from customers/network, has no need for approval, WILL Prospect! 

Compare Your Salespeople on 21 Core Competencies

Topics: Prospecting, sales leads, generating leads, how to prospect, create & convert leads

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    About our Blog

    Founder and CLO Tony Cole has been working with financial firms for more than 25 years to help them close their sales opportunity gap.  He is a master at using science based data and finely honed coaching strategies to help build effective sales teams.  Don’t miss his weekly sales management blog insights.

     

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