Today I will cover one of the ways we at Anthony Cole Training Group, LLC coach sales managers to help them coach their salespeople to have more and better initial sales calls: Your USA!

USA is the terminology we use at Anthony Cole Training Group as part of our Effective Selling System (ESS). It stands for unique sales approach.

Yes, my staff recognizes me as the king of ACRONYMS. I Googled acronyms this morning and discovered that I may in fact be king of INITIALISM. This is not the point of this article.

The point is that most, if not all sales growth development and training programs, teach something along the lines of the elevator pitch / value proposition as part of the prospecting section of the sales training program. You can download a free copy of "Better Than the Best Prospecting Book Ever Written!"

Next week I will be working with one of our community banking clients on this very issue. Executive leadership is so convinced that this is the key to greater productivity and effectiveness, that they want to have a special session with just their market presidents.

Here are the key things I will convey to them to keep in mind, consider, remember when writing, developing, delivering the USA for their company.

1. Everyone of your competitors is attempting to do the same thing as part of their marketing strategy.
   
   
2. None of the people you compete with will have a USA that includes any of the following:

• Our prices are high
• Our service is just about average
• Our products are out of date
• Our people are kind of dedicated and semi-professional
  
  

3. Keeping in mind #2 – your USA SHOULD NOT include any of the items listed above

4. The USA should describe the outcome of what happens when clients choose to work with you, your people, and your company.

• Earn more, keep more, pay less
• Eliminate the frustration, anxiety, madness about…
• Find a relationship that provides solutions consistent with their overall business objectives.  (one of my favorite examples for banking is this:  We work with companies that want more out of a banking relationship then just a place to put or get money)

5. THIS IS THE BIG: Your USA should result in one of the following three reactions:

• Tell me more about that.
• How do you do that?
• That’s me! (This is something they will be thinking when you say something like, “My clients are those in the ag business that are sick and tired of short term solutions to insuring their operations and on-going negotiations over rates)
  
  

In addition to what I just covered, keep the following 3 suggestions in mind:

1. Have a very specific target market. i.e. If the go-to market strategy of your company is to be a high value, high price, custom solution provider, then you need to make sure you are talking to people that are looking for and willing to pay for that kind of offering
2. Know exactly what the problems and opportunities are within that target market
3. Role play your USA with the most critical person you can find, and ask them to be completely honest about one thing: Did my 10 second ad cause you to say or think: Tell me more, how do you do that or that’s me? If it didn’t, start over and get it right.

I would like to provide you with an alternate perspective to LinkedIn's article- a list of 9 Do’s you can use when looking for and hiring new talent. Because we specialize in helping companies Sell Better, Coach Better, and Hire Better, my comments will focus specifically on sales but understand that these principles will apply for most hires in your company.  

Linkedin Talent Solutions wrote this article focusing on the mistakes or “don'ts” of hiring talent. The Linkedin Talent Solutions 9 mistakes include:

1. Your hiring team’s roles aren’t clearly defined
2. Your job post isn’t clear or compelling enough
3. You’re not targeting your job post to the right audience
4. You’re not tapping into your personal LinkedIn network
5. You’re not revealing what makes your company unique
6. You ignored red flags during the interviews – the first interview should be based on what they must be great at
7. You’re not getting to know the candidate
8. Your evaluation criteria is unclear
9. You don’t close the loop with all applicants

We have a Hire Better Salespeople program that helps our clients who are working to upgrade their sales teams. We train our clients on how to identify, and understand the importance of, people who are strong in the following areas:

• Hunting for new opportunities
• Relationship building
• Consultative selling
• Selling value
• Qualifying
• Presenting
• Closing
• Following a consistent sales process
• Managing accounts
• Farming opportunities  

Using the LinkedIn article as a guide, I would like to provide you with an alternate perspective- a list of 9 Do’s you can use when looking for and hiring new talent. Because we specialize in helping companies Sell Better, Coach Better, and Hire Better, my comments will focus specifically on sales but understand that these principles will apply for most hires in your company.  

• Make sure the same people execute the same role, every time.
  
• Make sure the people you assign have the skills required for that role. For example, your interviewer must be willing to ask challenging questions, be able to disqualify candidates, have a great deal of healthy skepticism, etc.
  

• It works to disqualify candidates.
• Instead of selling the position, it states what the candidate is required to SUCCEED at rather than have experience doing (You will get people with the experience, but they probably have a failing experience). Have a list of “must haves”- must demonstrate the ability to, has a proven track record of, etc.
• In the case of salespeople, we would write the following in the job attraction post; “Must have a strong desire and commitment to be highly successful in selling in a very competitive market, selling high quality, high priced, non-tangible business solutions to prospects that are price-focused, difficult to get in front of, and tend to “shop around.” You must be very comfortable working in an environment where you are expected to manage yourself to success, undergo high pressure to hit goals and be coached by your manager to improve skills and change behaviors. During the interview, you will be expected to roleplay your outreach phone call and initial qualifying conversation with a prospect that already has a great relationship with the incumbent.”
  
  

• If they have to be great on the phone, your first interview step MUST be a phone interview.
• If they must be able to close on the phone, make sure they close for the next step during the phone interview.
• If you expect them to establish bonding and rapport on the first call, make them do that when they walk into the room for your first face-to-face interview. Make them do the hard work.
• If they must be great at asking questions, take note of the number and quality of questions they ask during the interview process (other than ones about compensation, vacation, CRM, benefits, etc).

It is also critical to identify in advance what you want to hear from your candidate:  

• I have 30 new appointments a month. I’m passionate about success in sales because I have huge dreams and goals for myself and my… which require a lot of money.
• When I fail, it’s because of something I didn’t do.
• I make sure that I know the budget the prospect has before I ever present a solution.
  I call on nothing but CEOs and Presidents.

Next, write down the questions you need to ask to get the answers you are looking for. What you should be looking for (link to sample pre-hire sales evaluation)

• Will to sell
• Sales DNA
• Sales competencies

• Hunt for new business
• Qualify prospects by asking enough, and the right, questions
• Ability to call at the decision-making level
• Close for the next step
   

9. “Closing the loop” in our world means making sure the candidate is always closing for the next step. Make sure you completely define your decision-making process (like the one below) and gain an agreement to that process:

1. Identify the candidate's compelling reason for looking at your opportunity.
2. What are the monetary, and contractual considerations that have to be met?
3. Deal with competition: Current employer, other opportunities they are considering, etc.
4. Present everything there is to know about the opportunity and make sure that it is a career change the candidate would make if the monetary and contractual considerations were met
5. Allow them to think it over before making your offer
6. Make an offer that meets their criteria
7. Ask them to decide once the offer is made

If you would like to attend a zoom meeting webinar to learn more about Hiring Better reply to this post, or email Alex Cole-Murphy, our Hiring Manager, at Alex@anthonycoletraining.com.

Sales leaders must be both effective managers and great coaches by arming their salespeople with the skills to be successful and managing their strengths.

This week, we identify the final 5 keys to success in leading a sales team.

A good sales manager helps salespeople by arming them with the skills, knowledge, and strategies to help them be successful. A good coach motivates people by managing their strengths, hopes, and dreams, holding them accountable, and helping them recover from negative encounters. A good sales leader must be both a good manager and a good coach. 

We have identified 10 keys to success in leading a sales team. In last week’s blog, we dove into the first five keys. Today, we will expand on 6-10.

1. Guiding the team to set extraordinary goals
2. Managing excuse making
3. Understanding the Will to Sell and Sales DNA factors beneath sales behavior
4. Following a coaching process
5. Coaching the deal and coaching for skill development
6. Establishing personal and business goal setting
7. Leading consistent sales huddles
8. Creating a hiring profile and having a candidate pipeline
9. Coaching a stage-based sales process
10. The shadow of the leader

Establishing personal and business goal setting: Unfortunately, the results of thousands of sales management evaluations tell us that most managers do not know the personal goals of their salespeople. If a leader needs to get to the heart of why their salesperson is not reaching business sales goals, they must understand how they are motivated and what personally motivates them. Is the salesperson intrinsically or extrinsically motivated? Does their salesperson respond to being at the top of the stack ranking and recognized by others, or is money or freedom to run their business more important? Let’s face it, we all work to have time, money, and freedom. If a sales manager does not understand what is important to the salesperson (vacation, retirement, education, etc.), how can they establish appropriate activity goals and coach their salespeople? We offer a comprehensive Personal & Business Workplan template that can help sales managers with this critical goal-setting process.

Leading consistent sales huddles: Huddles, as defined by Verne Harnish, founder and President of Gazelles, are:

1. A communication process or system that allows for sharing of real-time information
2. An opportunity to focus on "burning platform" issues for a team or company
3. A way to bring sharp focus and attention to a critical business driver
4. The most important 15 minutes in any company

If a sales manager does not have a regular and timely means to monitor what is going on in the field in real-time, they cannot coach or adjust the play or get in front of any client issues or trends. Huddles should provide real-time information so that sales managers can make real-time decisions and provide real-time feedback or coaching.

Creating a hiring profile and having a candidate pipeline: Most sales leaders start the recruiting process when there is an opening. Managers should be recruiting all the time so that when that happens, they are prepared and have a recruiting list. The first step is to create a profile of the ideal person in the role by identifying, evaluating, and listing specific skills and traits of current top producers. Then, gather management and others in the company to ask who they know that fits that description. This is how you start to create a recruiting list. A hiring profile and candidate pipeline are necessary for new and tenured sales leaders. It is a critical piece in any sales management training program.

Coaching a stage-based sales process: According to the #1 sales assessment in the world, elite salespeople follow a stage-based sales system. By mastering the process and asking the right questions at the right time, top producers take the prospect through a discovery process and identify the problem or pain, monetize that pain, and then uncover the time, resources, and budget to fix that problem. Within that stage-based sales process, skilled salespeople also discuss the current provider relationship, decision-making process, and commitment level to make a change. This stage-based process is essential for a coach to help their salespeople discover where they are getting stuck and coach them to the next level. We know that by implementing a consistent sales process, companies can achieve a 15% lift. Make certain that your sales management training program includes this important area.

The shadow of the leader: Being a sales leader is not an easy job- they have many responsibilities with multiple activities to get done throughout the day. But, a sales leader’s #1 job is to make their people wildly successful and improve their skills so they are more successful than they would have been on their own. Casting the shadow of the leader also involves a continual focus on self-development to become a better manager and coach. Commitment cannot be taught, but it can be demonstrated. 

This article is the 1st place winner of the 2022 Sales Pro Central MVP Awards on Sales Leadership!

In our sales management training, we have developed 10 keys and a framework of activities that provide a new or tenured sales leader with a roadmap they need to put in place to help lead their team to greater sales success.

Most companies engage in sales training, but we have found over our 29 years of business that few invest in sales management training. In part, due to the theory that a successful salesperson can transition to teaching and coaching others to do the same. This theory is flawed because there are very different skills required of sales managers than salespeople- the most important being the driving desire to develop and achieve success through others. Both roles do include a focus on relationship selling and the ability to quickly and effectively find and develop a bond with others. However, the core skills of a sales manager involve understanding how to transition from actively doing to teaching and coaching. In our sales management training, we have developed a framework of activities that provide a new or tenured sales leader with specific activities they need to put in place to help lead their team to greater success.

Here are 10 keys to success for leading a sales team:

1. Guiding the team to set extraordinary goals
2. Managing excuse-making
3. Understanding the Will to Sell and Sales DNA factors beneath sales behavior
4. Following a coaching process
5. Coaching the deal and coaching for skill development
6. Establishing personal and business goal setting
7. Leading consistent sales huddles
8. Creating a hiring profile and having a candidate pipeline
9. Coaching a stage-based sales process
10. The shadow of the leader

Guiding the team to set extraordinary goals: One of the biggest complaints of most salespeople is that their goals are set by the company and are not realistic. What is interesting about that is if a sales leader effectively takes their salespeople through a process of establishing their own goals, salespeople will typically set them higher than the company might. In our sales management training, we help managers with a specific approach of establishing Extraordinary Goals. Utilizing a matrix like the one below, a sales manager begins by asking the salesperson what a good goal for their year is, then discusses poor and failing levels. Once those are established they have a conversation about what an Excellent year would look like and then what an Extraordinary year would be. Numbers are essential, along with a discussion of what would be needed to achieve these levels. Once all those numbers are established the sales leader asks the salespeople to which level they want to be managed and coached. Most high-performing salespeople will choose the top level. The key, however, is the sales leader must ask the salesperson if they will allow them to be coached to that level, and gains the understanding that it will be hard and challenging. Utilizing this process, the salesperson has established their own goal and will be more committed to doing what it takes to achieve it.

Managing excuse-making: We all make excuses, but one of the skills of top-performing salespeople is their ability to own their outcomes and results. In our sales management training, we help sales leaders understand the commitment levels of their salespeople and then how to coach to those various levels. We can all recognize some salespeople will do Whatever It Takes, which we call WIT. These salespeople rarely, if ever, blame the market, the company, or anything other than their actions for lack of success. So here is the strategy. When asked, "Why do you think you did not reach your annual goal, Joe?” Joe says, “Look how many accounts I am managing! How can I do this client servicing work and still bring in new business?” The sales manager replies, “If I did not let you use that excuse, what would you have done differently?” This approach reaps great success because it puts the ball squarely back in the salesperson's court, and they must think about how they could have adjusted their activities to achieve a different result. They must own it.

Understanding the Will to Sell and Sales DNA factors beneath sales behavior: When a salesperson does not prospect enough, avoids asking about the budget in the sales process, or does not ask enough strong qualifying questions, it is often the result of their underlying Will to Sell and Sales DNA. It is impossible to coach these behaviors without understanding what lies beneath the salesperson's actions. Relationship selling is a complex skill, and a sales coach will want to understand these underlying factors about their salespeople to effectively coach them to higher levels of performance. For example, if a salesperson does not believe that they have the right to ask budget questions or is uncomfortable doing so (uncomfortable discussing money), they won't ask. It is easy to teach a technique and help them with questions they can be comfortable with once they understand what is getting in their way.

1. Gain insight: find out what is happening or not happening through huddle data or observational coaching, schedule a coaching session
2. Provide feedback: have quality conversations that are timely and specific, asking questions of their salespeople to help them self-discover, and gain agreement on the real problems
3. Demonstrate and instruct: Identify skill gaps, demonstrate mastery of the skill, and instruction on critical steps to improve
4. Roleplay: Complete a pre-call for an upcoming call, RM roleplays, complete a post-call debrief together, coach gaps
5. Develop an action plan: determine action steps, observe, inspect and coach again, celebrate results, and address failure
   

Coaching the deal and coaching for skill development: Many sales coaches are great at coaching the deal, helping a salesperson understand if the prospect fits their target, researching the industry and issues, the complexities of the structure of the deal, etc. However, at a separate time, sales managers must focus on sales behaviors to help a salesperson make improvements in their strategies, skills, and approach. We recommend establishing coaching hours on the calendar. This is when a salesperson commits to a meeting with their manager, reviews a prospect pre or post-call and reviews the questions they will ask/asked, and completes a qualifying scorecard on the prospect. This is time to sharpen their sword. One of the most important jobs of the sales manager is to practice with their salespeople, take time to help them with a new approach, ask questions differently, and help them get comfortable with closing questions. This time is set aside not to focus on a deal but to improve skills and affect behavior change. Remember, change takes repetition and practice!

Tune in to our blog next week for the Sales Leader's final 5 keys to leading their team to success!

Read Part 2!

Committed leaders invest in themselves by taking part in sales management training to become better managers and coaches so they can help their people see greater success. 

Two questions I ask you today:

1. As a leader, are you truly committed?
2. Are your people truly committed to you, and your organization?

Being a leader is not an easy job, is it? No doubt, you have lots of responsibilities with lots to get done throughout your day, week, month, and year. With that said, are you:

• Leading by example and casting a large shadow so your people know you are there for them?
• Holding your people accountable for their daily and weekly activities that they agreed to?
• Gaining insights into what their choke points are and helping them overcome obstacles?
• Intentionally coaching your people on the little things (behaviors) to get the big things done (results)?
• Roleplaying and practicing to make your people better?

If you are committed to doing the above, you are on the right path to success. Your #1 job is to make your people wildly successful, to change circumstances so that they will be more successful than they would have been had they been left alone and not coached by you! How do you do that? By setting standards, holding them accountable, not allowing excuses, motivating, and coaching. But also, investing in yourself by taking part in sales management training to become a better manager and coach. Committed leaders do these things consistently.

What is the evidence that you are a committed leader? Try this exercise:

1. Your team says that you are totally committed to being successful in your role as a Sales Leader, CEO, President, etc. Write down what they would tell me to convince me that this is true.
2. Your team says that you are not totally committed to being successful in your role. Write down what they would tell me to convince me that this is true.

Are your people truly committed to you, and your organization? How do you know if they’re committed to success? To determine if they are truly committed, we like to use the following three categories as benchmarks:

1. Coast to Coasters – these people coast into work and then coast home at night. These people are retired…they just don’t know it yet.
2. WITALAIITU – Whatever It Takes, As Long As It Isn’t Too Uncomfortable. These people will do whatever it takes until it becomes outside of their comfort zone. Then they shut down.
3. WIT – Whatever It Takes. These people are high achievers. These are the people you want on your team to help build a strong culture within your organization.

When is the best time to find out if your people are committed? Yesterday. If not yesterday, then today.

I believe commitment starts and ends with YOU. Your commitment to yourself, your people, and your fine organization is contingent on you having that “whatever it takes” attitude. That attitude is contagious and you will find your people following your shadow because they know you are committed to them and their best interest.

Cast your shadow wide!