Business planning as a sales professional has several components.  But, there isn’t a component that is more important than using your calendar to plan for your “green” activity.

One of my favorite expressions is “You are tomorrow what you are planning for today.” My favorite thing to do is accomplish goals and I’ve learned over the years that the best way for me to accomplish goals is to plan for them first.

Business planning as a sales professional has several components.  But, there isn’t a component that is any more important than using your calendar system to plan for your “green” activity. Now, what I mean by “green activity” is this: “Green activity” is sales activity. “Green” means “go” and “go” means “go to the bank”.

And in my mind, there are 5 activities that have to be included when you are talking about “green” or “go to the bank” activities.

1. Activities that lead to getting to the names. Now the EASY thing to do is to do email and do all the social networking. The HARD thing to do is ask for introductions, go to networking events, and work hard to get speaking engagements. THAT’S the high pay-off activity; it’s not just doing the social networking.
2. You have to CALL those names. You can’t get in front of people unless you call somebody.
3. Sales conversations. You’ve called them, you’ve scheduled an appointment, and now you’re going to have a qualifying appointment.
4. Sometimes, depending on the type of business you’re in, you’re going to have an opportunity or you have a need to gather information. So, that’s a “go-to” activity. 
5. You have to have an opportunity to make OUTSTANDING presentations and pitches.

Those are the 5 “Go-To” Activities – those are what get you paid! Everything else is just stuff – stuff that you let get in the way.

Success Formulas help us identify certain behaviors that we need to execute week in and out to achieve our goals. But how do you know if yours is set up for greatness or failure?

Will Rogers said, “Even if you’re on the right track, you’ll get run over if you just sit there.”

Let’s talk about getting on and staying on the right track.

If you are like most of us, at the end of the year, you evaluate your results and then built a success formula for the type of year you need to have next year. My question is, are you working from a success formula that is destined for failure?

Of course, none of us start out with the intention of failing; we just never looked to see if the train was coming!

Success formulas are great because they force us to identify certain behaviors that we need to execute week in and week out to achieve our goals. But, they cannot exist in a vacuum. Things change, and when they do, we need to change as well.

I want to share a few ideas on small changes to your success formula that can make a big difference at the end of the year.

First of all, I am going to give you the benefit of the doubt that you are doing the minimum activity on the front end, so this isn’t a call more/run faster conversation.

• Consider prospecting for an account size that is 10% above your current target.
• What if you improved your qualifying so that you converted just one more meeting into an opportunity each month?
• What if you made one more telephone call each day? That’s over 200 more calls per year. Even if your technique didn’t improve (but it would), how many more opportunities would that create?
• What about skill development? Getting better at asking for introductions, your compelling reasons for someone to do business with you.

You should evaluate every month not just how you are doing (results) but what you are doing (behaviors). Every month, answer these four questions.

1. Do I have the right metrics? In other words, am I tracking the right behaviors that support my revenue objective?
2. Am I performing with the right frequency? This would involve enough calls, 1^st base meetings, and asking for introductions.
3. Am I performing at a high skill level? Is my message compelling? Am I asking questions that help the prospect to discover some compelling issue? Am I listening or just waiting until it’s my turn to talk? Do I prepare a pre-call plan with each prospect in mind?
4. What do I need to stop doing? Do I confuse being busy with a sense of accomplishment? We can all find things to do in order to avoid what we must do.

Just a few of the right changes could make all the difference when you get to December.

What is the best way to stand out in today’s virtual, fast paced world with limitless information at our fingertips, social media and highly informed prospects? Make sure that you are a skilled consultant and are prepared and skillful at asking the right questions at the right time. The best way to cultivate a trusting relationship is to focus on your prospect and be genuinely curious about their business challenges. That is what will differentiate salespeople from everything else that can be found online. According to the #1 sales evaluation we utilize, the most important skill of successful consultative salespeople is asking enough of the right questions. So, we gathered 29 consultative sales questions for you to use to skillfully help your potential prospect through their decision-making process.

 29 Consultative Sales Questions:

1. I know you are a very busy person, what caused you to invite me out?
2. What has to happen today so that you at the end of the meeting, you say, this was a great meeting?  
3. What is the most important thing for us to cover today?
4. Tell me about that. (assume you have uncovered some problem or issue)
5. How long has that been going on?
6. What have you done to fix it?
7. When you spoke to your current provider, what did they say? Or
8. What has your current vendor done to make this problem go away?
9. What happens if you don’t fix this?
10. Is that a problem?
11. Is this a want to fix or need to fix it problem?
12. How much is this problem costing you?
13. How much money have you set aside to make these problems go away?
14. (If low price) What other products and services do you buy that are not low price?
15. Who else besides you is impacted if you decide to do business with us?
16. What do you like or not like about your current provider service?
17. Are you happy with their results?
18. Suppose we can’t match your current price but can help you achieve your total growth (sales) goal and fix the problems?
19. Suppose that we come to an agreement on financial terms, what other resources will be needed to complete the arrangement?
20. When you’ve made a decision like this in the past, what was your process?
21. Will that be the process that you go through this time?
22. When you say you’ll “look at it”, what does “look at it” mean?
23. When you say you’ll “think it over” (TIO), “think it over” means?
24. Who else has to fall in love with the idea of our doing business together?
25. How important is it to you that we put a program together to help you eliminate the problems that you’ve described to me? 
26. What will it sound like when you tell your current provider that you are moving? (You should get them to actually say the words so that they are rehearsing the conversation)
27. Do you feel I understand your business challenges (or what you are trying to accomplish)?
28. Do you think I can help you based on what I have shared?
29. Do you want my help?

Many Great Leaders precede us and the mentorship these leaders provide can help us move our businesses forward if we study and implement some of their learnings and accomplishments. A myriad of basic business tenets demonstrated in the leadership of many influential historical figures have the potential to help us plan our next expansion, create or grow with exploding demand or navigate unprecedented times of change.

Charles Schwab comes to mind. His book, Invested; Changing Forever the Way Americans Invest, provides us the biography of his revolutionary consumer-direct investment concept. Schwab led the way for the birth of an industry with his passion, beliefs and tenacity in the face of a traditional and hostile Wall Street. The take-aways from his book are numerous and inspirational. Most notably, Charles Schwab had an unwavering vision. His commitment, tenacity and fortitude are demonstrated throughout the book.

Abraham Lincoln created a team composed of able political rivals-- People who were unafraid to voice their opinion or disagree with him. These people were confident in their own leadership abilities. Early examples of diversity and inclusion, Lincoln’s actions help us understand how much better we can be if we find and recruit people from differing perspectives who challenge our thinking. This is particularly relevant for attracting and representing differing constituents--when we are looking to expand our appeal to various market segments or different types of employees. 

Beth Mooney of Key Corp, became the first female CEO and Chairman of a top 20 US bank in 2011. Mooney led the way for women to become management and executives in banking. In an interview with Barron’s published April 3, 2020, she tells the story that in 1979 she was a secretary for a bank in Texas. She applied and interviewed for a management training program, then refused to leave the interview until she was accepted. Which she was, with the caveat that she earn her MBA.

Clearly, Beth Mooney was ambitious. She demonstrated commitment and a stubborn focus throughout her career. She knew firsthand the challenges that women and minorities faced in the white-male dominated banking space and through her determination and actions, Mooney made it possible for many women, minorities and LGBTQ to succeed.

Jesus had a servant heart. “The least of you shall be the greatest.” Focus on the needs of those people for whom you are responsible. Balance conviction with passion – Do not bend from your objectives when correcting behavior or outcomes. At the same time, do not “break the backs” of your people. The bricks and mortar of your business may crumble but armed with great followership you can remain strong and prosper. Leadership skills will only take you as far as your character allows. No amount of skill will overcome a lack of transparency, integrity or honesty.

Margaret Thatcher, the autocratic leader, was known as the “Iron Lady”. Her conviction and values along with her determination enabled her to set goals and see them through, even in the face of personal threat. An example of this was her reducing the influence of mining unions in the UK in 1984-95 , regardless of the push back from public and private opinion. A controversial leader, Thatcher believed that too much government involvement stymied economic growth and she worked untiringly transitioning the economy into the hands of the British people and businesses. Believe in your guiding principles with your heart and soul. If you fail, fail as a result of execution rather than belief. 

Who are your leadership heroes and what takeaways do you take from each? Maybe a parent or teacher provided great leadership qualities. What qualities do you hold yourself to? What qualities do you hold others to?

Identify areas where you are strong and defend your position. What would others say about your list? What are necessary areas of improvement for you? Where are your gaps? What impact do these gaps produce? Are they problematic? Must they be addressed and if so, how will you fix them?

Finally build your own plan for improvement. Then share the plan with others and express your expectations of them. The best way to do that is to tell a story. What is your story?

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