Today sales trainer Colleen Stanley shares how the best salespeople think - like a CEO!
Debra Benton, author of Think Like A CEO, speaks to audiences all over the world about this topic. She is often directing the conversation to other leaders in the organization, not necessarily the sales department. We think it’s time that salespeople quit thinking like salespeople and take Debra’s advice: start thinking like a CEO. These are such salespeople and here are their thoughts, behaviors and actions.
FILO – They are first in or last out. What time are you getting to the office or starting your day? If you are standing in line to order a latte at 8:00 am, you can bet your CEO thinking competitor has completed 20 calls by the time you’ve had your first sip! Great salespeople know the best time to reach the “C” suite is often early in the morning or after 5:00 pm because the gatekeeper isn’t in and/or everyone else has gone home. There’s a reason they say it’s lonely at the top!
CEO’s know that hope is not a strategy. They have too many families counting on them for a paycheck. Top salespeople have the same attitude. When they aren’t hitting their revenue numbers, they do what it takes to get the job done. It’s always surprising to watch salespeople, not hitting quota, hit the door at 4:30 pm. There is a good chance that this salesperson’s sales strategy is based on denial or hope. (There is also a good chance this rep won’t be around next year!)
One of my early sales managers always stressed the power of making one more call, one more stop, one more contact. She nicely said, “I don’t care if you don’t feel like it. I am not paying you for your feelings.” It was always amazing to many how that one more attempt paid off in setting an appointment. (Maybe it was because all the other salespeople were at home.)
They get smarter every day. Most effective CEO’s are enrolled at TUGS, The University of Getting Smarter. Their biggest goal is avoiding that place called, “I know it all.” They understand we live in the knowledge age and companies that compete and win are organizations that have a learning culture. Alvin Toffler says it best. “The illiterate of the future are not those who cannot read or write but those who cannot learn, unlearn, and re-learn.” Let’s face it. No prospect wants to be called on by a dumb salesperson.
Experts in the emotional intelligence world call this competency self actualization. People scoring high in this competency are on a continuous journey to reaching their full potential. Steven Stein and Howard Book, authors of The EQ Edge, report that self actualization is one of the key emotional intelligence skills found in top sales producers. Successful salespeople are like successful CEO’s. They don’t wait for someone to provide education, mentoring or advice. They take charge of their learning and growth. In the sales training business, we quickly disqualify a prospect when he says, “Well, let me see if my company will pay for the training.” What he is really saying is, “I’m only going to get better if someone else foots the bill.”
Accountable and transparent. Successful CEO’s know that they are responsible for putting food on the table for many people. They take this responsibility seriously and are accountable to their organization for their actions and decisions.
Unfortunately, many sales organizations lack accountability and accept bad sales behavior such as incomplete data in the CRM system or poor attendance at sales meetings. They believe the myth that top producers are also a pain in the neck—it just comes with the territory. As a result, they cave into the age old excuse of, “Hey, I’m producing sales so don’t micromanage me.” Imagine if other departments in the company were allowed to operate this way.
The accounting department wouldn’t produce month end reports because they have other things to do. (Don’t worry….we will get you your check sometime this month.) The customer service team doesn’t log in customer conversations because they have so many calls coming in.
Lack of accountability leads to lower standards and mistrust. The salesperson that thinks like a CEO knows there are parts of every job that aren’t enjoyable. She also knows that her data and involvement is important in driving strategic decisions at the company.
Think like a CEO. Since you sell to leaders, it’s best to act like one!
Colleen Stanley is president of SalesLeadership Inc., a business development consulting firm specializing in sales and sales management training. The company provides programs in prospecting, referral strategies, consultative sales training, sales management training, and hiring/selection. She is also the author of "Growing Great Sales Teams: Lessons from the Cornfield." Reach Colleen at 303.708.1128 or visit www.salesleadershipdevelopment.com.
Showing posts with label Colleen Stanley. Show all posts
Showing posts with label Colleen Stanley. Show all posts
Thursday, July 7, 2011
Friday, April 22, 2011
Selling to the Old Brain - Three Ways to Increase Sales Results
Science was my favorite subject in school - especially biology and physiology. I love learning about how the human body does what it does. The amount of reactions going on inside your body just to move your hand or foot is mind-boggling! Enough of my nerdiness though - today sales trainer Colleen Stanley shares a great article that shows how you can use information learned from studies of the brain to make more sales.
Many salespeople have heard the phrase that selling is an art and a science. This phrase is moving beyond a cliche with research results from the world of neuroscience. The profession of sales is changing and sales professionals that desire a true competitive advantage know and apply the neuroscience behind how and why prospects make buying decisions.
Astute salespeople sell to the old brain, the amygdala. It is a small almond shaped structure, located above the eyeballs. The amygdala is the oldest part of the brain and screens all stimuli coming into the brain. This processing happens without logical thought or reasoning. When the "old brain" senses danger, it produces a fight or flight response in a person. Many untrained salespeople unknowingly send prospects into fight or flight mode because of their outdated selling techniques. They end up in uptight sales meetings, chase mode or losing to the new competitor: doing nothing.
Here are three ways that salespeople can sell to the old brain and increase sales:
#1: Stop asking leading questions. For some reason, salespeople change their language during a sales call. They ask leading questions such as, "So if we could show you how our product can save you thousands of dollars, would you want to move forward?" The old brain hears a close coming, defenses go up and the prospect goes into fight or flight mode. Prospect responses vary from objections (fight) to a think it over (flight.) Another common place in the sales process where salespeople ask leading questions is after delivery of their value proposition. "We work with companies who are challenged with this, this and this. Are you having any of these issues?" This leading question makes a prospect feel cornered and she responds with a "not really" or holds the conversation card closer to her chest. The result is a superficial conversation versus a transparent, consultative conversation.
The old brain doesn't like leading questions because they are manipulative and inauthentic. A better question to ask after delivering your value proposition is, "Not sure if you are having any of these issues..." This response is not trying to lead the prospect. The fight or flight response is eliminated and the prospect is more willing to engage with the salesperson.
#2: Seek the truth, not the sale. When a salesperson shows up to a sales meeting with the intent of closing business, the energy in the room changes and the old brain knows it. The prospect's guard goes up and level of conversation goes down. If you want to close more business, change the intent of your sales meeting from closing a sale to seeking the truth and doing the right thing. Please note that this is not a tactical selling skill. This is a mindset that a salesperson must fully embrace in order to show up different to a sales meeting. When a salesperson seeks the truth versus a sale, he asks better questions, the right questions and the tough questions. He brings up objections versus overcoming them. (Everyone in the room knows the objections so why not bring them up?)
For example, the truth seeking salesperson will ask the prospect, "Don't you have the resources in-house to do this project?" The prospect will be surprised and respond with the truth. And the truth could be yes, they can do it in-house. When would you like to know? Before you write a proposal or after? Remember, the old brain is on the lookout for danger. Truth telling is not dangerous, it's refreshing. The result is a relaxed sales meeting where both parties have an open dialogue about problems, challenges and goals.
#3: Focus on the prospect. There is a very old saying. "People buy from people they like and who are like them." Guess what, this old phrase is linked to the neuroscience of the brain. The astute salesperson is highly attentive to the prospect's communication style. She matches and mirrors the prospect‟s body language and energy. She pays attention to the prospect's rate and volume of speech and matches the pace. If a salesperson isn't applying these basic rapport building skills, he can show up to a sales meeting talking too fast, too slow or coming across as too intense. The amygdala sounds the alert of discomfort and the salesperson loses the business due to chemistry and lack of likeability.
Stop asking leading questions, seek the truth and focus on your prospect. Sales is about biology and psychology. Make sure you are selling to the old brain.
Colleen Stanley is president of SalesLeadership Inc., a business development consulting firm specializing in sales and sales management training. The company provides programs in prospecting, referral strategies, consultative sales training, sales management training, and hiring/selection. She is also the author of "Growing Great Sales Teams: Lessons from the Cornfield." Reach Colleen at 303.708.1128 or visit www.salesleadershipdevelopment.com.
Many salespeople have heard the phrase that selling is an art and a science. This phrase is moving beyond a cliche with research results from the world of neuroscience. The profession of sales is changing and sales professionals that desire a true competitive advantage know and apply the neuroscience behind how and why prospects make buying decisions.
Astute salespeople sell to the old brain, the amygdala. It is a small almond shaped structure, located above the eyeballs. The amygdala is the oldest part of the brain and screens all stimuli coming into the brain. This processing happens without logical thought or reasoning. When the "old brain" senses danger, it produces a fight or flight response in a person. Many untrained salespeople unknowingly send prospects into fight or flight mode because of their outdated selling techniques. They end up in uptight sales meetings, chase mode or losing to the new competitor: doing nothing.
Here are three ways that salespeople can sell to the old brain and increase sales:
#1: Stop asking leading questions. For some reason, salespeople change their language during a sales call. They ask leading questions such as, "So if we could show you how our product can save you thousands of dollars, would you want to move forward?" The old brain hears a close coming, defenses go up and the prospect goes into fight or flight mode. Prospect responses vary from objections (fight) to a think it over (flight.) Another common place in the sales process where salespeople ask leading questions is after delivery of their value proposition. "We work with companies who are challenged with this, this and this. Are you having any of these issues?" This leading question makes a prospect feel cornered and she responds with a "not really" or holds the conversation card closer to her chest. The result is a superficial conversation versus a transparent, consultative conversation.
The old brain doesn't like leading questions because they are manipulative and inauthentic. A better question to ask after delivering your value proposition is, "Not sure if you are having any of these issues..." This response is not trying to lead the prospect. The fight or flight response is eliminated and the prospect is more willing to engage with the salesperson.
#2: Seek the truth, not the sale. When a salesperson shows up to a sales meeting with the intent of closing business, the energy in the room changes and the old brain knows it. The prospect's guard goes up and level of conversation goes down. If you want to close more business, change the intent of your sales meeting from closing a sale to seeking the truth and doing the right thing. Please note that this is not a tactical selling skill. This is a mindset that a salesperson must fully embrace in order to show up different to a sales meeting. When a salesperson seeks the truth versus a sale, he asks better questions, the right questions and the tough questions. He brings up objections versus overcoming them. (Everyone in the room knows the objections so why not bring them up?)
For example, the truth seeking salesperson will ask the prospect, "Don't you have the resources in-house to do this project?" The prospect will be surprised and respond with the truth. And the truth could be yes, they can do it in-house. When would you like to know? Before you write a proposal or after? Remember, the old brain is on the lookout for danger. Truth telling is not dangerous, it's refreshing. The result is a relaxed sales meeting where both parties have an open dialogue about problems, challenges and goals.
#3: Focus on the prospect. There is a very old saying. "People buy from people they like and who are like them." Guess what, this old phrase is linked to the neuroscience of the brain. The astute salesperson is highly attentive to the prospect's communication style. She matches and mirrors the prospect‟s body language and energy. She pays attention to the prospect's rate and volume of speech and matches the pace. If a salesperson isn't applying these basic rapport building skills, he can show up to a sales meeting talking too fast, too slow or coming across as too intense. The amygdala sounds the alert of discomfort and the salesperson loses the business due to chemistry and lack of likeability.
Stop asking leading questions, seek the truth and focus on your prospect. Sales is about biology and psychology. Make sure you are selling to the old brain.
Colleen Stanley is president of SalesLeadership Inc., a business development consulting firm specializing in sales and sales management training. The company provides programs in prospecting, referral strategies, consultative sales training, sales management training, and hiring/selection. She is also the author of "Growing Great Sales Teams: Lessons from the Cornfield." Reach Colleen at 303.708.1128 or visit www.salesleadershipdevelopment.com.
Friday, November 19, 2010
You Know Your Sales Process is Outdated When...
Take a cue from sales trainer Colleen Stanley and remove the following things from your sales processes immediately!
Fashions change, seasons change and so do customer needs. So when is the last time your company looked at your sales process to determine it was keeping up to date with the times? The information age has dramatically changed how businesses compete. Small businesses look and act big. New ideas are copied quickly and lead to service and products looking like everyone else. Customers have more options than ever before with access to the internet. The market has changed...has your sales approach?
To quote late night host, David Letterman, "You know it's time to update your sales process when..."
Your sales process includes overcoming objections. Think about this archaic, distasteful selling technique that has been taught to salespeople for years. It sounds like this. "The first objection is never the real one. Overcome the prospects objection three to seven times. Keep overcoming the objections until you get to a yes." It's truly amazing that more salespeople have not been physically thrown out of prospect's offices! Put yourself in the prospect's shoes. Does sitting in front of a salesperson who is "overcoming your objections" really encourage you to tell the truth? Does this type of interface build trust and relationships? If you and your company desire a reputation built on integrity and non-game playing, seek the truth on the sales calls versus the answer you want. For example, if your service is one that a prospect could possibly administer with their in-house staff, bring up that possibility as a discussion point. The so called unspoken objection is on the table and a well trained salesperson can facilitate a meaningful conversation of pro's and con's. A sales conversation that examines all sides of the argument is smart, real and results in the right solution for the prospect and your company.
Leading Questions. "If we could, would you want to hit your deadlines? If we could help you make more money, would you want to engage us?" Now, what kind of a question is that? Of course, your prospects want to hit their deadlines and make more money! Can you imagine an attorney saying the following to a potential client? "If we can prevent your spouse from going to jail, would you want us to do that?" Today's prospects identify leading questions and know the salesperson is trying to lead them to your answer, not their answer. The walls go up and "sales dodge ball" begins. Prospects start holding their cards close to the chest and information gathering gets tighter and tighter. The result is a superficial conversation with no depth. Better questions to ask are, "Let's fast forward. What does it look like if your company continues to miss deadlines? Tell me your view on the profit situation if you keep doing what you are doing. Is the problem going to stay the same, get bigger or go away?" Your job as a sales professional is to gather data, not force and create data.
Selling features, advantages and benefits. The prospect asks the salesperson, "What makes you different?" Outdated answers sound very generic. "We increase productivity, save you money, have good quality and service." This is about the time your prospect goes into "sleep mode" since the last three salespeople answered the question the exact, same way. There is a well known phrase in sales: prospects don't care about what you do, they care about the problems you solve. The new global economy requires salespeople to be critical thinkers and well versed in consultative selling skills. The salesperson trained in consultative sales skills knows how to introduce compelling talking points when setting up the agenda for the sales meeting. "We typically work with companies who are taking too long to get product to market and as a result are losing market share. We work with companies who are tired of spending all their time in company voice mail trees trying to resolve customer service issues." Focus on the prospects issues, not your product and services.
Overly cheerful and enthusiastic. In the good „ole days, salespeople were taught to be enthusiastic and upbeat. Walk into the appointment and be high energy. Question: are your salespeople calling on introverts or extroverts. Probably a combination of both and the poor introverts are often bowled over by fast talk, energetic handshakes and overused expressions like, "how are you today?" The astute salesperson takes her authentic self to the sales call. A question to ask your sales team: "Are you at the appointment to impress or influence?" The impressive salesperson looks good; the influential salesperson makes the prospect look and feel good by adapting to their behavior and communication style. They pay attention to something besides themselves.
You know it's time to update your sales process when you are doing one or all of the above.
Colleen Stanley, is president of SalesLeadership, Inc., a business development consulting firm specializing in sales and sales management training. The company provides programs in prospecting, referral strategies, consultative sales training, sales management training, and hiring/selection. Reach Colleen at 303.708.1128 or cstanley@salesleadershipdevelopment.com. http://www.salesleadershipdevelopment.com
Fashions change, seasons change and so do customer needs. So when is the last time your company looked at your sales process to determine it was keeping up to date with the times? The information age has dramatically changed how businesses compete. Small businesses look and act big. New ideas are copied quickly and lead to service and products looking like everyone else. Customers have more options than ever before with access to the internet. The market has changed...has your sales approach?
To quote late night host, David Letterman, "You know it's time to update your sales process when..."
Your sales process includes overcoming objections. Think about this archaic, distasteful selling technique that has been taught to salespeople for years. It sounds like this. "The first objection is never the real one. Overcome the prospects objection three to seven times. Keep overcoming the objections until you get to a yes." It's truly amazing that more salespeople have not been physically thrown out of prospect's offices! Put yourself in the prospect's shoes. Does sitting in front of a salesperson who is "overcoming your objections" really encourage you to tell the truth? Does this type of interface build trust and relationships? If you and your company desire a reputation built on integrity and non-game playing, seek the truth on the sales calls versus the answer you want. For example, if your service is one that a prospect could possibly administer with their in-house staff, bring up that possibility as a discussion point. The so called unspoken objection is on the table and a well trained salesperson can facilitate a meaningful conversation of pro's and con's. A sales conversation that examines all sides of the argument is smart, real and results in the right solution for the prospect and your company.
Leading Questions. "If we could, would you want to hit your deadlines? If we could help you make more money, would you want to engage us?" Now, what kind of a question is that? Of course, your prospects want to hit their deadlines and make more money! Can you imagine an attorney saying the following to a potential client? "If we can prevent your spouse from going to jail, would you want us to do that?" Today's prospects identify leading questions and know the salesperson is trying to lead them to your answer, not their answer. The walls go up and "sales dodge ball" begins. Prospects start holding their cards close to the chest and information gathering gets tighter and tighter. The result is a superficial conversation with no depth. Better questions to ask are, "Let's fast forward. What does it look like if your company continues to miss deadlines? Tell me your view on the profit situation if you keep doing what you are doing. Is the problem going to stay the same, get bigger or go away?" Your job as a sales professional is to gather data, not force and create data.
Selling features, advantages and benefits. The prospect asks the salesperson, "What makes you different?" Outdated answers sound very generic. "We increase productivity, save you money, have good quality and service." This is about the time your prospect goes into "sleep mode" since the last three salespeople answered the question the exact, same way. There is a well known phrase in sales: prospects don't care about what you do, they care about the problems you solve. The new global economy requires salespeople to be critical thinkers and well versed in consultative selling skills. The salesperson trained in consultative sales skills knows how to introduce compelling talking points when setting up the agenda for the sales meeting. "We typically work with companies who are taking too long to get product to market and as a result are losing market share. We work with companies who are tired of spending all their time in company voice mail trees trying to resolve customer service issues." Focus on the prospects issues, not your product and services.
Overly cheerful and enthusiastic. In the good „ole days, salespeople were taught to be enthusiastic and upbeat. Walk into the appointment and be high energy. Question: are your salespeople calling on introverts or extroverts. Probably a combination of both and the poor introverts are often bowled over by fast talk, energetic handshakes and overused expressions like, "how are you today?" The astute salesperson takes her authentic self to the sales call. A question to ask your sales team: "Are you at the appointment to impress or influence?" The impressive salesperson looks good; the influential salesperson makes the prospect look and feel good by adapting to their behavior and communication style. They pay attention to something besides themselves.
You know it's time to update your sales process when you are doing one or all of the above.
Colleen Stanley, is president of SalesLeadership, Inc., a business development consulting firm specializing in sales and sales management training. The company provides programs in prospecting, referral strategies, consultative sales training, sales management training, and hiring/selection. Reach Colleen at 303.708.1128 or cstanley@salesleadershipdevelopment.com. http://www.salesleadershipdevelopment.com
Thursday, April 16, 2009
Best Sales Practices - Part 2
The basics are important - especially in sales. Today sales trainer Colleen Stanley continues where she left off yesterday with the important basics you have to be comfortable with to be a top salesperson.
Get Rid of Arrogance
A top producer that has achieved the "top of the hill" status can quickly move to the bottom of the hill because of arrogance. Arrogant individuals stop learning because, after all, they are the best in the business. What can they possibly learn after 20 years in the profession? The real issue is that young, hungry, competitors haven't caught the disease of arrogance. The competition continues to learn, change and grow. The result is a new king or queen of the hill looking down at a stunned, retired past king or queen.
Get Focused
A poor producer can work very hard. Lack of sales isn't from lack of effort; it's that the effort is focused on the wrong prospect, activity and partnerships. Top producers have clearly identified their ideal client and have built a strategy around meeting, influencing, and creating value for that specific client. They are very clear on who they will sell and what they will sell. Top producers walk away from prospects that don't fit their ideal profile; leaving them more time to walk towards best-fit clients. They leave the price shopping prospects to their competitors who get to invest all their time in writing proposals that go nowhere.
Manage Your Time
Top producers are good at calendaring. They set aside very specific times each week for business development (prospecting calls, client retention calls, calls updating referral partners, etc.). Top producers have discipline and don't allow outside distractions to deter them from their most important appointment - the appointment with themselves and working their plan.
Invest in Yourself
Top producers don't wait for someone else to make them good (I.e. I will only attend a sales training course if the company is picking up the tab). I am reminded of a client, "Jill," who came to me seven years ago. She was an administrative assistant desiring to enter the sales profession. Her current employer would not offer her a sales position because they just didn't think an administrative assistant could sell. Jill believed she had the ability to be very good in sales and invested her own time and money in sales training. She eventually applied for a sales position at another firm and became the number one salesperson at the new firm. Jill did not wait to get good based on someone else's beliefs or dollars.
Get Going
Are you getting ready to get ready? Listen up: Perfection is highly overrated. While you are waiting to get all the research done on a prospect, perfecting your technique, or redoing your PowerPoint one last time, the salesperson that is showing up is getting the deal. Strive for perfection, but don't wait on perfection.
Colleen Stanley is president of SalesLeadership Inc., a business development consulting firm specializing in sales and sales management training. The company provides programs in prospecting, referral strategies, consultative sales training, sales management training, and hiring/selection. Learn more at www.salesleadershipdevelopment.com.
Get Rid of Arrogance
A top producer that has achieved the "top of the hill" status can quickly move to the bottom of the hill because of arrogance. Arrogant individuals stop learning because, after all, they are the best in the business. What can they possibly learn after 20 years in the profession? The real issue is that young, hungry, competitors haven't caught the disease of arrogance. The competition continues to learn, change and grow. The result is a new king or queen of the hill looking down at a stunned, retired past king or queen.
Get Focused
A poor producer can work very hard. Lack of sales isn't from lack of effort; it's that the effort is focused on the wrong prospect, activity and partnerships. Top producers have clearly identified their ideal client and have built a strategy around meeting, influencing, and creating value for that specific client. They are very clear on who they will sell and what they will sell. Top producers walk away from prospects that don't fit their ideal profile; leaving them more time to walk towards best-fit clients. They leave the price shopping prospects to their competitors who get to invest all their time in writing proposals that go nowhere.
Manage Your Time
Top producers are good at calendaring. They set aside very specific times each week for business development (prospecting calls, client retention calls, calls updating referral partners, etc.). Top producers have discipline and don't allow outside distractions to deter them from their most important appointment - the appointment with themselves and working their plan.
Invest in Yourself
Top producers don't wait for someone else to make them good (I.e. I will only attend a sales training course if the company is picking up the tab). I am reminded of a client, "Jill," who came to me seven years ago. She was an administrative assistant desiring to enter the sales profession. Her current employer would not offer her a sales position because they just didn't think an administrative assistant could sell. Jill believed she had the ability to be very good in sales and invested her own time and money in sales training. She eventually applied for a sales position at another firm and became the number one salesperson at the new firm. Jill did not wait to get good based on someone else's beliefs or dollars.
Get Going
Are you getting ready to get ready? Listen up: Perfection is highly overrated. While you are waiting to get all the research done on a prospect, perfecting your technique, or redoing your PowerPoint one last time, the salesperson that is showing up is getting the deal. Strive for perfection, but don't wait on perfection.
Colleen Stanley is president of SalesLeadership Inc., a business development consulting firm specializing in sales and sales management training. The company provides programs in prospecting, referral strategies, consultative sales training, sales management training, and hiring/selection. Learn more at www.salesleadershipdevelopment.com.
Wednesday, April 15, 2009
Sales Best Practices
We know you're constantly working to improve your sales skills, and there's no better place to start than with the basics. Sales trainer Colleen Stanley has outlined the important basic skills and traits of top salespeople - master these and you'll have a solid sales foundation.
1. Ask for Help
Average producers are not good at asking for help. This may stem from lack of confidence in not wanting to be transparent about a weakness in their selling process. Lack of asking for help may also come from not being committed to doing what it takes to succeed. If you ask for advice, people expect you to execute on the advice. Top producers, on the other hand, are confident and have no problem admitting they are not perfect. They are also committed to do what it takes to become excellent in their profession. Top producers seek out advisors and mentors. I have also noticed they are the best students during a sales training course. They bring case studies for review or call for extra coaching. Top producers understand that no one gets great by themselves.
2. Sales Activity
When I first entered the sales training profession, I had a sales coach. The first question asked during our weekly coaching sessions was, "Tell me about your sales activity plan." At first, I found this question puzzling. I was in the sale guru business. Wasn't he supposed to ask me about my ability to find "pain" on a call or uncover corporate decision-making process? This wise coach understood that the sales training business is no different than any other business. If my sales activity plan didn't lead me to prospects, it didn't matter how good my selling or training skills were...no one would ever know! Top revenue producers understand that a consistent sales activity plan is the key to finding new clients and driving revenue.
3. Eliminate Excuses
Poor producers spend most of their time discussing excuses that prevent them from making their sales goal; i.e. increased competition, problems with operations issues at the company, or the current market. Top producers invest most of their time discussing how to achieve results, how to beat increased competition, ways to improve/work around operations issues, and how to sell regardless of economic issues. Top producers live by the mantra, "We are judged only by results, not by excuses."
4. Lose Your Mediocre Friends
Remember your mom saying, "Tell me who your friends are and I will tell you what you are like." (Okay, so maybe it was just my mother.) This quote is absolutely true in sales. Tell me who you "hang" with and I will tell you what you are like. Mediocre performers like to "hang" with other mediocre performers. The bar for success is low and membership criteria is easy...expect and accept less. The weekly agenda for meetings is always predictable and preset: Bring one new excuse for discussion.
We'll be back tomorrow with more best practices from Colleen Stanley. See you then!
Colleen Stanley is president of SalesLeadership Inc., a business development consulting firm specializing in sales and sales management training. The company provides programs in prospecting, referral strategies, consultative sales training, sales management training, and hiring/selection. Learn more at www.salesleadershipdevelopment.com.
1. Ask for Help
Average producers are not good at asking for help. This may stem from lack of confidence in not wanting to be transparent about a weakness in their selling process. Lack of asking for help may also come from not being committed to doing what it takes to succeed. If you ask for advice, people expect you to execute on the advice. Top producers, on the other hand, are confident and have no problem admitting they are not perfect. They are also committed to do what it takes to become excellent in their profession. Top producers seek out advisors and mentors. I have also noticed they are the best students during a sales training course. They bring case studies for review or call for extra coaching. Top producers understand that no one gets great by themselves.
2. Sales Activity
When I first entered the sales training profession, I had a sales coach. The first question asked during our weekly coaching sessions was, "Tell me about your sales activity plan." At first, I found this question puzzling. I was in the sale guru business. Wasn't he supposed to ask me about my ability to find "pain" on a call or uncover corporate decision-making process? This wise coach understood that the sales training business is no different than any other business. If my sales activity plan didn't lead me to prospects, it didn't matter how good my selling or training skills were...no one would ever know! Top revenue producers understand that a consistent sales activity plan is the key to finding new clients and driving revenue.
3. Eliminate Excuses
Poor producers spend most of their time discussing excuses that prevent them from making their sales goal; i.e. increased competition, problems with operations issues at the company, or the current market. Top producers invest most of their time discussing how to achieve results, how to beat increased competition, ways to improve/work around operations issues, and how to sell regardless of economic issues. Top producers live by the mantra, "We are judged only by results, not by excuses."
4. Lose Your Mediocre Friends
Remember your mom saying, "Tell me who your friends are and I will tell you what you are like." (Okay, so maybe it was just my mother.) This quote is absolutely true in sales. Tell me who you "hang" with and I will tell you what you are like. Mediocre performers like to "hang" with other mediocre performers. The bar for success is low and membership criteria is easy...expect and accept less. The weekly agenda for meetings is always predictable and preset: Bring one new excuse for discussion.
We'll be back tomorrow with more best practices from Colleen Stanley. See you then!
Colleen Stanley is president of SalesLeadership Inc., a business development consulting firm specializing in sales and sales management training. The company provides programs in prospecting, referral strategies, consultative sales training, sales management training, and hiring/selection. Learn more at www.salesleadershipdevelopment.com.
Thursday, September 4, 2008
Defeating SADD in America - Step 3
Today we'll look at another way you can help prevent Sales Attention Deficit Disorder (SADD) in America. We previously discussed turning off your Blackberry and loving the one you're with. Today we'll look at another tip from sales trainer Colleen Stanley - listen, record and respond.
3. Listen, record and respond.
Harvey Mackay, author of "Swim With The Sharks Without Being Eaten Alive," and president of the Mackay Envelope Company, is a master at listening, recording and responding. Mackay knows that envelops are a commodity product; one that can easily fall prey to the price shopping game. He decided early on that he would not compete on price but he would compete on paying attention and knowing more about his clients than any of his competitors.
All of Mackay's salespeople are required to complete a questionnaire on each one of their customers. "The Mackay 66" customer profile asks 66 questions ranging from personal to business. With this data, the Mackay salesperson is equipped to make their customers feel important by remembering special anniversaries, asking specific questions about their children, or sending articles of interest on a hobby or passion.
Get rid of SADD. Turn off your electronics, be present, and be professional. Paying attention is a great selling skill.
Colleen Stanley is president of SalesLeadership Inc., a business development consulting firm specializing in sales and sales management training. The company provides programs in prospecting, referral strategies, consultative sales training, sales management training, and hiring/selection. Learn more at www.salesleadershipdevelopment.com.
3. Listen, record and respond.
Harvey Mackay, author of "Swim With The Sharks Without Being Eaten Alive," and president of the Mackay Envelope Company, is a master at listening, recording and responding. Mackay knows that envelops are a commodity product; one that can easily fall prey to the price shopping game. He decided early on that he would not compete on price but he would compete on paying attention and knowing more about his clients than any of his competitors.
All of Mackay's salespeople are required to complete a questionnaire on each one of their customers. "The Mackay 66" customer profile asks 66 questions ranging from personal to business. With this data, the Mackay salesperson is equipped to make their customers feel important by remembering special anniversaries, asking specific questions about their children, or sending articles of interest on a hobby or passion.
Get rid of SADD. Turn off your electronics, be present, and be professional. Paying attention is a great selling skill.
Colleen Stanley is president of SalesLeadership Inc., a business development consulting firm specializing in sales and sales management training. The company provides programs in prospecting, referral strategies, consultative sales training, sales management training, and hiring/selection. Learn more at www.salesleadershipdevelopment.com.
Wednesday, September 3, 2008
Love the One You're With
Today and tomorrow we'll be finishing up a short series on SADD in America. Sales Attention Deficit Disorder (SADD) is a growing concern, according to sales trainer Colleen Stanley. Last week we identified one way to prevent it - turning off your Blackberry. A scary thought, right? Try this new idea out today, and you'll be helping to lower the frequency of SADD in corporate America.
2. Love the one you're with.
The grass is not always greener on the other side of the fence. This selling scenario often occurs at networking events and looks something like this: You are talking to an individual and throughout the conversation he/she keeps looking around the room to see if there is someone else more important they should be meeting. Actions speak louder than words and the message is clear...you are important; however, the grass may be greener on the other side of the room.
Some salespeople still practice the crazy networking principle of speed networking. This salesperson's main goal is to meet as many people as possible in an evening. Quantity is the goal, not quality. They carry an invisible time clock that rings after two minutes (hey, they have a room to work). They politely excuse themselves and move onto "greener pastures," (at which point their cell phone rings and they answer).
Speed networking or "working the room" is working yourself right out of a potential relationship. Savvy business people spot phonies and phony intentions. People that are serious about building business relationships take the necessary time to build that relationship. They know processes are efficient and people are not.
Colleen Stanley is president of SalesLeadership Inc., a business development consulting firm specializing in sales and sales management training. The company provides programs in prospecting, referral strategies, consultative sales training, sales management training, and hiring/selection. Learn more at www.salesleadershipdevelopment.com.
2. Love the one you're with.
The grass is not always greener on the other side of the fence. This selling scenario often occurs at networking events and looks something like this: You are talking to an individual and throughout the conversation he/she keeps looking around the room to see if there is someone else more important they should be meeting. Actions speak louder than words and the message is clear...you are important; however, the grass may be greener on the other side of the room.
Some salespeople still practice the crazy networking principle of speed networking. This salesperson's main goal is to meet as many people as possible in an evening. Quantity is the goal, not quality. They carry an invisible time clock that rings after two minutes (hey, they have a room to work). They politely excuse themselves and move onto "greener pastures," (at which point their cell phone rings and they answer).
Speed networking or "working the room" is working yourself right out of a potential relationship. Savvy business people spot phonies and phony intentions. People that are serious about building business relationships take the necessary time to build that relationship. They know processes are efficient and people are not.
Colleen Stanley is president of SalesLeadership Inc., a business development consulting firm specializing in sales and sales management training. The company provides programs in prospecting, referral strategies, consultative sales training, sales management training, and hiring/selection. Learn more at www.salesleadershipdevelopment.com.
Wednesday, August 27, 2008
Defeating SADD in Corporate America
"Corporate America is losing thousands of sales dollars to SADD – Sales Attention Deficit Disorder," says sales trainer Colleen Stanley. "Salespeople pride themselves on their ability to multi-task, however, don't realize they are multi-tasking themselves right out of relationships and sales."
Here a tip from Stanley for decreasing SADD and increasing revenues. We'll look at two other tips next week.
1. Turn off your Blackberry.
No, you don't need reading glasses. You read the statement correctly. Turn off the electronics. An old adage in sales says, "People buy from people they like." And guess what? People like people that pay attention and make them feel important. When people feel important they say things like, "I felt like I was the only person in the room," "He made me feel so important," or "She was listening to my every word."
Salespeople are starting to remind me of dogs on shock collars. The minute the PDA rings or vibrates, they feel compelled to answer or check it, regardless of what they're doing or who they're with.
For example, a salesperson is calling on a prospect. The salesperson is doing a very good job of building rapport. The prospect is feeling comfortable and thinking that the salesperson really does care about his/her problem. Until the salesperson's cell phone vibrates. The salesperson looks down to check who is calling him and rapport is broken because the prospect receives the real message: I am important, but not more important than an incoming call.
A colleague shares a story of a breakfast meeting with a possible referral partner. They were ten minutes into breakfast when the possible referral partner took a phone call. This was not an emergency call, just a phone call. As my colleague sipped her coffee (alone), she made a mental note to put this possible referral candidate in the "just doesn't get it" category. My colleague scheduled an hour out of her busy day to meet this person and expected full attention during that hour. The phone-addicted salesperson lost an important opportunity to build a relationship.
Colleen Stanley is president of SalesLeadership Inc., a business development consulting firm specializing in sales and sales management training. The company provides programs in prospecting, referral strategies, consultative sales training, sales management training, and hiring/selection. Learn more at www.salesleadershipdevelopment.com.
Here a tip from Stanley for decreasing SADD and increasing revenues. We'll look at two other tips next week.
1. Turn off your Blackberry.
No, you don't need reading glasses. You read the statement correctly. Turn off the electronics. An old adage in sales says, "People buy from people they like." And guess what? People like people that pay attention and make them feel important. When people feel important they say things like, "I felt like I was the only person in the room," "He made me feel so important," or "She was listening to my every word."
Salespeople are starting to remind me of dogs on shock collars. The minute the PDA rings or vibrates, they feel compelled to answer or check it, regardless of what they're doing or who they're with.
For example, a salesperson is calling on a prospect. The salesperson is doing a very good job of building rapport. The prospect is feeling comfortable and thinking that the salesperson really does care about his/her problem. Until the salesperson's cell phone vibrates. The salesperson looks down to check who is calling him and rapport is broken because the prospect receives the real message: I am important, but not more important than an incoming call.
A colleague shares a story of a breakfast meeting with a possible referral partner. They were ten minutes into breakfast when the possible referral partner took a phone call. This was not an emergency call, just a phone call. As my colleague sipped her coffee (alone), she made a mental note to put this possible referral candidate in the "just doesn't get it" category. My colleague scheduled an hour out of her busy day to meet this person and expected full attention during that hour. The phone-addicted salesperson lost an important opportunity to build a relationship.
Colleen Stanley is president of SalesLeadership Inc., a business development consulting firm specializing in sales and sales management training. The company provides programs in prospecting, referral strategies, consultative sales training, sales management training, and hiring/selection. Learn more at www.salesleadershipdevelopment.com.
Wednesday, May 21, 2008
Why Should I Buy from You?
It's early in the sales process when your prospect bluntly asks, "Why should I buy from you?" While this situation can be enough to leave many sales reps shaking in their boots, rattling off company facts, or simply running for the door, sales trainer Colleen Stanley suggests you simply say, "I don't know."
It sounds crazy, but read on to see how 'fessing up can land you the sale.
"If the prospect asks this question early in the sales process before you've had time to ask questions, tell the prospect you really don't know why they should buy from your company because you haven't had time to diagnose what's working, not working, and if the problem(s) are big enough to fix," says Stanley. "Get permission to continue asking questions to determine if there is a good reason, for both parties, to do business."
Colleen Stanley is president of SalesLeadership, Inc., a business development consulting firm specializing in sales and sales management training. The company provides programs in prospecting, referral strategies, consultative sales training, sales management training, and hiring/selection. Learn more at www.salesleadershipdevelopment.com
It sounds crazy, but read on to see how 'fessing up can land you the sale.
"If the prospect asks this question early in the sales process before you've had time to ask questions, tell the prospect you really don't know why they should buy from your company because you haven't had time to diagnose what's working, not working, and if the problem(s) are big enough to fix," says Stanley. "Get permission to continue asking questions to determine if there is a good reason, for both parties, to do business."
Colleen Stanley is president of SalesLeadership, Inc., a business development consulting firm specializing in sales and sales management training. The company provides programs in prospecting, referral strategies, consultative sales training, sales management training, and hiring/selection. Learn more at www.salesleadershipdevelopment.com
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