I'm one of those people that will often stew over a bad day - thinking about what I could have said or done differently to change things. It's not the way to start a day, and today's advice from motivation expert Josh Hinds is something I'm going to try to put into practice right away.
Whether or not we choose to believe it, for the most part you and I have a clean slate with each new sunrise. Whatever happened yesterday, good or bad is now rooted in the past.
In the moment in which we now find ourselves, we have the ability to focus in on and do the things that will serve us for the better, or we can give our attention to those things that will re-ignite whatever thoughts were causing us to remain stuck.
We have a choice, and fortunately, it isn't all that difficult to set the tone early on in your day. Does that mean you're guaranteed not to meet with a challenge early on that will knock you off course or throw you for a loop? Of course not, but in the event that something (or someone) shows up with such an agenda you'll find yourself a lot more prepared to deal with it and be able to adjust course accordingly.
Here are some simple, but effective ideas you can use to start your day out on a positive note.
Upon waking up, name at least ten people you're thankful for - recount those in your life who've had a positive impact on you. Think of those who have in some way helped to make you the unique person you are.
Don't sell yourself short here. No matter what place you may find yourself in now, you're still an amazing person, with unique gifts and talents. You don't have to believe it, but it's still the absolute truth!
Practicing gratitude is a powerful thing that helps to reconnect us with our inner power, and the abilities that make up who we are.
Give thanks for your talents and skills - each of us has been blessed with special skills and talents. You may not feel as though you've completely developed all of yours up to this point in your life, but that doesn't change the fact that you've got them.
Think through those things that others compliment you on, those are talents. Don't underestimate all the amazing bits and pieces that go into making you the person you are. As you identify and give thanks for the talents that were bestowed upon you commit to develop them and become more proficient in their use.
Write down your days most important action steps the night before - The simple act of writing down the following days most important tasks will give you a plan to move on the next day. Keep in mind that you can get the most productive mileage if you'll put your "super tasks" at the top, where you'll complete them first.
For the purpose of this article consider Super Tasks as those things, which, upon their completion will give you the absolute most bang for your buck. Consider the difference between a "super task" and say one of lesser importance. A super task might be: calling on a prospective client, while one that doesn't quite hold such importance in the grand scheme of things might be: cut the grass.
While both are important, and you may very well want to get both done, the simple fact is the first example is going to lead towards a greater reward then the latter. You see, it's more a matter of separating items which fall into the category of "busy work" versus those which can move us forward at a maximum pace. Another such "super task" might be to spend time studying your industry or chosen profession.
Review the actions steps you wrote down the night before - As you are looking over the items you wrote down, close your eyes and see yourself completing them and experiencing the wonderful sense of accomplishment for having done so. After you have visualized yourself finishing the items on your daily action list take a deep breath and begin your day working on and completing them.
Keep in mind that each new day is just that – an opportunity to turn the page, and implement daily actions that can steer your life in the direction you wish it to go.
Josh Hinds is a speaker, trainer, and author on topics such as networking and personal branding. Check out his popular newsletter at www.GetMotivation.com.
Thursday, February 18, 2010
Wednesday, February 17, 2010
Show Me The Money!
It's never easy to talk about money - but as a top salesperson, you have to boldly go into those situations - with confidence and questions at the ready! Today the Whetstone Group walks you through this delicate process of the sale.
Problem: Why is money so difficult to discuss? Salespeople frequently hear from prospects that budget is "no problem" at the beginning of the sales call. However, once things start to get close, the story sometimes changes. We're told that we "have to sharpen our pencil," "get more competitive," or offer "additional discounts." And yet, once the sale is won, price seems to evaporate as an issue and pressure is put on the vendor to improve quality or service. Often we hear from salespeople that money is the number one issue in getting and keeping the business. We need to have more competitive pricing, better discount structures or we just can't compete. You've heard it all before.
Analysis: There are several reasons that investment or budget is discussed only superficially. First, is the unfortunate, self-limiting belief (that afflicts many, but not all salespeople) that discussing financial issues is impolite. Second, experience has shown us that a discussion of price typically deteriorates into a negotiation situation which is uncomfortable. Third, we're afraid that the prospect may not be able to afford our product. Fourth, deep down, we may not be convinced that our product is really worth what we're asking.
Prescription: Don't ever get yourself into a situation where you're making a proposal without finding out two things: 1) how much the problem is costing the prospect, and 2) how much they'd be willing to spend assuming your solution completely fixed the problem. It's imperative that you understand all the financial parameters related to the sale. One effective way to make sure budget and related money issues are discussed is for you to set a "trap" for yourself. It goes something like this: "Mr. Prospect, one of the things that I sometimes find difficult to discuss is budgetary issues related to purchasing my product. I'm not sure why that is, but I want to make sure that we take some time to talk about that today. Is that okay with you?" This "trap" lets the prospect know up-front that money issues will be part of the discussion and gives you an excuse to bring them up. You might say, "Do you remember that we wanted to discuss your budget for this type of purchase? Can we do that now?"
Oh, yeah! One last thing -- don't spend your valuable selling time with someone who doesn't have the financial resources to buy your product or service.
Whetstone Group is a sales process improvement company that focuses on helping companies implement a proven sales process that will increase sales, shorten the selling cycle, increase closing rates, and improve margins. Learn more at www.whetstonegroup.com
Problem: Why is money so difficult to discuss? Salespeople frequently hear from prospects that budget is "no problem" at the beginning of the sales call. However, once things start to get close, the story sometimes changes. We're told that we "have to sharpen our pencil," "get more competitive," or offer "additional discounts." And yet, once the sale is won, price seems to evaporate as an issue and pressure is put on the vendor to improve quality or service. Often we hear from salespeople that money is the number one issue in getting and keeping the business. We need to have more competitive pricing, better discount structures or we just can't compete. You've heard it all before.
Analysis: There are several reasons that investment or budget is discussed only superficially. First, is the unfortunate, self-limiting belief (that afflicts many, but not all salespeople) that discussing financial issues is impolite. Second, experience has shown us that a discussion of price typically deteriorates into a negotiation situation which is uncomfortable. Third, we're afraid that the prospect may not be able to afford our product. Fourth, deep down, we may not be convinced that our product is really worth what we're asking.
Prescription: Don't ever get yourself into a situation where you're making a proposal without finding out two things: 1) how much the problem is costing the prospect, and 2) how much they'd be willing to spend assuming your solution completely fixed the problem. It's imperative that you understand all the financial parameters related to the sale. One effective way to make sure budget and related money issues are discussed is for you to set a "trap" for yourself. It goes something like this: "Mr. Prospect, one of the things that I sometimes find difficult to discuss is budgetary issues related to purchasing my product. I'm not sure why that is, but I want to make sure that we take some time to talk about that today. Is that okay with you?" This "trap" lets the prospect know up-front that money issues will be part of the discussion and gives you an excuse to bring them up. You might say, "Do you remember that we wanted to discuss your budget for this type of purchase? Can we do that now?"
Oh, yeah! One last thing -- don't spend your valuable selling time with someone who doesn't have the financial resources to buy your product or service.
Whetstone Group is a sales process improvement company that focuses on helping companies implement a proven sales process that will increase sales, shorten the selling cycle, increase closing rates, and improve margins. Learn more at www.whetstonegroup.com
Tuesday, February 16, 2010
Punch Up Your Presentations
You can never have too many presentation tips - and these tips from sales trainer Joe Guertin are great basics we could all stand to be reminded of. Clients and prospects everywhere will appreciate your making use of them!
According to Guertin, "Too often, we make presentations that put the spotlight on us, and our company. For instance, how much time do you spend writing your proposals? A wise sales manager taught me that the amount of time I invested in preparation should be proportionate to the dollars I was asking for. Makes sense. While there's nothing wrong with re-using a proposal format (a great time-saver), don't let a weak, generic proposal lose the sale."
"Before proposing your solution, probe for specific needs," explains Guertin. "If your prospect said "saving money is a priority," don't make 'saving money' one of your objectives. It's just not specific enough. Use due diligence to discover where they could use that extra money. Find out what they believe would change - for the better - once committed to you. Now, your objectives become helping them achieve those goals."
Here are three things to double-check before you make that next 'big one:'
Your Materials
Are your written materials neat and organized? Doing some additional homework, customizing your presentation, and watching the small details can make a world of difference. Customize it to their needs, including having an "objectives" page that spells out, in detail, which of their goals you're helping to achieve. And, whenever possible, use visuals or demonstrations to make key points.
Your Leadership
A prospect should never be handed a proposal to quietly read. The best, and most successful proposals, are interactive. You both have a part. You're the tour guide through this presentation, and it's up to you to walk them through the selling points, getting their comments along the way.
Yourself
Did you add a little extra grooming time this morning? Clothes clean and pressed? An extra breath mint in your pocket? Did you "dry run" your presentation? Top pros continue to record themselves, and become keenly aware of speech habits (like repeated use of "you know," you know?). And always arrive five to ten minutes early for a scheduled appointment. Even if you don't notice, your prospect will.
Joe Guertin is an advertising sales trainer, speaker and coach. His programs have informed and entertained sales professionals nationwide. Visit his Sales Resource Center at www.StreetFighterSelling.com
According to Guertin, "Too often, we make presentations that put the spotlight on us, and our company. For instance, how much time do you spend writing your proposals? A wise sales manager taught me that the amount of time I invested in preparation should be proportionate to the dollars I was asking for. Makes sense. While there's nothing wrong with re-using a proposal format (a great time-saver), don't let a weak, generic proposal lose the sale."
"Before proposing your solution, probe for specific needs," explains Guertin. "If your prospect said "saving money is a priority," don't make 'saving money' one of your objectives. It's just not specific enough. Use due diligence to discover where they could use that extra money. Find out what they believe would change - for the better - once committed to you. Now, your objectives become helping them achieve those goals."
Here are three things to double-check before you make that next 'big one:'
Your Materials
Are your written materials neat and organized? Doing some additional homework, customizing your presentation, and watching the small details can make a world of difference. Customize it to their needs, including having an "objectives" page that spells out, in detail, which of their goals you're helping to achieve. And, whenever possible, use visuals or demonstrations to make key points.
Your Leadership
A prospect should never be handed a proposal to quietly read. The best, and most successful proposals, are interactive. You both have a part. You're the tour guide through this presentation, and it's up to you to walk them through the selling points, getting their comments along the way.
Yourself
Did you add a little extra grooming time this morning? Clothes clean and pressed? An extra breath mint in your pocket? Did you "dry run" your presentation? Top pros continue to record themselves, and become keenly aware of speech habits (like repeated use of "you know," you know?). And always arrive five to ten minutes early for a scheduled appointment. Even if you don't notice, your prospect will.
Joe Guertin is an advertising sales trainer, speaker and coach. His programs have informed and entertained sales professionals nationwide. Visit his Sales Resource Center at www.StreetFighterSelling.com
Monday, February 15, 2010
Quote of the Week
"Set higher standards for you own performance than anyone around you, and it won't matter whether you have a tough boss or an easy one. It won't matter whether the competition is pushing you hard, because you'll be competing with yourself." -- Rick Pitino
This quote is a wonderful reminder that even if you can't control certain things (your crazy boss, the pushy competition,) you CAN control your own performance under those circumstances. You can make the decision to push towards a goal, stay later, come earlier, or make more calls.
Do those things, and you may find your success distracts you from the outside influences that usually bring you down!
This quote is a wonderful reminder that even if you can't control certain things (your crazy boss, the pushy competition,) you CAN control your own performance under those circumstances. You can make the decision to push towards a goal, stay later, come earlier, or make more calls.
Do those things, and you may find your success distracts you from the outside influences that usually bring you down!
Friday, February 12, 2010
Sales Lessons Learned from a Recession - Part 2
Yesterday sales trainer Kelley Robertson showed us some of the many things we can learn from the recession - and he's back again today with more!
Signing Authority
Many decision-makers no longer have the ability to sign off on the same level of expenses or purchases as before. This has significant ramifications.
The ego issue. Picture yourself in the executive office, perhaps you're a VP of Sales or Marketing. Until last year you could approve any purchase under $20,000. Now, you need to get approval from a purchasing committee for any expense over $5,000. Although you understand the philosophy behind this policy, it is challenging because in your eight-year history with the company you have never made a poor buying decision.
The buying committee. You may now have to deal with buying committees, and if you're not careful, you won't even get the chance to meet them. That means the decision to use your product; service or solution could be vetoed.
No approval. Some purchases simply won't be approved because of the extent or nature of the expense. Even though your solution may benefit the company, the organization may choose not to move forward simply because they know they won't get approval for the expense. It's not fair but it is a fact of business.
Once again, this means that you need to ask more questions to uncover the approval process. Be sensitive to the decision-maker's position if you discover that they no longer have the authority to sign off on your product or service. Look for ways to help them facilitate their decision. Work with your company to extend payment terms in certain circumstances.
Value is King
Value has always been important in the eyes of the decision-maker. However, it has become even more important. But, it is critical to note that value is what the decision-makers deem valuable. It's not about you touting the features, advantages and benefits of your product. Just because you think something is important does not mean your prospect or customer will. Value is in the eyes of the beholder only. That means you need to ask high-value questions to determine EXACTLY what is important to each prospect and each customer. Once you have accomplished this you need to adapt your sales presentation (aka sales pitch) to ensure that it addresses your prospect value requirement(s).
Make No Excuses
The sales professionals who prospered this past year were assertive in generating business. They did not use the recession as an excuse. They did not wait for business opportunities to come their way; they took responsibility and did whatever they could to reach their targets. This has always been a distinguishing factor between high-performing sales professionals and it will become even more important in the future.
What did you learn from selling in a recession and are you prepared to make changes in order to make 2010 a great year?
Kelley Robertson, author of The Secrets of Power Selling helps sales professionals close more sales with less effort. Kelley conducts workshops and speaks regularly at sales meetings and conferences. Receive a FREE copy of 100 Ways to Increase Your Sales by subscribing to his free newsletter at www.Fearless-Selling.ca.
Signing Authority
Many decision-makers no longer have the ability to sign off on the same level of expenses or purchases as before. This has significant ramifications.
The ego issue. Picture yourself in the executive office, perhaps you're a VP of Sales or Marketing. Until last year you could approve any purchase under $20,000. Now, you need to get approval from a purchasing committee for any expense over $5,000. Although you understand the philosophy behind this policy, it is challenging because in your eight-year history with the company you have never made a poor buying decision.
The buying committee. You may now have to deal with buying committees, and if you're not careful, you won't even get the chance to meet them. That means the decision to use your product; service or solution could be vetoed.
No approval. Some purchases simply won't be approved because of the extent or nature of the expense. Even though your solution may benefit the company, the organization may choose not to move forward simply because they know they won't get approval for the expense. It's not fair but it is a fact of business.
Once again, this means that you need to ask more questions to uncover the approval process. Be sensitive to the decision-maker's position if you discover that they no longer have the authority to sign off on your product or service. Look for ways to help them facilitate their decision. Work with your company to extend payment terms in certain circumstances.
Value is King
Value has always been important in the eyes of the decision-maker. However, it has become even more important. But, it is critical to note that value is what the decision-makers deem valuable. It's not about you touting the features, advantages and benefits of your product. Just because you think something is important does not mean your prospect or customer will. Value is in the eyes of the beholder only. That means you need to ask high-value questions to determine EXACTLY what is important to each prospect and each customer. Once you have accomplished this you need to adapt your sales presentation (aka sales pitch) to ensure that it addresses your prospect value requirement(s).
Make No Excuses
The sales professionals who prospered this past year were assertive in generating business. They did not use the recession as an excuse. They did not wait for business opportunities to come their way; they took responsibility and did whatever they could to reach their targets. This has always been a distinguishing factor between high-performing sales professionals and it will become even more important in the future.
What did you learn from selling in a recession and are you prepared to make changes in order to make 2010 a great year?
Kelley Robertson, author of The Secrets of Power Selling helps sales professionals close more sales with less effort. Kelley conducts workshops and speaks regularly at sales meetings and conferences. Receive a FREE copy of 100 Ways to Increase Your Sales by subscribing to his free newsletter at www.Fearless-Selling.ca.
Thursday, February 11, 2010
Sales Lessons Learned from a Recession
A lot has happened in the past year, and instead of trying to forget about it, sales trainer Kelley Robertson suggests you learn from it!
The past year was definitely interesting. Some sales professionals prospered while others suffered. I spoke to one person who doubled his income - and he works in automotive sales! Yet, another well-established person experienced a decline of more than fifty percent in his sales. There are several key sales lessons that can be learned from selling in a recession. These will help you succeed in the upcoming year.
Companies are Leaner
This has been an ongoing factor for many years with continual downsizing and cut backs. However, the recession forced many companies to scale back even further than they normally would have. This has resulted in an extremely lean workforce.
What does that mean for salespeople?
It means people are stretched even further and busier than ever before. It means it will become even more difficult to connect with decision-makers. It means projects will be put on hold because people will be too busy to implement them. You need to find a way to help your customers deal with this. Make your solutions easier. Assist with the implementation. This also means respecting their time when you meet. If you have sixty minutes allotted for your meeting but you can wrap it up in forty-five, then do so. Your customer will appreciate it and it will help you stand out from the crowd.
The Buying Process Has Changed
There is no question that decision-makers in corporate America have changed the way they make buying decisions. Caution is now a standard business practice and I suspect that it will remain that way for years to come. This means you need to become more adept and proficient in your discovery process. You not only need to find out who is responsible for the buying decision but also what internal factors your key decision-makers are facing that may derail the sale or prevent the process from moving forward.
This has always been part of the sales process. However, it is even more critical to uncover this information as part of your discovery process. The sales professionals who get this will outshine their colleagues and competitors.
Check back tomorrow when Robertson continues with more lessons from the recession.
As President of The Robertson Training Group, Kelley has helped thousands of professionals improve their business results with his engaging approach to sales training and speaking. Learn more at www.robertsontraininggroup.com
The past year was definitely interesting. Some sales professionals prospered while others suffered. I spoke to one person who doubled his income - and he works in automotive sales! Yet, another well-established person experienced a decline of more than fifty percent in his sales. There are several key sales lessons that can be learned from selling in a recession. These will help you succeed in the upcoming year.
Companies are Leaner
This has been an ongoing factor for many years with continual downsizing and cut backs. However, the recession forced many companies to scale back even further than they normally would have. This has resulted in an extremely lean workforce.
What does that mean for salespeople?
It means people are stretched even further and busier than ever before. It means it will become even more difficult to connect with decision-makers. It means projects will be put on hold because people will be too busy to implement them. You need to find a way to help your customers deal with this. Make your solutions easier. Assist with the implementation. This also means respecting their time when you meet. If you have sixty minutes allotted for your meeting but you can wrap it up in forty-five, then do so. Your customer will appreciate it and it will help you stand out from the crowd.
The Buying Process Has Changed
There is no question that decision-makers in corporate America have changed the way they make buying decisions. Caution is now a standard business practice and I suspect that it will remain that way for years to come. This means you need to become more adept and proficient in your discovery process. You not only need to find out who is responsible for the buying decision but also what internal factors your key decision-makers are facing that may derail the sale or prevent the process from moving forward.
This has always been part of the sales process. However, it is even more critical to uncover this information as part of your discovery process. The sales professionals who get this will outshine their colleagues and competitors.
Check back tomorrow when Robertson continues with more lessons from the recession.
As President of The Robertson Training Group, Kelley has helped thousands of professionals improve their business results with his engaging approach to sales training and speaking. Learn more at www.robertsontraininggroup.com
Wednesday, February 10, 2010
Do You Really Get It?
Sometimes traditional networking gets a bad rap - after all, just having someone's business card does not mean you know them - or can ask for a favor! Today business growth expert Diane Helbig serves up a networking reality-check.
A friend of mine called me the other day to tell me about a 'networking' experience she had. She met a man at an event and they exchanged cards. The man then contacted her and said he'd like to meet for coffee to get to know her business better.
So far, so good.
Unfortunately, when they met he started into his pitch. He monopolized the conversation and spent the entire time talking about his business, how it could help her, and how it could help her clients. Instead of creating interest he had completely turned her off.
Now this concerned me because I know this man and thought he understood the art of networking. Apparently, I was wrong.
The question becomes, do you really get it? Do you really understand that networking is about relationship building, about learning about the other person so you can refer them when possible?
Here's a checklist you can use when you enter a conversation to make sure you are keeping on track:
1. Do I know what this person does?
2. Do I know what they believe?
3. Do I know why they do what they do?
4. Do I understand the value they bring to their clients?
Notice I have not said anything about YOU! The checklist does not include whether you have told them anything. It does include guidelines for how much you are learning about the other person.
Before you open your mouth, ask yourself if what you are about to say or ask will answer one or more of the above questions. If not, your focus is in the wrong place.
Now go network!
Diane Helbig is a Professional Coach, and President of Seize This Day Coaching. She works one-on-one and in groups with business owners, entrepreneurs, and salespeople. Visit her website at www.seizethisdaycoaching.com
A friend of mine called me the other day to tell me about a 'networking' experience she had. She met a man at an event and they exchanged cards. The man then contacted her and said he'd like to meet for coffee to get to know her business better.
So far, so good.
Unfortunately, when they met he started into his pitch. He monopolized the conversation and spent the entire time talking about his business, how it could help her, and how it could help her clients. Instead of creating interest he had completely turned her off.
Now this concerned me because I know this man and thought he understood the art of networking. Apparently, I was wrong.
The question becomes, do you really get it? Do you really understand that networking is about relationship building, about learning about the other person so you can refer them when possible?
Here's a checklist you can use when you enter a conversation to make sure you are keeping on track:
1. Do I know what this person does?
2. Do I know what they believe?
3. Do I know why they do what they do?
4. Do I understand the value they bring to their clients?
Notice I have not said anything about YOU! The checklist does not include whether you have told them anything. It does include guidelines for how much you are learning about the other person.
Before you open your mouth, ask yourself if what you are about to say or ask will answer one or more of the above questions. If not, your focus is in the wrong place.
Now go network!
Diane Helbig is a Professional Coach, and President of Seize This Day Coaching. She works one-on-one and in groups with business owners, entrepreneurs, and salespeople. Visit her website at www.seizethisdaycoaching.com
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