Sales and Sales Management Blog

May 30, 2012

Four Hours a Day Guaranteed to Make You a Successful Seller

Filed under: career development,prospecting,sales,selling,success — Paul McCord @ 10:17 am
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 There have been hundreds of millions—billions and billions if not trillions and trillions—of words written about how to become a successful seller.  Who knows how many tens of thousands of books and millions of articles have been written in the sales area? In my 30 plus years of selling I’ve read hundreds of the books and thousands of the articles.  I’ve even written three books myself and written hundreds of articles.  All of it designed to deal with one simply action—making a sale.

Some of these books and articles are quite profound with wonderful charts and diagrams designed to show the flow of a sale or the relationship between different parts of the sale or to expound and clarify how buyers and sellers interact.  Others are less complex and more immediately applicable, usually dealing with specific segments of selling.

Whether the work is simple or complex, a short article or a tome rivaling War and Peace, the supposed goal is the same—help the reader sell more.

We’ve broken the sales process into miniscule pieces and then put back together again.  We’ve developed numerous theories of the sales process.  We’ve analyzed how buyers buy, how sellers sell, and how sellers shouldn’t sell but instead help buyer’s buy.

We’ve done so much talking and writing that at this point 99% that is said and written is nothing more than a rehash of what has already been said and written.  I honestly don’t know if I’ve read an original thought in any book or article I’ve ever read.  In fact, it is highly likely I haven’t.

All of this is not to condemn the thousands of books and millions of articles.  I personally think they are needed as they not only appeal to different men and women, the same message in one book or article may not resonate with a reader whereas the same message in a bit different format in another book might really communicate.

But in the end, as much as we sometimes like to intellectualize our profession, we’re not dealing with rocket science.

And in the end, there are still a few actions that if done and done religiously will virtually guarantee success.

Let me suggest a four hour daily routine that if carried out will produce a pipeline bursting with top prospects—and sales.

In fact, if you implement this four hour daily routine you’ll soon find yourself trying to figure out how to maintain it as you’ll be so busy with the business of selling that you’ll struggle to keep feeding the pipeline.

Hour One: Research
Spend one hour a day researching prospects.  Most sellers know little to nothing about the prospects they contact.  They don’t know much about the prospect company or its niche, much less much about the prospect himself or herself.  Most of the time, they don’t even know if the targeted prospect is really the individual they need to be speaking with.

The more you know about your prospect, the better chance you have of making a meaningful contact.  When connecting with a prospect you have only a few seconds to make an impression and to capture their interest.  If you can’t do that within a few seconds, your chances of moving them along to an eventual sale are cut by more than half.

Know your prospect.  Know who they are, what they do, what’s important to them, what their successes have been—and their failures.  Know where they are going and where they’ve been.  Know what kinds of companies they work with.  Know who they are and who they want to be.

To do this takes research.  Fortunately there are wonderful research tools on the internet and a great many of them are free starting with Google and Bing and then moving on to LinkedIn, Facebook, Twitter, and many other sites that can provide a massive amount of pertinent information.

Hours Two and Three: Make Calls
Two hours a day of speaking to new prospects is far more than most sellers spend—but in reality still barely enough.

Let’s clarify the word “calls.”  By calls I don’t necessarily mean cold calls or even phone calls.  Calls can be calls to referred prospects or could be cold walking or could be warm calls to people you’ve met in a social setting.  Calls are simply contacts with prospects, no matter how you find those prospects or how you connect with them.

Even though the how of connecting isn’t important, how the two hours are spent is extremely important.  Sitting at your desk and dialing the phone every 7 to 10 minutes with lots of shuffling of prospect cards or flipping through CRM records in-between doesn’t qualify as two hours of making calls.

Two hours is exactly that—a solid two hours of making contact.  You make a call and don’t get anyone, don’t put the phone down but instead make the next dial.  You walk into an office and there’s no one to talk to, walk out the door and right into the next door.

Many of us fool ourselves into thinking we spent time prospecting because we were at the desk for two or three hours when in fact we only made a few dials and only spoke to two people. 

That’s not prospecting, that’s wasting a morning or an afternoon.

Hour Four: Follow-up
What do you do with all those people you’ve spoken to but who aren’t really moving along the pipeline?  You don’t do what most sellers do—you don’t drop them and let them die from inactivity.  You follow up.

During your initial conversation with a prospect, try to find an area or reason for follow-up.  Maybe you need to supply more information, find an answer to a question, or research a competitor.  Maybe there has been a recent trigger event that provides for a follow-up call.  Maybe your research uncovers new information that your prospect should know about.

Spend at least one hour a day following up with those prospects in your database that are good prospects that you haven’t been able to move along.  Every prospect should be contacted at least quarterly if possible.

Spending four hours a day prospecting will fill your pipeline.  Yes, for many it isn’t the most pleasant four hours of the day–but it is the most important four hours.  You cannot make a sale without prospects and since they aren’t beating your door down to talk to you they won’t become clients unless you take the initiative and contact them and then make the follow-up contacts to eventually bring them into the fold.

I encourage you to buy and read all the great books on selling (and, of course, in particular my books), as well as the many tremendous articles that are published daily.  But in the end, remember that your success is really based on finding and connecting with great prospects—and you have to invest daily in doing exactly that. 

Take four hours a day to build your business and you’ll find that magically you’ll be successful.

May 18, 2012

It’s Time We Get Right with Our Words

Filed under: career development,Communication,sales,selling — Paul McCord @ 11:35 am
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Almost every sales seminar or workshop I go to and the majority of sales books I read at some point talk about the need to address the prospect’s or client’s emotional side; that sales, all sales, are at their heart emotion based decisions.  And with that statement, for many the doors to manipulating the prospect are flung wide open.

Language and emotion are so important in sales yet we seem to take them so lightly.  Most sales books, seminars, and courses spend little to no time addressing language and how to use it ethically.

Most of us pick up our use of words and language on the fly, not really understanding the forces behind it.  If we discover something that seems to work we use it, never asking whether it is a legitimate use of language or whether it is nothing more than a cheap way to manipulate.

I suggest that every seller take the time to head back to your local community college or the university in town and take three courses that will help you clarify how you are using the words you use–and in addition will give you some powerful new tools to use when putting together your prospect solutions, not to mention the advantages you’ll gain in terms of constructing your presentations.

The first course would be a good course in Rhetoric.  Many schools call their basic composition class a rhetoric class.  That isn’t the class I’m speaking of here.  Rhetoric is the study of the art of argumentation and discourse with the aim of improving one’s ability to persuade, influence, and motivate–ethically.  You’ll acquire tools that will help you become a better communicator and you’ll be able to recognize some of the flim flam manipulation strategies used in marketing (and heaven forbid, by sellers also).

Next I would suggest an Introduction to Logic course.  Although it is true that emotion plays a strong part in the sales process, so does logic, especially in more sophisticated sales environments.  A course in logic can help attune you to how easy it is to go awry when constructing an argument.  You will learn about deductive and inductive reasoning along with consistency, validity, and completeness, as well as learning about logical fallacies of which there are a ton.  And to your delight, you’ll have the joy (sarcasm here) of analyzing syllogism after syllogism after syllogism. The important thing is you’ll learn how to recognize logical inconsistencies and how to construct an argument that holds together and leads to a logical conclusion.

After your introductory course I’d advise you go one step further and take a symbolic logic course.  You’ll get further immersed in the rules of logic and go well beyond the syllogism.  After this class you should be able to recognize logical fallacies and be able to knock those false arguments down.  (And if you’re not good at or are afraid of math you need not know that this is a course taught in conjunction with the math department and is usually a senior level math class.)

Of course none of these courses are necessary to be a seller–or to be a top seller.  But I guarantee they will make you a better seller.  Take a look at your local college or university’s offerings and register for a class next fall.  You will be glad you did (but maybe not until after the semester).

April 23, 2012

Sales Lessons from the Two Best Sellers I’ve Ever Seen

Filed under: career development,sales,selling — Paul McCord @ 10:10 am

I wrote this post about four years ago and am bringing it back as a reminder that what we do really isn’t nearly as complicated as we sometimes make it out to be.  In essence all we need is a solid process and a good understanding of human nature, both of which we can learn a good deal about from Mr. B.J. and Ms. Chloe.

In just under 30 years in sales I’ve had the opportunity to meet thousands upon thousands of salespeople. Some have been very good, many not so good, and a few phenomenal. But there are two that I know that are simply the best salespeople I’ve ever met. They work as a team and their closing ratio is well over 90%–most of the time with additional add-on sales to boot. I can honestly say that I’m not aware of a single serious prospect that they’ve failed to approach—ever. And they have an incredible ability to always be in the right place at the right time.

Many times we tend to overcomplicate things. We analyze things to death. We search for the smallest nuance, the tiniest little thing that might give us a bit of an edge, a little bit of an upper hand in nailing down a sale. We sometimes lose sight of the basic nature of selling which is to find a prospect, develop a relationship, make our case, overcome their objections, and close the sale. That’s the basics of a sale no matter what we sell. Of course there are twists and turns, some more complicated than others. But in the end, that’s what we all do.

Mr. B.J. and Ms. Chloe understand this concept better than any other salespeople I’ve ever met. More importantly, they don’t try to complicate it and they practice their craft religiously and are constantly honing their skills. And for their diligence, their highly honed skills, and commitment to being where their prospects are, they are rewarded with a fat income.

So, who are these top producers and what secrets have they learned?

Mr. B.J. is a miniature dachshund and Ms. Chloe is a miniature Yorkie. OK, yes, they’re dogs. Don’t let that fool you. They are also highly skilled salespeople with the highest close ratio I’ve ever seen, with a sense of timing we humans can only envy, and with a dogged persistence in asking for the order that puts us human salespeople to shame—rejection doesn’t bother or discourage them in the least.  If they fail with one prospect, they know another is right around the corner.

But our lessons come from their sales process. As mentioned previously, it is basic. No fancy tricks, no deception. (In the spirit of full disclosure I have to mention that in their sales process there is tons of manipulation which is unethical for human sellers but appears to be a perfectly ethical sales practice in the animal world.)

Their Process:

1. Going to where their prospects are: Mr. B.J. and Ms. Chloe are always prospecting. They have two prospecting methods—cold calling and waiting for the occasional walk-in prospect. Since they don’t like to rely on the happenstance of walk-ins, they spend a good deal of time cold calling.

Cold calling consists of keeping a close tab on the neighborhood for any prospect—prospects being anyone outside.

Upon spying a prospect both are eager to introduce themselves. They wait for an appropriate opportunity and approach for the introduction. Since our block is a favorite for walkers and joggers throughout the neighborhood, they are in a constant prospecting mode, meeting dozens of potential customers daily.

If they are in the house, they are ever aware of anyone going into the kitchen. The kitchen is where sales are made and they make sure that at least one of them has the kitchen covered at most times—but since they don’t trust the other to let them know if someone is approaching the kitchen, they are generally both positioned to keep an eye on that most important room.

2. Building relationships: Upon meeting a new prospect they concentrate on establishing a relationship, with the initial emphasis on understanding and addressing the prospect’s needs and wants. Relationship building typically entails a great deal of licking and kissing, demonstrating their sincerity and trustworthiness, as well as their eagerness to please.

They don’t rush the sale. They are content to move at the prospect’s speed, allowing them to become comfortable with the relationship before pressing for an order.

3. Making their presentation: For B.J. and Chloe, moving from the initial connection stage to the presentation stage can sometimes be a bit abrupt, somewhat like some of our less skilled human salespeople–although in this case it appears to be quite effective.

Their presentation tends to consist of sniffing the food or drink the person may have, smelling the prospect’s hands or breath for traces of food, or, if called for, dissolving into pathetic, irresistible sad-eyed looks.

4. Asking for the order: Once they’ve made their presentation, they ask for the order with lots of jumping up and down, barking and whining, and running around the prospect. No one ever fails to understand the request.

5. Overcoming objections: Neither B.J. or Chloe are willing to accept a no. An objection simply means they have not made their case persuasively enough. Upon hearing no they simply brush it off and their kisses, loving, jumping, barking, running around the prospect, and their big doe eyes become even bigger, their mournful looks become even sadder.

It takes nerves of steel to resist them and few do it successfully.

6. Asking for the add-on order: Once the prospect has bought and provided a treat, they have opened themselves up for the add-on sale. The add-on tends to be a more subtle sale than the initial sale, taking the form of nudging the bag the original treat came in or rubbing on the prospect’s leg.

7. Maintaining relationships: After they secure a new client, they make sure they follow up with regular visits and a consistent flow of kisses and leg rubs.

Their sales process is incredibly simple and straightforward. Their reward is a consistent flow of treats from our neighbors, walkers, joggers, and of course my wife and me. They’ve even managed to teach some of the neighbors what their favorite treats are (dried chicken strips, unshelled peanuts—they love to shell the peanuts themselves although it makes an incredible mess, and string cheese).

We may not be as cute as Mr. B.J. and Ms. Chloe. We may not be able to manipulate (and manipulation is never a valid part of selling for us humans) prospects as they do. But if a dog that can’t speak can follow this simple process and make tons of sales, we should be mindful that this isn’t rocket science. Their secret is simple—they meet lots of prospects, develop relationships, make a compelling presentation, overcome the objections, and ask for the order.

Yes, our sales are more complicated. No, we don’t have the cute factor working for us as they do. But we have the same opportunity Mr. B.J. and Ms. Chloe have. We have the same time to work with—they get all of their prospecting and selling done in about 6 to 7 hours. And in a bigger, more complicated form, we have in essence the same process. All we have to do is to be as committed to our success as they are to theirs.

March 26, 2012

Four Common Destructive Sales Management Styles

Filed under: career development,management,Sales Management,success — Paul McCord @ 1:42 pm
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I’ve had the privilege of working with many new managers whose company hired me to help them transition from seller to manager or to work with existing managers to become more effective.  One of the recurring issues I’ve discovered is a misunderstanding of what a sales manager is.

Whether I’m working with a newly promoted seller into a frontline sales management position or an established sales leader, I often find someone with a warped and destructive idea of what a sales manager’s work is. 

Generally I find these misguided managers have adopted one of these four destructive management styles :

The Clone Coach:  A common tendency of great salespeople when promoted to manager is to believe that if they could just train all of their salespeople to be mini-me’s of themselves then everything will be great—the salespeople will be happy, they’ll make their numbers, management will be thrilled, customers will be loyal forever, and the new manager will be promoted again in no time.  Thus, the new manager sets out to coach every seller on his or her team to do exactly what they did to be successful without regard to the individual salesperson’s experience level, knowledge, personality, or skills. 

Typically the harder the manager tries to “coach” each of their salespeople to mimic the way they sold, the more frustrated each seller becomes and the more resistant to being “coached.”

Although the manager may succeed in creating one or two clones, they will alienate the majority of their team and eventually there will be a breakdown of trust and cooperation.

The Super Seller:  The Super Seller is the star salesperson who when promoted to manager tells his or her salespeople to forget about selling, “you get the prospects, I’ll sell ‘em” is the crux of their management style.  They haven’t the slightest interest in seeing their salespeople grow as sellers; their only interest is making THEIR numbers because it’s all about them.

Salespeople languish and eventually wither and die under a Super Seller for they not only have no chance to grow, if they do decide to exercise selling skills they are typically scolded for the perceived sin of costing the manager potential scalps on his or her lodge pole.

Although the manager may appear successful to upper management if judged only by the numbers, she is judged a complete failure and is resented by her team which typically suffers large turnover and discontent.

The Disciplinarian:  Less prevalent that the two previous management styles but equally dangerous is the manager who comes in with the attitude of “I’m going to whip these lazy good for nothings into shape if it kills me.”  Most typically it does kill—both the team members and the manager.

The Disciplinarian usually has a chip on their shoulder and disrespect for those they “manage.”  This manager views himself as being not only a superior seller to his team members but also more dedicated to the company and his job than they are. 

Sales teams under the thumb of the Disciplinarian suffer from morale issues that eventually result in high turnover and often outright rebellion. 

The Pal:  The Pal manager has most often been promoted from within the team and is friends with the majority of team members.  The Pal’s transition from peer to manager changes virtually nothing in the team’s relationships as the salespeople have a difficult time making the transition to viewing their old friend as their manager and the new manager has a difficult time now having to hold her former team peers accountable for their actions.

Instead of making the transition from peer to manager, the new manager makes a transition from peer to Super Friend, becoming the advocate extraordinaire for her team mates, protecting them and covering for them no matter what.  The Pal is committed to her friends and is most concerned about how they feel about her rather than managing them. 

Unfortunately for most managers who take on the role of The Pal, the lack of discipline and accountability results in the team members taking gross advantage of them—to the point that often their tenure as manager is very short lived.  . 

The common denominator that binds all four of these management styles together is a focus by the manager on themselves and their wants and needs.

Certainly managing entails coaching, and disciplining when necessary, as well as helping close a sale here and there; and needless to say making the numbers is important.  But managing involves far more than these few traits and it becomes destructive when the manager becomes completely focused on their own needs and their perceived success rather than their team’s growth and performance.

One of the keys to being a successful sales manager is having a solid understanding of human nature and in particular understanding what makes each team member tick.  More than anything else, sales management is about leadership, not about control or being the big shot or even just making the numbers.

Manager, if you see yourself locked into any of these management styles, by all means seek out a quality coach or find a quality management training company and start the process of becoming a strong manager.

Seller, if you find that you are working for one of the above managers, consider your situation carefully and make a conscious decision as to whether you want to continue in such a situation where your growth as a salesperson may be stymied and you may live in a constant state of frustration.

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March 23, 2012

Can It Get Any Stranger?

Filed under: business,career development,marketing,Personal Marketing,sales,Sales Failure,selling,small business,success — Paul McCord @ 11:37 am
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We humans are funny animals.  We tend to do the same things over and over, no matter what the consequences.  Although we are admonished to learn from our mistakes, more often than not we continue to make the same mistakes time after time.  Maybe not the big obvious mistakes, but the little ones that we don’t notice we keep doing and doing.

Doesn’t it seem reasonable that if we’re doing something that has a negative outcome that we’d stop doing it?  Even more fundamental, doesn’t it seem reasonable that we’d notice that what we’re doing isn’t working?

Seems reasonable. 

But strange as it seems, our lives are full of things that have negative consequences yet we continue to do them. 

Some of these negative things we may be aware of and consciously choose to do anyway with such as smoking, overeating, or taking a tad too many nips of the juice.. 

Nevertheless, there are whole hosts of actions we take that have negative consequences of which we are completely ignorant.  We’re ignorant of these negative consequence actions not because we’re blind, or stupid, or too lazy to see them.  We’re ignorant because we have never examined them to see what the consequences of those actions really are.  We do them because we’re ‘supposed’ to do them or because that’s the way we’ve always done it.  We do them out of ignorance.

Unfortunately, that same ignorance that invests other parts of our lives, worms its way into our sales careers as well.  We do the things we’ve been told are the right things to do or we do them in the way we were told was the right way to do them.  And when the outcome of those actions isn’t what it’s supposed to be, we blame ourselves or chalk it up to bad luck or bad timing.  Worse, we decide the answer is to do more of those actions believing that if we do them more often and with more conviction, the outcome will definitely be better, right?  After all, weren’t we told that those were the right actions, so then the problem must be we simply aren’t doing them long enough or hard enough, never examining them to see if the problem might be with them, not with us.

So our solution is to do more of what doesn’t work.

Can it get any stranger? 

Yet, that is how the vast majority of salespeople run their sales careers.

Cold calling not working?  Make more cold calls.  Not closing enough sales?  Push for the sale harder.  Not meeting enough prospects at the networking events you go to?  Go to more events.  The direct mail piece you sent not producing results?  Send out more. 

The answer is always more of the same.  Do more of what’s not working and it’ll work. 

What a strange business we’re in.  What other business is there whose answer to the things that aren’t producing results is to do more of it?

Do you think that if the owner of a restaurant decided he wasn’t selling enough fish the answer would be to cook more fish?  Or, if the radiology treatment a physician has prescribed isn’t working they would just prescribe a larger dose without first examining why it isn’t working?  Of course not.  The restaurateur would want to know why he wasn’t selling more fish and he would figure out how to generate more customers who order fish or he would change his menu to reflect the tastes of his customers because if he tries to continue to force fish on his customers, he’ll be out of business.  Likewise, instead of just prescribing a bigger dose of the same radiology treatment, the physician will seek to discover why the treatment isn’t working and change her prescription accordingly. 

Neither the restaurateur nor the physician is just going to say, “oh, well.  What I’m doing isn’t working so I’ll just do lots more of it.”  We’d think they were nuts if that were their answer.

Yet, that’s the answer most salespeople come up with when their sales career isn’t progressing in the direction they want.  And the strange thing is few of their associates or their manager thinks they’re crazy for simply doing more of what doesn’t work.  In fact, they are often the salesperson’s biggest cheerleaders egging them on to do exactly those things.

Can it get any stranger?    

Why would a rational person decide the answer to correcting something that isn’t working is to do more of what isn’t working? 

Although there are a number of reasons such as the advice they are getting from their sales manager, many of the sales books they read, and their associates, all assuring them that all they need to do is make more calls, push harder for the sale, send out more direct mail pieces, often the real culprit is that they have no idea what they are doing that is working and what they are doing that isn’t working.

Salespeople for the most part tend to work off gut feeling.  “I feel that my cold calling isn’t producing the desired results.”  “I feel that my closing skills are really good, I just don’t feel that I’m getting to make enough presentations.”  “I feel that I’m getting a lot of referrals, they’re just not very good.” 

Working off gut feeling is a surefire way to feel–and be–broke. 

The problem is few salespeople take the time and put in the effort to examine their sales business in detail to discover what they are doing that is really producing the results they want—and what they are doing that isn’t.  Few salespeople know exactly:

  • What activities they are investing the majority of their time in
  • The characteristics of the prospects they really connect with
  • Where their sales–not their prospects but their sales–are coming from
  • What prospecting and marketing methods are actually producing sales and not just bodies
  • What they are doing in the sales process that is working and what isn’t, furthermore, most have no real idea of what their sales process is
  • Or know exactly how many qualified prospects they talk to, how many of those prospects bought, what specific products or services they bought, why the prospects bought—or didn’t buy

In order to run a business, the business owner must have a thorough knowledge and understanding of their income statement and their balance sheet.  Those two documents tell the business owner what’s really going on in their business.  They tell them not only how well they are doing, but where to invest more time and money, they warn of potential problems, and they reveal new potential opportunities the business owner might not otherwise have seen.  The balance sheet and income statement are the history of the business and the business’s history tells the business owner what’s going to happen in the future—good and bad–unless the business owner makes changes to the business.

Salespeople need the same roadmap as any other business owner.  Salespeople are not employees—despite getting a W2.  Every salesperson is self-employed.  They run their own sales company.  For those salespeople who are W2’d, it just happens they have only one client—the company they are currently selling for.  Like any business owner, they must have a historical document that alerts them to problems–as well as opportunities.

Rather than having a balance sheet and income statement, salespeople must take the time and invest the effort to reconstruct their sales and marketing history in numerical form.  They must create a document that informs them of not what they think or feel has happened in the past, but tells them exactly what has happened.  Such a document will tell them in no uncertain terms where they have really spent their time; what they have really done in terms of prospecting and marketing; who their ideal prospect really is; what prospecting and marketing methods are really working; what their closing ratio really is; and a great deal more.  And it tells them that if they continue doing what they’re doing, exactly what will happen in the future.  On the other hand, it will also tell them exactly what changes must be made in order to change their future.

If a sales history document is so powerful, why do only a handful of salespeople have one?  Although one of the most powerful tools any salesperson—and their manager—can have, reconstructing one’s sales and marketing history is tedious, takes a good deal of effort, and for many the results are very uncomfortable. 

If you are serious about changing your sales business, you must learn to run it like a business and to take full responsibility for what you do, why you do it, and how you do it.  You can’t do that unless you know–and you can’t know by guessing or going on gut feeling.  You can’t change your career if you simply continue to do what you’re doing. 

For salespeople, finding and selling quality prospects is how they make a living.  Yet, most leave their success or failure up to chance and gut feeling.  Can it get any stranger than that?  You don’t have to be like 85% of all other salespeople who meander along with no real idea of what to do to be successful. 

Sit down and do a thorough review of your prospecting, marketing, and selling activities for a reasonable period, say a year.  Dig out your records of what you did and exactly what activity produced what business.  Figure out what produces business and why.  Likewise, figure out what you’re investing time in that isn’t producing business—and why. 

Once you know those two things you can begin to put together a solid plan to exploit those things that are producing for you and take corrective action on those things that aren’t.

Once you’ve done that, you’ll be in control of your sales business and you’ll no longer have to wonder where your business will come from—or if it will come.

follow me on Twitter at: @paul_mccord

March 14, 2012

Act the Part to Become the Part

Filed under: attitude,career development,success — Paul McCord @ 4:13 pm
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I often hear complaints from both new and experienced sellers that they don’t know how to become successful. 

The key questions is always, “what do I need to do to become successful?”

When I ask, most say that they have some very successful sellers in their company, while others indicate that although they may not have any high production sellers in their office, they still know at least one highly successful seller that they are in regular contact with regularly.

My answer  to them is simple:”Act the part to become the part;” that is, do the things successful salespeople do and act the way successful salespeople act and you’ll stand a very good chance of becoming successful also.

Seldom do I run into a seller that is satisfied with that answer.  Rather than getting a simple “OK,” I get a ton of reasons why that is a stupid answer. 

As soon as I make that statement I know what I’ll hear:

“How am I supposed to act like that when I’m new and just started?”

“I can’t act like that because I don’t know what I’m doing.”

“That’s crazy.  I can’t act like I’m successful when I’m just barely getting along.”

“If I act like I’m successful I wouldn’t be being genuine.”

Now, of course, these reactions aren’t always stated exactly as those above, but the bottom-line is always the same—they can’t do the things successful salespeople do because they aren’t currently successful.

Well, if they’re not doing the things successful salespeople are doing, then they must be doing the things unsuccessful sales people are doing. 

And they wonder why they’re not successful?

If you really want to become successful as a seller, find a successful seller that you admire and respect and begin closely observing what they do and how they act.  More than likely you’ll notice a few thing such as confidence, a thorough knowledge of their products and services, a commitment to gain all the sales and product training and coaching they can possibly get, a willingness to admit when they don’t know something along with a promise to find out, and a desire to help their prospects and clients solve issues and meet needs.

You’ll also more than likely not find a few other things, such as being self-centered, a fear of rejection, a single minded focus on money, or a know-it-all attitude.  Unfortunately, much of the time these negatives are easily found in those very sellers wanting to know how to become successful.

It really isn’t that hard to figure out that if you do what the successful sellers are doing you’ll probably have a great chance at being successful. 

If, however, you’re doing what the unsuccessful sellers are doing, you’ll have an even better chance of continuing to be unsuccessful

If you’re not reaching the level of success you want, you can continue doing the things you’re doing that aren’t getting you where you want to be, or you can simply act the part to become the part, that is, act like a successful seller and you’ll become a successful seller.

So, rather than continuing as you are, find someone you respect, observe them carefully and then do the things they do and act the way they act.  Over time you’ll find that it’s a whole lot more fun acting—and becoming—successful than it is watching the successful sellers leave you behind.

Connect with me on Twitter:  @paul_mccord

March 7, 2012

Your Attitude Is Showing–Is It Killing Your Sales?

Filed under: career development,sales,Sales Failure,selling — Paul McCord @ 11:46 am
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Whether we like it or not, whether we want it to happen or not, whether we believe it or not, our attitude toward our job, our attitude toward our product or service, and especially our attitude toward our prospects and clients is telegraphed to our prospects and clients through our voice, our body language, and the words we choose.

And, again, whether we like it or not, our attitude has a direct and often disproportionate bearing on whether or not we close the sale. 

Over the years I’ve had the privilege of working with thousands of sellers.  I’ve seen all kinds of attitudes.  I’ve run across sellers who were genuinely honored to work with their prospects and clients, others who were true believers in their product or service, others who had a servant’s heart and were anxious to be of service to their prospects, and others who were excited to be a part of their company’s success. 

The prospects of these sellers pick up quickly on the seller’s enthusiasm and confidence.  The seller’s prospects and clients are to some extent influenced by the seller’s attitude and are more likely to have a positive view of not only the seller but also their products and services. 

On the other hand, I’ve met sellers who were only going through the motions, who looked upon their prospects and clients as nothing more than a checkbook, who hated their product, service or company, or who simply hated the very act of selling.  Almost all of these men and women knew their attitude was damaging their careers and sales efforts.  Most were too lazy or fearful to address the issues or to find more appropriate employment. 

Just as positive begets positive, negative begets negative.

But I’ve found two attitudes to be particularly destructive simply because most of the individuals who exhibit these attitudes don’t seem to understand how damaging their attitude is.  In fact, those who have one of these attitudes are convinced that their attitude is a major asset when dealing with prospects and clients.

These two attitudes are on opposite ends of the spectrum, but both are far too prevalent and both are extremely difficult to eradicate:

Fear: Fear of failure, fear of rejection, fear of getting fired, fear of not being able to pay the rent, fear of going back to the office empty handed are all common fears with sellers and they all send out an unmistakable beacon to the men and women these sellers try to connect with.  And that fear kills sales.

The problem with fear is that although the prospect or client picks up on the fear, they have no idea the source of the fear and can easily mistake it for something more ominous such as an attempt to lie or cheat or even an attempt to scam the buyer. 

Fear is sensed almost immediately and sends up red flags in the prospect that tells them to proceed slowly and with great caution.  Further, the seller’s fear simply reinforces the natural fear that many buyers experience when making a purchase, making it even that much more difficult for the buyer to pull the trigger and make a positive purchasing decision.

The only cure for fear is developing confidence.  Confidence comes through developing the skills and experience to be successful.  Fear is often attached to a lack of preparation, training, and coaching. 

Fortunately, fear can be overcome, but too often it is simply allowed to fester to the point the seller either moves to another career choice or the company lets them go. 

If you or one of your sellers suffers from fear, address it immediately and get them on a training and coaching path to replace their fear with a solid self-confidence.

Arrogance: Just as deadly in sales but more difficult to address is the attitude of arrogance and disrespect for the buyer. 

Arrogance comes across in many ways.  I’ve heard comments from sellers such as: “He wouldn’t take my cold call and I’m a customer of his company.  I told his secretary that he owed it to me to talk me and any other seller who called,” “I finally got an appointment with the jerk.  I’m going to be a few minutes late just to let him know I’m not so impressed that I’m going to fall all over myself just because he said yes to seeing me,”  “He thinks he knows more than I do.  He’ll pay when it comes time to sign a contract,” and hundreds of other comments that indicate the seller thinks the buyer either owes him something or that he has little respect for the buyer.

The biggest problem with arrogance is most sellers with an arrogant attitude believe that their attitude is an asset, one that exudes confidence and power.  In reality arrogance is usually covering up some other issue whether a lack of confidence, a fear, or a personality or character defect. 

I’ve seen this attitude in a great many men and women who were at one time top sellers and who are now struggling.  It seems their way of coping with their lack of success is to become boastful and arrogant.

I’ve also encountered this attitude with relatively new sellers who very quickly were very successful and bought into the idea that they were in some way special.  Their quick success just as quickly went to their hear—and often their success quickly turns into struggles as they fall back to earth.

Whatever the root cause, prospects and clients pick up on the attitude quickly and when they do, their natural defense mechanisms come up, making it almost impossible for the seller to close the sale.

Dealing with a seller suffering from arrogance is very difficult simply because it is so difficult to get them to understand they are their problem.  Most arrogant sellers have bought into the BS they spout.  They have become believers in their own trash talk.  Not that they actually believe they can outsell and outperform, but rather that they are better than those they try to sell to and they deserve the respect they try to demand from others.  Ultimately they believe the prospect owes them something.

Are they a lost cause?  Frankly, most are.  However, I’ve seen a few that with heavy coaching and a period of close management have seen the error of their ways and repented from their sin.  Unfortunately, they are the rare exception, not the rule.

If you have either of these attitudes in your sales team (and I’m willing to bet most sales leaders have at least one seller with one of these attitudes) you must deal with them immediately and directly for more than likely they won’t deal with their attitude issue on their own.  Those who are fearful won’t know how to deal with it and those who suffer from arrogance won’t have the slightest idea their attitude is a liability.

If you notice that you suffer from one of these attitude issues, get help immediately.  If you are fearful, get the training and coaching that will give you the basis for developing the confidence to overcome your fear.  If you are arrogant, get with your sales leader and develop a plan that will help your eradicate your malignant attitude before it destroys you and your career.

Connect with Paul on Twitter @paul_mccord

February 26, 2012

In Praise of Failure

Filed under: career development,success — Paul McCord @ 12:44 pm
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In today’s politically correct world the idea there’s no such thing as failure has become so popular that it’s a staple of motivational speakers; sports leagues make sure that every kid feels like a success by giving each a participation trophy; schools teach kids that they didn’t fail, they just weren’t as successful as some other students; and some companies even make sure that every employee, even the biggest screw up, gets a reward for something.

Failure has become a forbidden, four-letter word; one that some think should be purged from the English language, for failure, they believe, destroys ego and can permanently damage the fragile psyche of a kid—or salesperson.  The very word destroys lives.

As a result we have today people entering the workforce who have never failed because they’ve been told that by simply showing up and breathing they’ve succeeded.  Many of these new members of the workforce rudely discover that failure is very much a reality—but instead of taking responsibility for their failure and learning from it, they find a million reasons why it was someone or something else’s fault.

Worse, society reinforces the idea that we cannot fail; we are told it isn’t our fault, instead we are victims of circumstance beyond our control.  We didn’t fail; we were victims.

Teaching the non-existence of failure is one of the most despicable things we can do to someone, as we are setting them up to be devastated when they are eventually confronted with the reality of the consequences of their failure.

The reality is, to put a little twist on a Gordon Gekko line: Failure is Good.

Failure only becomes negative when one accepts it as an end in itself, for there is a huge difference between failure and being a failure—one teaches, the other destroys.

Only through failure can we understand and appreciate success.

Only through failure can we grow.

Only through failure can we be molded into the success we want to be.

Failure is our teacher, our disciplinarian, our coach, and our goal setter.

Although training and coaching combined with time and effort are keys to obtaining the skills needed to become successful, they are in and of themselves insufficient to create a successful person.

If we think of training and coaching as the anvil that the hammer of time and effort beats us against to shape us, the hammering would be useless without the fire of failure to heat us to the point that we can be molded into a success.

If you want to become a success, get to know failure well and gladly take responsibility for it and accept its lessons.  Forget the silly PC denial of reality that failure doesn’t exist.  Instead embrace it as a key ingredient in your current and future success.

Follow Paul on Twitter @paul_mccord

February 24, 2012

Guest Article: To Excel in Selling, by Jerry Acuff

Filed under: career development,sales,selling,success — Paul McCord @ 2:57 pm
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To Excel in Selling
by Jerry Acuff

To excel in selling, you need to continue to sharpen your skills, to learn more about the art of selling and to continue to hone your craft. The truth is that the vast majority of people in any organization, including sales people, do what the company tells them to do in terms of continuous learning and development. So if the company does not provide continual training or opportunities to learn more about selling, most sales people will wind up not working on how to improve.

If you don’t spend the time and effort in improving, then what will happen? Your selling skills will actually decrease over time. Skills are similar to muscles–they will atrophy if they are not exercised continually. If you are not trying to improve, to learn more and to challenge yourself, then it would be difficult if not impossible to maintain the status quo.

If you are truly interested in becoming better—at selling, at engaging your customers, at asking questions, at gaining commitment, then you need to devote time and energy to doing so. That’s probably why blogs and other sources of information are so popular. You don’t need to devote hours to studying each day. But you do need to expose yourself to what the experts are saying, what new tools are available, what researchers are learning about people, how they think and react.  Life is a challenge—there will always be more that you can learn about—and you can always improve. That’s how the top people in any industry—whether it is sports or business or entertainment, stay on top. They are not satisfied with what they have done and accomplished—but know to excel they need to continue to challenge themselves to do better.

So the question to ask yourself is, “Am I satisfied with the opportunities my company provides for advancement?” If you are, then you will likely develop no further than your colleagues that take the same courses for improvement. To truly develop and become the best in your field, stretch yourself. Take courses outside the ones offered by your company, attend seminars in your field of interest, read books and learn what knowledge the experts impart. Not only will you benefit from your learnings and additional expertise, so will your customers. And you will see the results in your sales numbers and by exceeding your sales quota.

 

Jerry Acuff, CEO and founder of Delta Point, has over twenty years of experience in speaking and consulting extensively on the issues of sales and marketing excellence. Jerry’s breadth and depth of experience and expertise has led to his position as Executive in Residence at the Amos Tuck School of Business at Dartmouth College. Jerry has been featured in numerous business magazines (Fortune, Fast Company, Selling Power, etc.) and on MSNBC. Jerry is the author of three best-selling business books: The Relationship Edge, The Relationship Edge in Business, and Stop Acting Like a Seller and Start Thinking Like a Buyer.

January 27, 2012

In 2012 the New Normal in Sales Is . . .

Filed under: career development,sales,Sales 2.0,selling,small business,technology — Paul McCord @ 2:20 pm
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As with the beginning of almost every year we have a number of commentators and pundits proclaiming what the “new normal” is.

We’re told that the old normal was the government strove to keep unemployment below 5% and that the “new normal” is going to be to try to keep unemployment below 7%.

We’re told that the old normal in the auto industry was to try to increase the miles per gallon on a manufacturer’s fleet by selling enough high mileage units to raise the fleet average, and the “new normal” is no longer trying to sell large numbers of high mileage internal combustion engines but to sell hybrids and alternative energy vehicles.

In sales we’re told that the old normal was cold calling, face-to-face meetings with prospects and clients, and using salespeople to find, connect with, and sell prospects, and the “new normal” is that salespeople are an outdated and costly luxury and are, at best, nothing more than an archaic relic of the past that companies just haven’t come to the realization are no longer needed.

Many, including myself, find it amusing to read the “new normal” predictions knowing that for the most part they are nothing more than someone’s attempt to be relevant and gain some attention.

We’ll ignore addressing the issue of the “new normal” unemployment rate and the “new normal” in the auto industry and spend a minute or two discussing the “new normal” silliness in sales.

The “new normal” argument is based on several supposed changes in how buyers buy products and services.

  • One argument is that the Internet has fundamentally changed the way people shop and buy.  Proponents of this position argue that the Internet provides buyers all the information about potential products and services that they used to have to rely on salespeople for, making the salesperson obsolete.  Further, most companies now offer their products and services online, so not only can the buyer get all the information and comparisons they need online, they can complete the purchase online, making a salesperson completely irrelevant.
  • Others argue that in today’s highly competitive market where any company that creates a competitive advantage through product improvement or a more efficient process that reduces price can count on that advantage lasting only a very short time before their competitors catch up and return the market to equilibrium, there’s really no such thing as a competitive advantage.  In such a market all products and services are reduced to commodity status where price is the only differentiator and once price is the one and only deciding factor, salespeople are an unjustified expense whose only significant contribution is to increase the product or service’s cost.
  • And others argue that with the increasing popularity of social media and technology the sellers that are left will never have to leave their homes as they will be able to connect with, develop relationships with, and sell via a combination of social media and tale-meeting technology such as Go to Meeting.  For these commentators the new normal is a world where technology replaces face-to-face meetings and even the telephone.  Sellers who use their car, their phone, or even text are not only behind the times, they’re signing their own death warrant by not learning to adapt to the new reality of business.

Have you heard these proclamations of the”new normal” before?  You probably heard them last year—and the year before that—and the year before that.  This new normal is taking forever to get here but I guess if someone keeps claiming this is the year, sooner or later maybe someone will be right.

But I sincerely doubt it—at least any time soon.

First, let’s look at a couple of statistics that might shed some light on what salespeople are doing.

According to travel statistics, business travel has increased by almost 4% each of the last two years.  I find it somewhat surprising that there’s a significant increase in business travel when supposedly salespeople aren’t traveling.

In addition, every single recruiter I’ve spoken to indicate a significant increase in open sales positions, especially for experienced outside salespeople.

Now don’t get me wrong, I’m not arguing that the sales profession isn’t changing nor am I arguing that social media and technology are not impacting how sellers sell.

My argument is simply that in 2012—and probably for the foreseeable future—there will not be a “new normal.”

  • Almost all sellers will find their offline activities will still be more vital to their success than their social media interaction.
  • Getting out of the office and in front of prospects and clients will still be the primary relationship building and selling format
  • More than likely business travel will increase again this year—and for the foreseeable years to come—including travel by sellers
  • Sales jobs will continue to be created with the corresponding opportunities for both experienced and inexperienced men and women
  • Social media will continue to be an area that sellers need to learn how to effectively engage—but the reality is it isn’t going to take the place of a seller’s offline activities such as cold calling, networking, and seeking high quality referrals and when a connection is made through social media, for it to be effective it will have to be taken offline.

In other words, for now and at least the next few years, the “new normal” will be the old normal.

Do those activities this year that have been successful for you in the past and you’ll be successful again this year.

It’s fun and exciting to talk about the “new normal,” but the fact is not much has really changed.

Human nature hasn’t changed since last year.

The phone still works and people still answer it.

Referrals will still get you more and better business than any other prospecting format.

You will still have to work to develop relationships.

You’ll still have to educate, be a real problem solver for your clients, and bring more value to the table than your competitors.

The world hasn’t shifted on its axis—yet anyway.

So take all the talk of the new normal with a grain of salt.  Don’t ignore social media and by all means use technology to the fullest, but if you want to be successful in 2012, pick up the phone, fill up the car, and hit the streets just like you did last year and the years before that.

Follow Paul on Twitter: @paul_mccord

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