Sales and Sales Management Blog

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.

February 3, 2012

Guest Article: Overcoming “Failure to Impact” Syndrome, by Steven Rosen

Filed under: Sales Management,team development — Paul McCord @ 11:13 am
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This year was tough; next year’s sales prospects look even tougher. Your boss comes to you and says how can you sustain the sales force? What can you do?

The typical response goes like this:

You devise several homemade remedies to ensure you do better next year. You develop a plan to do one or more of the following:

  • Develop a new selling skills program
  • Hire only top sales reps
  •  Focus on growing key customers
  •  Create a better incentive plan

However, these “quick fixes” only scratch the surface. The deeper response is to ask yourself some difficult questions. You need to understand why your team is not delivering. Here are a couple of questions I would ask:

  • Are your sales reps making a difference?
  • Do your sales reps make impact on each call?
  •  Do they actually make a difference in the sales in their territory?
  •  How often do your sales managers go out in the field?
  • Do your sales managers actually make an impact on each sales reps performance?

If you have answered “no” to more than one of the questions, your team may be suffering from “failure to impact syndrome”. It is contagious and can spread throughout a sales force. I have seen it in many sales forces.  I call it the daily sales charade:  Sales reps make their calls and sales managers do their field visits. That works as long as the business grows. Everyone gets high fives and there is no need to dig any deeper. But when sales are off, senior management starts asking questions. Sales managers struggle to come up with the answers and reps get nervous.

If your sales force suffers from “failure to impact syndrome”, homemade remedies are not going to work. Unless….

Unless, you have strong front line sales managers, you stand little chance of making impact even with all the tactics outlined above. The front line sales manager is the unsung hero, a person with tremendous responsibility, but little support or development.

In today’s corporate environment, responsibilities are outpacing the time needed to perform the activities that drive revenue. The key to reversing “failure to impact syndrome” is to have your front line sales mangers physical presence in the field coaching/developing and inspiring reps. The question remains, why is this not a standard operation?

The problem is two- fold, firstly the activity that managers are least adept at is coaching/developing their reps. Secondly they spend less time in the field because of reason one and are too busy completing non revenue generating activities.

What you need to do as the head of sales is relentlessly develop a team of great front line sales managers. This is the building block to cure “failure to impact syndrome”. Top sales managers will develop their teams to their fullest potential. They reinforce sales training and help companies maximise their teaching efforts and deliver more sales.

Conclusion:
The key to building a sales force that can dramatically impact and increase sales is directly related to the strength of the sales management team. Hire great sales managers and they will hire and develop sales superstars.

Steven Rosen, MBA is Canada’s Sales Leadership Coach and the founder of STAR Results. Steven helps companies transform sales managers into great sales coaches. He works with sales executives to develop high performance sales organizations. For more information on how you can improve your personal and professional success, contact Steven @ steven@staresults.com, call 905-737-4548 or visit http://www.starresults.com

 

February 1, 2012

Killer Communication Strategy

Filed under: Client Relationships,Communication,sales,selling,trust — Paul McCord @ 4:18 pm
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So many prospects and clients to kill, so little time.  But don’t worry; salespeople all over the world are doing their damnedest to kill as many prospects and clients as possible every day.  Their weapon of choice?  Communication—or more specifically,  communication fraud.

I suspect you are like me, getting dozens of emails, phone calls, snail mail letters, and even face-to-face meetings with sellers who seem to have only one goal—waste as much of my time as possible.  They email and call wanting to know if I’m doing OK, or if I need anything, or if they can show me a new product or service without having the slightest idea if I could actually use it.  Some call to simply let me know they’re still around and want my business.

Many of these intrepid sellers have bombarded me with so much time wasting junk communication that they’ve taught me to completely ignore them.  When I see an email or letter from them or if I get a voice mail message from them I know that I need pay absolutely no attention to them.  Their time wasting communications have completely killed me off as a prospect—and, worse, I’ve even had some sellers kill me off as a client because of their insistence on trying to waste my time.

Sellers work hard to find and connect with quality prospects and then to win them as clients.  Why in the world would they want to then commit prospect and client genocide?

Obviously, their intent isn’t to become mass murderers, but that is the final result of many sellers’ communications.  Their killer communication strategy is to unintentionally kill off massive numbers of their prospects and clients by teaching them to ignore any of their communications. 

So many sellers think of communication as nothing that important.  Their object is to keep their name in front of the prospect or client and to that end they feel a need to contact the prospect or client even when they have nothing of import to communicate.  Actually and more correctly, they feel the need to draw attention to themselves even when they have nothing of value to communicate.  And even more correctly, they are just too damn lazy to find something of value to deliver to the prospect or client. 

In other words, their killer communication strategy is tell their prospects and clients in no uncertain terms that they just aren’t important enough for the seller to invest the time and energy necessary to add value for them.

Now that’s a killer communication strategy.

There is a very simple communication rule that I teach my clients:  every communication you have with a prospect or client is teaching them to either pay attention to you because you bring value to them or to ignore you because all you do is waste their time.  In other words, every communication you have with a prospect or client is teaching them that it’s worth taking your phone calls and reading your emails because they know you’re not going to waste their time–or you’re teaching them to avoid you because you have nothing of value for them. 

The next time you pick up the phone or write an email or want to schedule an appointment, ask yourself one simple question: “am I adding value to them or to just me?”  If your honest answer is that you’re only adding value for yourself, don’t make the call, don’t send the letter, don’t send the email until you have taken the time to make sure you’re adding as much or more value to them as you are for yourself.

January 30, 2012

Guest Article: Are You Client Focused or a Client Vulture?, by Charles H. Green

Filed under: Client Relationships,sales,selling,trust — Paul McCord @ 12:55 pm
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Much has been written about client focus. We hear about sophisticated clients who will leave if we don’t focus on their needs. We hear about the virtues of client loyalty, and the virtues of measurements like client profitability. The key to competitive success is to do a better job serving clients than the next guy. And so on.

But there’s a dark side to that theme. The reason to be so client-focused is almost always phrased in terms of the benefits to the seller. And that changes everything.

Client focus, as it is too often practiced in business today, is the focus of a vulture. It is all about the benefit to the firm—not to the client. When client benefits are discussed, they are as discussed as a means to the seller’s ends. Yes, we want to serve clients better—but for our sake, not theirs.

Should we be surprised, then, when clients become cynical, send out RFPs, and refer us to third-party buying agents? In our rush to dissect the client brain, we have forgotten that motives matter.

I’m not talking about ethics—I’m talking about the simple facts of trust. We trust those we believe to have our interests at heart, and we distrust those we believe to have their interests at heart. But we particularly distrust those who pretend to be the former, while behaving like the latter.

Sometimes it’s hard to see trust faults in our own business. By way of metaphor, consider an industry recently hard-hit by trust issues—pharmaceuticals. One of the drug manufacturers’ wounds is self-inflicted—the failed relationship between physicians and reps.

Doctors long relied on reps to keep them up to date on new drugs—an important and valuable advisory role. In recent years, the drug companies tried to increase reps’ sales effectiveness. They increased the number of reps per doctor, focusing on hiring young and attractive people. They introduced complex measurement systems to evaluate rep performance, and purchased sophisticated statistical data to calibrate the impact of rep visits on physician prescriptive behavior.

Sensible steps all, it would seem: but they’ve produced negative results.

  • Less than one rep visit in 10 now results in a conversation with a physician, and lasts on average only 90 seconds;
  • Personal relationships have been reduced and curtailed; reps are valued only for the samples they leave, turning them into pill-pushers;
  • The doctors have little respect for the reps, which in turn is debilitating for the reps.

How did this happen? Each change in the system was motivated largely, if not entirely, by a desire to increase physician prescription-writing of drugs produced by the pharmaceutical company. That motivation was very clear to the doctors—and they saw no benefit evident to them. Like most clients, the doctors reacted negatively. A past trusted relationship was degraded because the seller was motivated only by the seller’s needs.

Relationships and Fake Trust

When client focus becomes a tool for seller profit improvement, clients notice and become cynical. Lately, the language of client focus is adopting the language of relationships, fostering yet another layer of cynicism.

Think of “relationship,” “loyalty,” and “trust.” All once had significant emotional connotations—for “loyalty,” think “semper fi” or “’til death do us part.” For “trust,” think the bonds of a handshake, or of fiduciary responsibilities.

Today, loyalty gets defined behaviorally as repeat purchasing behavior. “Client relationship management” software is sold on the basis of its ability to create client profitability analyses (to the software owner, that is, not to the client).

In the dating world, it’s considered forward to say you want a relationship on the first date—but in business, some firms have gone one better and built “relationship” into a marketing slogan before even meeting the client.

Relationship concepts have been hijacked in service to selfish motives. When a company’s ad copy says, “you care about your children; that’s why we here at XYZ corporation are doing blah blah blah” the company is not only lying, but lying baldly and shamelessly about their motives.
What is at stake here is no less than the meaning of words, and therefore the credibility and trust of the company saying them.

Being Truly Client-Focused

The most difficult act for us as sellers of professional services is to stop viewing everything from our own perspective. And it has to be a personal act—a self-willed, psychological belief or attitude.
The economics of trust-based selling™ rest on a paradox: if we do what is good for the consumer, we will eventually gain more than our proportionate share of business. It may not come from this transaction, in this quarter—or even from this client—but it will come. Nothing motivates repeat business or referrals better than a trust-based relationship with the provider.
If our motives for being trusted are not truly client-focused—then it all falls apart. This is the paradox. Great results come from client focus—but only if you stop doing client focus in order to achieve results for yourself.

In today’s business climate, “best practices” and financial analyses are defined in ever-smaller, ever-shorter, ever-narrower slices. They are often not “best,” but among the most insidious.
These practices are harmful because they blind us to opportunities to serve our clients.

In the perennial Christmas movie Miracle on 34th Street, Macy’s Santa Claus is nearly fired for recommending that a client go to competitor Gimbel’s for a particular product. That is, until Macy’s Chairman realizes the profound increase in client trust produced by Santa’s approach—having faith that doing right by the customer will end up helping Macy’s anyway.
Being truly client-focused means believing in the superiority of client relationship strategies over competitor-focused strategies; the medium- and long-term over successive short-terms; and truth-telling over spinning.

The good news is the field is wide open for firms willing to practice what everyone else only preaches—serving the client, believing that to do so will ultimately return more than the self-serving narrowly calculating strategies of the vulture can ever hope to do.

A truly client-focused relationship strategy built on trust is the best deal going. It is rare; most competitors are afraid to try it. It is powerful; ask any successful salesperson about the power of trust. And it is proven—just look at your own behavior as a buyer in relation to a seller you trust.

Trusting relationships have to start with the selling firm, not the client. Go ahead, take a risk. The ultimate paradox is, taking a risk ends up being the lowest risk. Being trusted is a very low-risk, high-return strategy.

Charles H. Green is a speaker and executive educator on trust-based relationships and Trust-based Selling in complex businesses. He is author of Trust-based Selling (McGraw-Hill, 2005), and co-author of The Trusted Advisor (with David Maister and Rob Galford, Free Press, October 2000).  Visit his website

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

January 12, 2012

Are You Too Fat and Happy to be Successful?

Filed under: attitude,career development,motivation,sales,selling,small business — Paul McCord @ 10:24 am
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It may surprise you to learn that I speak to a number of sellers and sales leaders every month who although they mouth the right words, their actions say they’re fat and happy and way too contented to become successful.

What I hear most often in today’s economy, of course, is the complaint of not enough business, no one is buying, the competition is cutting prices to the bare bone or some other form of the statement that business is tough and in order to be successful you have to be sharp, aggressive and willing to put in long, tough hours.

But that’s not the only message I’m hearing.  A few times a month I’ll hear how a seller or company is doing just fine, that although business is down from before the recession, they feel they are doing better than most and they’re still making money.  From others I’ll hear that although their income is down and a new home or new car isn’t in the cards, they’re still doing OK, meaning they’re quite  evcomfortable.

I’m always curious when I hear a seller or a company express comfort and/or satisfaction with their situation when, at the same time, they’re admitting that sales are down, income or profits aren’t where they were, and they don’t expect to see a significant change in the next year or even two.

Really?

Comfortable?

Satisfied?

No sense of loss or itching desire to get back where they were?

Inevitably I find that they either have reached the peak where they have no desire to exert the energy to move beyond or they have accepted the recession as the new norm and believe that their current level of success is all they can expect in this new reality.

Seldom do I get this response from the top sellers and the top companies.  Most often this attitude is expressed by average and even below average sellers and companies, ones that were probably looking for the path of least resistance even prior to the economic downturn.

My experience from years of working with and speaking with thousands of top sellers and top companies is they are never satisfied.  And when they find themselves moving backwards—even if the cause is something out of their hands such as a major economic downturn—they fight even harder to get back to where they were and then beyond.

Once you have reached a point where you’re fat and happy, you’ve peaked; you’ve reached a point where you will not—you cannot—become more successful.

Success demands discontent with where one is at.  It requires a level of dissatisfaction and discomfort.  For top sellers and companies success is an ever elusive goal that can never be reached—and it isn’t quelled and extinguished by an outside force such as a recession.  In fact, those outside forces that seek to kill their desire to succeed only fuel their fire.

Have you reached a point where you’re comfortable and can relax knowing you’re successful?  I hope not, for if you have, you’ve probably reached your peak, and if you have, where can you go from there other than back down?

January 9, 2012

Four Signs It Is Time to Throw in the Towel

Filed under: attitude,career development,sales,Sales Failure,selling — Paul McCord @ 1:03 pm
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A question I’m asked more often now than in the past is “how do I know if it’s time to look for another career?”  With the economy in dire straits it is more difficult to sell now than in the past.

For many sellers who began selling prior to the current economic morass, when selling was pretty easy and many sellers were gobbling up the sales and commissions, they’re having to radically change their thinking as they discover selling isn’t as easy as they thought.

Those who began selling only since 2007, today’s economy is the only selling environment they know.  In a sense, that’s a real advantage.

Although it would seem reasonable to assume that most of the sellers who entered the field prior to 2007 would have adjusted to the new reality by now, I find that many still haven’t and are still having a difficult time trying to get mentally and emotionally adjusted to the fact that what they did in the past isn’t working today.

And, of course, many of the newer sellers are struggling with the traditional problems of learning how to sell which are compounded by having to compete in a very tight and cut throat market.

Thus, I find myself addressing the how to know when to quit question more today than in the past.

I wish I could give a more cut and dried answer, but in reality there are so many factors involved in that decision that for many a cut and dried answer would do more harm than good.  Are the seller’s struggles things that he or she can take responsibility for–or do they lay outside their ability to control?  If the issues are ones they have some control over, are they willing and committed to addressing them?  If they are, do they have the time to do or has their time literally run out?

These and many other questions need to be addressed to really come to a decision on whether it is time to give up a career in selling—for a great many sellers.

However, for many others I think the answer really can be and should be cut and dried.  If any of these five issues apply, you need to make a quick exit, stage left:

  • No Passion or the Passion is Gone:  If there’s no passion for selling or if the passion that had once been there is gone, it’s time to hit the streets.  I’m not talking about a passion  particular products or services (if you’ve lost that passion but still are passionate about selling, all you need do is find a company whose products or services you can get passionate about).  I’m speaking here of a general passion for selling, a desire to provide the goods and/or services that will solve buyer’s issues or wants.
  • A Dread of Doing the Selling:  I’ve known men and women in selling positions who loved the ancillary work of creating selling materials, putting together lists, attending sales meetings, putting together proposals, and attending networking events but who dreaded and hated the actual selling.  For them the fun was in the busy work while the actual work of selling was despised.  If you hate the actual selling, get out and get out quick.
  • Unwillingness to Invest the Time and Money to Become a Professional:  The unfortunate truth is that few companies provide every bit of training a seller needs.  Companies by nature are more interested in providing product training than sales training.  Product training and sales training are not the same, although many sellers and companies want to think they are.

    Professional selling has nothing to do with the stereotypical fast talking huckster and everything to do with being skilled in understanding human nature, having strong analytical and problem solving skills, being an excellent communicator who is more attuned to listening than talking, and having the process that will enable you to work with a prospect to analyze and then solve their issues.

    It is the seller’s responsibility to acquire these skills and since few companies provide all of the needed training, the seller must be willing to invest their time and money in becoming the best seller possible.  If you’re not willing to make the time and financial commitment to become the highest skilled seller possible, a new, less demanding career would be an excellent choice.

  • No Commitment to Succeed:  Having a passion for selling does not necessarily translate into a commitment to succeed.  Selling is a tough business.  It certainly isn’t a 40 hour a week business.  For most sellers the selling part is the easy part, it’s the finding and connecting with high quality prospects and then the follow-up and problem solving that’s the hard part.

    Selling takes a great deal of energy, both physical and emotional.  It also demands a level of commitment that few other positions demand.  In a word, whether you’re a top seller making a million or more a year or an average producer making 6o or 70 thousand, selling is hard work.

    For a great many the time demands and the physical and emotional energy needed is simply too much to ask.  They want the rewards without having to make the investment.  They either can’t or aren’t willing to take the passion and put it into motion.  And frankly, unfulfilled passion is more of a tragedy than having no passion at all.

  • Undivided Focus on Money:  Selling can be extremely lucrative.  On the other hand, many, many sellers starve because they don’t have the commitment, passion and dedication.  Unfortunately for some, money becomes the only focus in the sale.  They don’t care about the prospect, the company they are selling for—and in many cases for themselves as they are willing to sell their soul to the Devil in order to get a few bucks with a “whatever it takes” mentality.

    If the only reason you’re in sales is money, get out as you’ll eventually find that you either hate what you do or, more likely, decide that the end justifies the means and you’ll do whatever it takes to pry the dollars out of the prospect’s hand.

    Selling is a high potential income SERVICE business and when the service becomes secondary to the income, ethics and honesty have a way of becoming secondary also.

Do any of these ring a bell?  If they do, it’s time to get out.

If they don’t and you’re still questioning whether or not it’s time to throw in the towel, I advise you to get with someone you trust—a mentor, coach, or maybe your manager—and work through to discover the issues you’re facing and whether or not you can and if you are willing to take the necessary steps to overcoming them.

Selling is tough and you need to be tough to succeed.  But if you’re struggling and are wondering if it is time for a new career, do yourself a favor and make an honest analysis of the situation before you make your decision.  If you decide to stay, you’ll know where your issues lie and what to do about them.  If you decide to leave, you’ll know you made the right decision and won’t be wondering for years to come what might have been if you’d stuck it out.

 

Connect with Paul on Twitter @paul_mccord

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January 4, 2012

Having a Tough Time Getting Started? You Need a Ritual

Filed under: attitude,career development,motivation,sales,selling,success — Paul McCord @ 3:47 pm
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Do you, like many others, have a difficult time getting yourself mentally, emotionally, and physically prepared to begin certain tasks?  Some have a hard time getting “in the mood” to make cold calls while others have trouble getting themselves geared up for a face-to-face meeting.

Certainly we can force ourselves to make the cold call even though we’re not prepared or we can make ourselves go through the motions of the job interview or sales presentation even though we know we’re neither mentally or emotionally in the right frame of mind.

And what usually happens when we simply go through the motions in order to fulfill an obligation or check off a task to be done?

Most of the time the cold call is crap, we don’t get a second interview, or the sales call was a total bust.

Many a cold caller confronts the phone every day with the same lack of focus, the same mental and emotional dread of what is about to happen.  And they fail time after time.

Many a job seeker goes into job interview after job interview unfocused, stomach churning, brow sweating—and comes out feeling that they couldn’t have made a worse impression if they had tried.

Thousands of sellers hit the streets to make presentations and go into them with nerves on end, thoughts blurred, tongue tied and they know they’ve lost the sale before they’re half way through.

These are not incompetent or lazy folks.  These are not cold callers who have no idea of what they going to say, or job applicants that are in over their head, or sellers who don’t know their products and markets.

Most of the time these are simply men and women who haven’t learned how to slow the process down, to de-stress themselves before the event, to create some action that signals their mind and body to focus for a very specific purpose.

Simply, these are men and women who haven’t learned the power of ritual.

What is a ritual?  Put simply a ritual is a specific action that when performed prior to an event has a calming effect on the individual and helps them focus for the task at hand.

Let me give a couple of examples:

Mike Adams is a pitcher for the Texas Rangers.  Pitching is a high stress occupation that demands a great deal of mental and emotional focus and control.  During a game a pitcher will have to find a way to be able to control his emotions and focus his undivided attention on throwing a baseball accurately anywhere from a few to over 100 times a game.  To make things a bit more difficult, after every pitch there is a break in the pitcher’s action as the ball is fielded, thrown back to the pitcher, and the team gets set for the next pitch.  You focus 100% of your mental and emotional energy on making a great pitch, then you have nothing of consequence going on for a minute or two, and then once again you have to find a way to focus 100% of your mental and emotional energy on making a great pitch.  Try to do that time after time without losing your focus every now and then.

Any way you look at it, that’s a tough, tough job.

How does Adams maintain his high level of focus over an extended period of time?  He does it by using a simple ritual to get his mind and body ready to focus only on making the next pitch.  Mike’s ritual is that after each pitch, after the catcher or an infielder has thrown him the ball, he lifts his cap off and then perches it lightly on top of his head.  He leaves the cap that way while he is waiting for the batter and the fielders to get ready.  Once things are settled and it is time for him to make his next pitch he will lift the cap up and adjust it on his head in its final position.  That adjustment is his ritual signal to his mind and body to focus, to concentrate on the job at hand, to block out everything else and focus only on making the pitch.

Such a simple action, but one that he has practiced to the point that the action alone automatically puts him in the frame of mind and prepares his body to give attention to only making the best pitch possible.

Now Mike is not alone.  If you pay attention during the baseball season you’ll find that many pitchers use their cap in one way or another as a ritual action to settle their mind and body into the work at hand.  Likewise, many batters will use the bat or their batting gloves to do the same.

But it isn’t only athletes that use rituals.  Back many years ago, when smoking wasn’t yet a social criminal offense, I had a salesperson, Wes, who was a heavy smoker.  On occasion I’d do ride alongs with him and I eventually came to recognize the ritual he went through before going in to meet with a prospect or client.

As we were pulling up to the office building where Wes’ sales prospect was located, he’d inevitably light a cigarette.  He would take two or three puffs of the cigarette, open his door and get out, close the door, take one final puff and then forcefully throw the cigarette down, take the toe of his shoe and smash the cigarette butt into the ground putting it out.  That forceful grinding of the cigarette butt was his ritual action telling his mind and body what was about to happen and to get ready.  Like Mike’s adjusting of the cap, Wes’ action was very simple, so simple that it could be easily ignored by an observer.  But it was there—and was important for Wes to go through that motion to prepare himself for the minutes ahead.

I’ve known a great many sellers who had some form of ritual action they performed, whether in preparation for hitting the phones, making presentations, giving large group presentations and speeches, or putting sales proposals together.  For that matter, I’ve known a couple of salespeople who seemed to have to go through some kind of ritual before doing anything,

I’ve also noticed that humans aren’t the only ones who rely on ritual behavior.  Our Golden Retriever, Lola, goes through a ritual every time she is greeted by someone.  When she approaches someone or when someone approaches her, before she allows herself to be touched she must reach her front legs out as far as she can and she then bends down and out in a huge stretch.  Once she has stretched, she’s ready to greet the person and get petted.  If anyone else walks up, before they touch her, she has to go through her stretch once more.  I’m not really sure what her stretch does for her, but it is certainly a ritual she has to go through before she’s ready to be greeted.

Although simple, rituals really work.  If you’re having a difficult time with a particular task such as cold calling, conducting face to face meetings, public speaking, or any other task that you do often and need to find a way to help you really relax and focus, try creating a ritual that once ingrained will automatically put you in the right mental and emotional frame to perform at your peak.

December 28, 2011

Focus Your Time on Selling, Not on Busy Work

Filed under: career development,sales,selling,success,time management — Paul McCord @ 11:06 am
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Like many salespeople and small business owners, I find staying focused during prime selling hours to be difficult. As a sales trainer, coach, and consultant, my days are filled with activities that try to pull me away from selling. Yet, like every other company, selling is the life blood of my business—its what keeps the doors open and the company healthy and growing.

Interruptions, minor emergencies, emails, phone calls, and a myriad of other issues and concerns are constantly trying to draw my attention away from my primary business activity—selling.

Listen, I have only certain hours during the day that are my prime selling hours. If I lose those hours, I lose revenue; I lose precious time that no matter how hard I work, I can never regain. Consequently, it is important I keep my focus on true sales activities between 8am and 5pm.

Nevertheless, there are things that must be done and some of those things simply won’t wait until non-selling hours.

So what did I do?

My solution has been to set aside four ½-hour times during the day when I will address non-selling issues. Twice in the morning and twice in the afternoon I set aside my selling and marketing activities in order to return calls, handle ‘emergencies,’ and the other ‘busy’ work of my business.

Of course, if a real emergency arises, it takes precedence over all else. But real emergencies are rare.

This process has allowed me to concentrate on selling and prospecting without worrying that other aspects of my business will suffer. Anything that comes up will be addressed shortly—but without interrupting my selling time.

It takes discipline to get into the habit of leaving things lie for a little while. But those things that used to find ways to cut my selling time in half—or more–are now much controllable.

Follow Paul on Twitter @paul_mccord

December 6, 2011

Eating with the Big Dogs–Taking the Next Big Step in Your Sales Career

Filed under: career development,goals,motivation,sales,selling,success — Paul McCord @ 11:56 am
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Last summer I received an email from Beth, a pharmaceutical salesperson with slightly more than two years of experience, asking me what she should be doing in order to take the next big step in her career.  She is a slightly above average seller in her company—actually one of the better sophomore performers.  Since joining the company she has taken her manager’s advice and only compared her performance and numbers against the other salespeople with less than three years experience (her manager told her not to try to compare herself to the more experienced sellers as she would likely become discouraged).

I sent her an email asking a number of questions, one of which was what her short-term and long-term goals were.  She responded that her short-term goal was to be the top seller in her company in her “class,” and her long-term goal was to become one of the top 5% producers in the company.

In response to my question as to what she was currently doing to improve her sales she responded that she was taking advantage of all the training her company provided, was an avid reader of sales books, and constantly talking to her colleagues about what they found worked and what didn’t.  As we continued to communicate it became obvious that she considered her colleagues to be the other sellers in the company that were either selling at the same volume or had about the same amount of experience.

Although of excellent quality, unfortunately the vast majority of training her company provided was product training, not sales training.  Consequently, Beth was becoming extremely proficient at discussing her products but wasn’t getting the training she needed in the various aspect of selling.  In a very real sense she was more of a walking product brochure than a salesperson.

My recommendations to Beth were threefold:

  1. Start Eating with the Big Dogs:  Rather than hang out and discuss ideas with others in the company who are at or below her production level, she needed to be interacting and learning from the top producers in the company.  The only thing others at her level can teach her is how to stay at the production level she is currently at—worse, those below her can only teach her how to fail.  If she wants to grow she needs to learn from those who are where she wants to be. I encouraged her to start inviting those big producers to lunch.  She should look at them as mentors and teachers—and as colleagues.  Spend as much time as she could learning everything she can.  Listen to them on the phone; hitch a ride as they make sales calls if possible; find out what they read and who they value as teachers and mentors.  Emulate success, not mediocrity.
  2. Take Control of Her Training:  Since the company is primarily concerned with investing their money training their sales staff on their products, she will have to take control of her sales education.  She’ll have to invest her time and money in learning how to be a top notch seller. Beth’s situation is hardly unique.  In fact, a great many companies—probably the vast majority–neglect sales training in favor of product training.  Many companies (and sellers) mistakenly believe they are the same thing.  Not only are they not the same thing, neither is very effective without the other. At first Beth wasn’t particularly enthusiastic about spending her money attending on-line and live training seminars and workshops.  After all, she argued, her company should be paying since her skills were going to be used to sell their products.  True, I agreed—except her skills were going to be with her for life, not just while she was selling for the company she currently works for.  Her product knowledge is to a large extent company specific, her sales skills will be universal and benefiting her for life.  With that explanation she agreed—reluctantly—to make the investment in herself.
  3. Compete Against The Best, Not the Easiest:  I encouraged her to stop comparing her production and progress only against those with the same amount of experience but to compare herself against the best in her company and her industry.  If she wants to be a top dog she has to compare herself against the top dogs—even if at the moment that comparison isn’t comfortable. If she is only competing against others at her level she is giving herself a false trophy.  Her goal isn’t to be one of the best mediocre producers but rather to be one of the top producers in her company—and ultimately her industry.  With that in mind, certainly she can take some pride in the steps she makes, but she really can’t allow herself to bask in glory just because she out sold a bunch of other middle of the road sellers.  She has to keep her eye on the ultimate goal and only compare herself against that goal. Does that mean she’ll be ever frustrated—and possibly become discouraged and quit as her manager suggested—by comparing herself against a goal she isn’t close to achieving?  Not at all.  She should be able to see her progress as she continues to close in on that goal.  Like a long-distance runner, she might click off the landmarks as she passes them, but she must know how she stacks up with where she wants to be and keep her eye on the ultimate goal.

It has been almost a half year since my interaction with Beth.  I received a call from her last week.  She has implemented all three suggestions.  She feels she still has a lot of sales training to go through.  She still hasn’t made her goal of being in the top 5% of her company’s sales force.  But she has progressed from being in the top 40% to closing this year in the top 25%–with a very realistic opportunity of being in the top 10% next year.

Beth ain’t there yet—but she’s making great progress very quickly.  She says that so far the biggest impact has been eating with the big dogs—she had no idea how differently they did things than the way she and her fellow mediocre sellers did them.  The sales training is paying off.  Knowing how she stacks up against the big dogs gives her new motivation to make big steps, not just the little ones that she previously thought were reachable.

If you’re looking to take the next big step in your career do the same as Beth—start eating with the big dogs and leave the other average sellers behind; take control of your own sales training; and compare yourself with the big producers, not just the ones you think you can compete with easily.  It will make a difference—and like Beth, you might find the difference comes pretty quickly.

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