Sales and Sales Management Blog

January 24, 2012

Guest Article: Avoiding the Activity Trap, by Jeb Brooks

Avoiding the Activity Trap
by Jeb Brooks

Many salespeople make the assumption that activity leads to results. “As long as I’m doing something,” they argue, “results will come.”

This is a mistake. It’s the best way to get stuck in the activity trap. The activity trap occurs when you begin working too hard to make the sale. Sales is much more simple than a lot of salespeople make it out to be.

Above all, your interactions must be meaningful. If all you’re doing on a call with a prospect is saying ‘hello,’ all you’ll hear is ‘hell no.’ Instead, your activities need to fall into one of these four productive buckets:

  1. They educate your prospects.
  2. They uncover essential information about your prospect.
  3. They reveal pivotal information about your solution to your prospect.
  4. They close opportunities (for the good or bad).

First, Educational activities provide information to your prospects that make them more receptive to your messaging. These kinds of activities help them understand the business impact you can have on their operation. They help them understand that you have something meaningful to say to them. Examples include:

  • Sending useful content (e.g., articles, whitepapers, etc.) to them
  • Sponsoring roundtable discussions for your prospects to meet your happy customers
  • Publishing pamphlets about your solution
  • Providing well-documented case studies to your prospects

Activities that allow you to uncover essential information about your prospects are some of the most important. The most common is the face-to-face (or phone-to-phone) meeting. These probing meetings allow you to ask meaningful questions that help (1) demonstrate your expertise in their field and (2) gather information you need to make a meaningful recommendation to them. They include:

  • Surveys
  • Interviews
  • Focus Groups
  • Sales Interviews

Revealing your recommended solution to your prospect is — obviously — essential. Doing it, though, requires more than just activity. Instead, meaningful sales presentations are carefully targeted to your prospects particular situation. This can be done in any number of ways, but is dependent on effectively uncovering practical information in your probing meeting.

  • Webinars
  • Formal Presentations
  • Demonstrations
  • Tours

Finally, the most directly meaningful of all sales activities are those that close business. This is typically in some kind of interaction between a salesperson and a prospect-turned-customer. Alternatively, you might discover that a particular prospect isn’t a good fit for your solution. This, too, can be good because it allows you to move on.

If your “activity” doesn’t fall into one of those four buckets, it’s probably wasteful. Many outside reps believe that activity begets results. With one slight change, the statement becomes true:

The Right Activity Begets Meaningful Results.

Jeb Brooks is Executive Vice President of The Brooks Group, one of the world’s Top Ten Sales Training Firms as ranked by Selling Power Magazine. He’s a sought-after commentator on sales and sales management issues, having appeared in numerous publications including the Wall Street Journal. Jeb authored the second edition of the book “Perfect Phrases for the Sales Call.” He regularly writes for The Brooks Group’s popular Sales Blog <http://www.brooksgroup.com/blog>. Follow him on Twitter: @JebBrooks

October 13, 2011

Finish 2011 Strong While Laying the Groundwork for a Great 2012

Filed under: business,sales,selling,small business,success — Paul McCord @ 10:22 am
Tags: , , ,

Although somewhat hard to believe, we’re now at the end of another year.  With only two and a half months to go, your year is virtually over.  That doesn’t mean your production has to be over, it means that more than any other time during the year, you must have a laser focus in order to finish the year strong and lay the foundation for 2012.

Unfortunately the last quarter and the first quarter of the year are the least productive for a great many sellers. 

A great many sellers slack off during the last quarter thinking that there really isn’t much business to be had since “everyone” is consumed with the holidays and spending little time attending to business—especially when it comes to making purchasing decisions.

Likewise, the first quarter is written off by many with the excuse that people really aren’t back to concentrating on work until the middle of February—and then they’re really just beginning to look at potential purchases, meaning that the actual production won’t close until the second quarter.

While the majority is assuring themselves that their low production isn’t their fault but is simply a reflection of the reality of the calendar, there is a much smaller group of sellers who are busting sales goals.

Are those sellers who are making record sales during the “dead” time of the year just lucky?  Maybe they sandbagged business to make their last quarter look great?  Possibly they are out giving radical discounts in order generate the business most other sellers can’t seem to come up with?

The fact of the matter is that none of the above reasons are accurate as they are nothing but the excuses the majority of sellers use to justify their low sales.

The last and first quarters don’t have to be the valley of death for sales.  With just a few simple activities you can bust your sales goal in both quarters.  What you do right now will determine what your end of year and beginning of year are like—and whether you enjoy great paychecks over the next few months or go on your annual starvation diet until next April.

Take control of your sales business and income by:

  1.  Clean out your dead prospecting wood.  Refuse to waste more time on dead end prospects.  Take a critical look at your pipeline and get rid of all the prospects who aren’t worthy of your time and effort.  Yes, seeing those names on your pipeline can be comforting because they pad the numbers, buy in your heart you know they’re nothing more than wishful thinking.  Get real, get rid of them and see where you’re really at.
  2. Double down on prospecting.  Shortly most sellers will begin slacking off on prospecting figuring that no one will take their call anyway.  Don’t allow yourself to fall into that trap.  In fact, take advantage of your competition’s laziness and INCREASE your prospecting activity.  Not only will it pay off in the fourth quarter, you’ll have a breakout first quarter of 2012.
  3. Stay in touch.  Again, while your competition takes the next two to three months off, increase your activity.  Don’t allow your prospects and clients to forget you.  While your competition may send a Christmas card, you should be working.  Most of your prospects and clients will be working just as hard this quarter as they did last.  Most will still be making purchasing decisions.  While your competition writes off the quarter, you can write business. 
  4. Solve problems.  Your prospect’s problems don’t go away because Thanksgiving, Christmas, and other holidays roll around.  Business problems don’t take holidays or vacations.  Neither should you.  Concentrate on solving prospect problems and you’ll magically find that your production problems go away too.

Turning the fourth and first quarters into high production quarters doesn’t take luck or magic, it simply takes focusing on business.  Treat the end and beginning of the year like any other quarter and your production will be just as strong as the second and third quarters. 

The reality is that production declines in the fourth and first quarters because our activity declines, not because the business isn’t there

Make this year and next banner years by doing what your competition won’t—continuing to prospect and solve issues.  You’ll find your bank account will really appreciate your effort.

July 22, 2011

Are Your Roadblocks to Success Really Real?

Ray is a seller for a software company that I have been working with for a few weeks.  Although he is a strong seller, he wants to develop more effective prospecting strategies so he can bang on the phone a less while increasing his sales.  We’ve been working on increasing the quality and quantity of the referrals he gets from his clients.

We began by reviewing his then current method of trying to get referrals.  It was no surprise that he used the typical, “do a good job and ask for referrals” method.  It was also no surprise to learn that he didn’t get many high quality referrals.  Mostly he just got names and phone numbers of companies that were either poor prospects or not prospects at all.

He did get a referred sale here and there, just enough to keep him asking, but not enough to really make a difference in his production.

He agreed with me when I explained why the “process” he was using to get referrals didn’t work very well.  He recognized all the problems—clients uncomfortable with the request, clients not having time to think about who to refer, clients not knowing who to refer, him feeling uncomfortable asking as he knew he was making his clients uncomfortable by putting them on the spot.

He also agreed with me when I showed him a much more effective and natural way to work with his clients to generate high quality introductions to prospects that he knew he wanted to be introduced to.

We did some role playing.  We made a list of possible introductions he could get from his clients.  We reviewed all the steps he needed to take and all the potential issues and problems that could arise.

Ray was ready to begin talking to some clients and getting some quality introductions.

Off he went—and quickly back he came.

He had gone to talk to a client he had just finished selling and installing the software and training the staff.  The client was a plumbing company.  The software was a package of accounting and payroll modules.

The sale had gone well.  The software was doing exactly what it should.  The client and his staff were happy.

Ray had identified a great prospect who he really wanted his client to introduce him to—another plumbing company in town.  His identified prospect was one Ray had been trying to connect with for months but couldn’t get the owner to take his calls or acknowledge his letters or emails.  He was getting nowhere—but he also believed this was a great prospect for him.

His plumbing client was going to be the key to getting in.

That is until he went to see his client.

When Ray was visiting with his client, he thought about all the reasons his client wouldn’t give him an introduction to the other plumber—that other plumber was a competitor after all and that other plumber was bigger than Ray’s client; why would the client want to give the competitor anything that would help them?  In addition, Ray knew that his client was bidding on a big project and that other plumbing company was probably bidding on it too.  There were just too many reasons for his client to turn him down, Ray reasoned.

Knowing that he was off to get his first introduction commitment, I called Ray that afternoon to get a report.  I was dismayed with what I heard.

Why again, I asked, did Ray believe his client knew the other plumber and were friends?

Because there was a picture in the client’s office of the client and the other plumber each holding a huge Bass and were both smiling and obviously comparing them.

Ah, I reminded him, they really were friends.

Anything else?

Yes, Ray said, his client used to work for the other plumber.  In fact, they still do some jobs together where the other plumber will sub-contract Ray’s client when needed.

Ah, they’re friends and they work closely together.  In fact, Ray’s client makes money off the other company.  Sounds like cut throat competitors to me.

So why did he determine it would be useless to ask his client for an introduction to the other company?

Well, Ray said, they’re competitors.  Why would his client want to give a competitor an advantage?

What advantage, I asked?  Did his software package improve his client’s quality as a plumber?

Well, no, not really, Ray answered.

Did the package give him an advantage when competing for business?

Sorta, Ray said, in the sense that it made his company more efficient.

Efficient enough to blow his competition out of the water?

No.

If his competition had the same package would it blow Ray’s client out of the water?

No.

So, I asked, what’s the problem?  Give me one good reason why his client wouldn’t recommend to a friend and someone he works closely with something that might help him save time and money if the chances are that that something really isn’t going to hurt him?

Ray couldn’t, of course, come up with a good reason.

He went back, asked for and got the introduction—and eventually a new client

So often when they can’t find them out there naturally, sellers put roadblocks in their way themselves.

Ray was so concerned about getting a negative response that he thought of all kinds of reasons why his client would say ‘no’ instead of why the client would say ‘yes,’ and that predetermined ‘no’ almost cost him a sale.

How about you?  What are the predetermined reasons you can’t pick up the phone and call that great prospect?  What are the predetermined reasons you can’t close that sale?  What are the predetermined reasons you can’t get that job?

Don’t be Ray—don’t defeat yourself before you even try.  A great many of those roadblocks that keep us from success have been put there not by others but by ourselves.  What roadblocks have you created?  Find them and get rid of them.  Life is hard enough without you defeating yourself.

May 18, 2011

Guest Article: “Identify and Develop the Competencies that Lead to Success in Sales,” by Sean Conrad

Filed under: career development,sales,selling,success — Paul McCord @ 1:26 pm
Tags: , , ,

Identify and Develop the Competencies that Lead to Success in Sales
by Sean Conrad

 

One of the questions sales managers often ask themselves is how they can get their entire team to produce like their star performers do.

You might be surprised to know that your employee performance appraisal process can hold a key. You see, most organizations include a competency section on their performance appraisal form. Managers are asked to rate their employees’ performance of core and sometimes job specific competencies, and put development plans in place to address skill gaps. But ask yourself: Are you assessing and developing the right competencies?

Here’s how to use your employee performance appraisal process to develop the competencies that lead to success.

First, don’t just use a canned set of competencies to evaluate your sales team’s performance. Instead, look at your star performers… What makes them successful in your industry and with your customers? What are the qualities, skills and behaviors that give them the edge when it comes to sales? Is it their listening skills? Is it their ability to research companies and prospects to get the background info they need to build rapport and identify needs? Is it their presentation skills, communication skills, persuasion skills, or technical knowledge? Every market and customer set is unique, and may require slightly different sales skills. You need to identify and clearly define the competencies that are demonstrably leading to success in your sales team.

Next, come up with clear definitions for those competencies. What do great, average and poor performance of these competencies look like? Document examples of how these key competencies are used and when they’re important. You’ll need more than a competency name and one sentence description. Provide enough detail so that your sales staff clearly understand the competency and what the various levels of proficiency in it look like. It can be helpful to do this exercise with a small team, and then have your descriptions reviewed by a few members of your sales staff to ensure your descriptions are clear and informative. Your goal is to clearly define and describe the competencies that underpin success.

Then, figure out what training and development activities can help develop these competencies. What book, articles, blogs, conferences or courses zero in on them? Build a list. Make sure you include a variety of learning activities that appeal to various learning styles so there’s something for everyone.

Finally, use these custom defined competencies on your sales team’s performance appraisal forms and regularly evaluate each sales person’s demonstration of them. Where skill gaps are identified, use the learning activities you’ve identified to create development plans for employees. Give your employees ongoing feedback and coach their performance. Track everyone’s progress and performance. Look for improvements in performance to validate the effectiveness of development activities and revise your list as required. Slowly but surely, you’ll build individual and organizational bench-strength in the competencies you’ve identified as critical to your sales team.

By identifying the competencies that contribute to your star performers’ success and using your performance appraisal process to systematically cultivate these in your entire sales staff, you can raise the performance level of your entire sales team.

Sean Conrad is a Certified Human Capital Strategist and Senior Product Analyst at Halogen Software, one of the leading providers of performance appraisal software. For more of his insights on talent management, read his posts on the Halogen Software blog.

February 26, 2011

Guest Article: “How to Set Goals That Will Excite You,” by Daniel M Wood

Filed under: goals,success — Paul McCord @ 10:10 am
Tags: ,

How to Set Goals That Will Excite You
by Daniel M Wood 

Anyone will tell you that setting goals is required for success.

“If you do not know what you want, you won’t have a reason to go after it.”
Your motivation stands in direct relation to your goals.  If you do not know why you are working, there is no reason to work hard.

This is the first thing I teach new employees at our company.
To set meaningful goals that motivates them to work hard and achieve results.
They do not have to share their goals with me, the important thing is that they set them and use them.

The below method of setting goals has helped many improve their results, their motivation and to find a better balance in their lives.
What is difficult is knowing if the goal is one you feel is worthwhile or if it is one someone else thinks is worthwhile. 

A goal someone else thinks you should set, won’t help you

Listen to yourself
If a goal you set for yourself in the future makes you feel happy and motivated now, it is a good goal. If it doesn’t do anything for you or if it makes you feel stressed and anxious, you are aiming for failure. The goal isn’t one you really want and care about and therefore you won’t be able to complete it. 

A fatal mistake
I set a goal for myself when I was 14 years old to be financially independent and play baseball all day long. This goal worked for me for a long time, it was a source of motivation. 

But one day I started noticing that I wanted something else, I updated my goal to fit my new reality, I still have a goal of being financially independent, but I do not want to only play baseball. I will now be helping people, making a difference, with the freedoms financial independence gives me.

Set goals that empower you
The whole point of goal setting is to become more motivated. To want to do more to accomplish your goals, to try and find opportunities that you otherwise wouldn’t. If you don’t care about the goal, you won’t lift a finger to complete it.

4 Steps of goal setting
1.    Think about what you want in the major areas of your life. Family, Health, Career and Finance.

2.    Write down your goals on a piece of paper in the positive present tense, as if you already have completed them.

3.    Set a deadline for each goal

4.    Read your goals, listen to yourself, what do you feel? Do you feel motivated to start working on your goals at once? Are you motivated to take action?
If not the goal isn’t worth your time. Go back and set one you really want.

Conclusion
If you want to succeed, in any aspect of your life, you need to set goals.
You need to give yourself reasons to go the extra mile.

Start today by setting goals that motivate and inspire you to perform.

Daniel M. Wood writes the Lookingtobusiness.com blog.  He writes about Sales Technique, Motivation and Success

 

February 22, 2011

Process: Can Success Really Be Just Mechanical?

Today you hear some version of the same message almost everywhere you turn:

“What makes a company successful is process . . . . [successful companies] find a formula that works.”

“You simply cannot be successful in complex sales unless you have a solid process.  A proven process is more important than anything and everything else.”

“If you want to be successful, you must concentrate on developing an effective sales process that produces the results you want because that IS the secret of success.”

“Top producers have a repeatable process.  Everyone else has only unfounded hope.”

All of the above were picked from things I have read in just the past week.  And these are far from the only ones, I could go on and on with statements in the same vein from recent articles and forum discussions. 

Process is the concept du jour. 

Process=Success

No process=Fail 

Everyone’s on the bandwagon promoting the current hot topic.

Now, don’t me wrong, I’m a firm believer in process.  I have a process for almost everything I do and I’m a strong promoter of process.  I’ve written numerous articles and two books that are centered on process.  I firmly believe that a proven, effective, repeatable process is one of the foundations to a successful sales career or a successful business.

I don’t, however, think it is the most important ingredient or the one that determines whether or not one is successful.

Important, yes.  Absolutely, positively, 100% critical?  No, not really.

Success in sales or business is far more than simply turning the right mechanical knobs or punching the right buttons.

Don’t we wish it were that easy?  Simply create a formula that seems to work and success is guaranteed.

We can all think of companies who have a formula that works and appears to be the cornerstone of their success.  Let’s take three examples that we all know: McDonald’s, Disney, and Kentucky Fried Chicken.  I’m taking these because they are familiar to everyone and the real reason for their success is easy to identify.  We could take examples from any industry and any selling situation, but these three are very simple, straightforward examples of where the cornerstone of success for them lay.  In each instance their business formula helped, but it wasn’t the thing that exploded these companies.

What made McDonald’s, McDonald’s?  Was it Ronald or the Hamburglar?  Not at all.  Was it the machine like efficiency demanded of each franchise and the requirement that the food taste exactly the same no matter what franchise one visited?  No, that came later. 

McDonald’s success lay in the heart and soul of Ray Kroc.  Kroc was a never tiring evangelist for McDonald’s.  He lived and breathed McDonald’s.  In a sense, Kroc forced McDonald’s success because he wouldn’t settle for anything less. 

McDonald’s successful formula was built and perfected over time.  Kroc’s drive and determination gave him the time needed to refine and improve the system that the original founders of the McDonald’s concept had begun to devise.  It took Kroc three years and a bunch of money to develop his successful process—a process that is still being perfected today.  If Ray Kroc hadn’t had the passion to demand success, there wouldn’t be a McDonald’s, at least not as we know it today.

In the same manner, Mickey, Minnie, and Pluto didn’t create Disney.  Disney was more a creation of Walt Disney’s drive and passion than Mickey’s popularity.  Long before Mickey was born, Walt had to overcome lost contracts, a former buyer of his cartoons stealing his entire staff of artists save one and his at that time one original cartoon character, Oswald the Lucky Rabbit.  Oswald might have been lucky, but Walt wasn’t.  Most would have folded their tent and given up after having everything they’d built torn down—especially by someone they had worked with and trusted.

But like Kroc, Walt had passion and unlimited drive.  He believed in himself and he believed that success was right around the corner—if he just continued to sell his passion.  His dedication and drive paid off.  Shortly after losing his staff and Oswald, he found Mickey.  Although Mickey was a success, he still wasn’t the success formula that “made” Disney—Mickey gave Walt the money and time necessary to find his ultimate mega success formula which was turning cartoons into feature length animated movies and the spinoffs from them that continue to this day.

Likewise, Colonel Harland Sanders and Kentucky Fried Chicken’s success isn’t due to a business formula but rather to a man who believed so passionately in his product and his vision that retired and broke, he hit the road to sell his chicken formula to cafes and restaurants across the country—and his share if they used his secret recipe?  A nickel for every chicken they sold using it.  It’s hard to make a living at a nickel a chicken—even in 1955.

Process is a tool for a salesperson just as a paintbrush is a tool for an artist.  Put a paintbrush in the hands of an artist with the passion and drive of a Leonardo and it becomes an instrument to create beauty; put it in the hands of someone one who is only looking to make a buck and it is nothing more than a tool used to paint a wall.

The same is true with sales.  Put an effective process in the hands of someone with the passion and drive of Harland Sanders and it becomes an instrument for changing lives; put it in the hands of someone who is disconnected and only interested in making money and it becomes nothing more than a way to make a sale every once in awhile.

By all means, find a predictable and effective process; it will help you make sales.  If you want success, you must marry that process to deep, heartfelt passion and drive because whether we like it or not, success isn’t mechanical; success is nothing more than the outward expression of one’s passion, drive, and vision.

November 29, 2010

Guest Article: “Building Your Personal Philosophy for Success,” by Colleen Francis

Filed under: success — Paul McCord @ 4:31 pm
Tags: ,

Building Your Personal Philosophy for Success
By Colleen Francis

Throughout my career as a sales person and as a sales trainer, I’ve noticed that the top 10% of professionals in this field all share a passion for what they do. It’s not just that they have a knack for connecting with people and getting them to buy more goods or services more often. They also put a lot of thought into how they sell, how they work with people, and about why their personal approach works well for them. In essence, top performers have a personal philosophy for success—daily habits and disciplined beliefs that are at the root of how they do business with people on both a professional and personal level.

It’s especially important to take action on this in today’s economy, because frankly most of your less-successful competitors out there today are too busy repeating old mistakes, blaming the recession or even their customers (hard to believe, but true) for their disappointing sales results.

You know better than that, which is why you’re here with us at Engage Selling Solutions! The fact of the matter is that success—real lasting success—in sales in any industry hinges on how you look at your work and on the choices you make in getting things done.

Become what you think about yourself

“People tend to become what they think about themselves.” That’s a quote from pioneer psychologist William James; one that I’m particularly fond of, because it applies so well to the selling profession. It underlines just how important it is for each of us to take time and ask ourselves “what kind of a sales person do I want to be?”

By deciding for yourself that you want to become part of the top-10% of sales performers in your organization, you’re making a commitment to yourself to do more than just sell more in less time—you’re also adopting a mindset for success.

You’re shaped by who you associate with

Approaching sales from the right mindset also involves giving some thought to who you choose to surround yourself with. In my experience, I find that a lot of people are held back by the people they associate with. Tony Robbins said it most eloquently where he said your income is a direct reflection of the expectations of the five people who are closest to you.

In other words, it matters who you hang out with. It’s crucial that you find people in your life who want to see you succeed, and who want to come along for the ride with you. I have some very specific advice to share about how you can leverage your personal and professional networks to work for you in this regard, and I’ll be covering that in an upcoming article.

Equally important, open your mind to new ideas. Nurture your own personal success philosophy by making a habit of reviewing some of those great sales-related books that are out there, including those by Napoleon Hill, Dale Carnegie and Norman Vincent Peale (just to name a few).

However, don’t just mine for sales ideas from within your own industry. There’s a lot of insight to be found in what’s going on outside of your market, and by being among the first to bring those good ideas into your business, you stand to capitalize. So be daring! Browse areas of the bookstore other than the business section. For instance, read up on the latest insight by urbanist Richard Florida about how our economy is influencing where people live and the choices they make (see “Who’s Your City?”). Or consider what essayist Nassim Nicholas Taleb says in his best-selling book “The Black Swan” about the role that unexpected events can play in how we make decisions (and mistakes) in our daily lives. Good ideas have endless applications to how you work and how you think as a sales professional.

Unthink the box

In today’s new economy, no one can afford to keep adhering to that well-used euphemism of “thinking inside the box.” Instead we need to follow the advice of my good friend and motivational speaker, Nido Qubein: now is the time to “throw the box out the window!” Begin with a clear slate and challenge assumptions you might have been making about why customers buy from you—and just as importantly, why they might not be buying right now.

Don’t succumb to temptation of using tough economic times as a crutch. I’m sure you’ve heard this kind of talk from friends and colleagues: “my industry is suffering… my competition is going out of business… everyone is cutting back…” and so on. Each of these observations about the economy might be supported by facts, but complaining about them isn’t going to help you one bit to become a better sales person. At best, mulling about it will be dead weight that will hold you down.

The challenge, therefore, is to take these kinds of facts and then ask yourself “how can I capitalize on this to help me reach my personal goals and my sales goals?” Indeed there are many ways to answer the door when opportunity knocks (and I’ll be covering this topic in more detail in an upcoming article).

You are your own brand

The outcome of having a personal philosophy for success is that it helps others with whom your do business to form a positive opinion about you. In turn, this influences the kinds of decisions that your customers make every day. As Seth Godin wisely observed in a recent blog post: “Consumers don’t make choices as much as they react and respond to the inputs and assumptions they have about the marketplace, their life and your brand.”

Always remember: no matter what you are selling, you are your own brand. Your personal approach, your habits and the people you choose to surround yourself—all the elements that comprise your personal philosophy—are what can make you stand out in your work and be memorable among your customers. 

Colleen Francis, Sales Expert, is Founder and President of Engage Selling Solutions (www.EngageSelling.com). Armed with skills developed from years of experience, Colleen helps clients realize immediate results, achieve lasting success and permanently raise their bottom line.

Start improving your results today with Engage’s online Newsletter Sales Flash and a FREE 7 day intensive sales eCourse: www.EngagingIdeasOnline.com.

September 22, 2010

Need Sales NOW? Get Sales NOW!

Are you or your sales team finding it difficult to bring in business?  If so, I suggest you take a look at my newest book, Bust Your Slump: A Dozen Slump Busting Strategies to Fill Your Pipeline in 30 Days, which has just been released.

Bust Your Slump isn’t another book that promises easy eternal success and delivers nothing but a bunch of fluff and hype with no substance. 

My only purpose in Bust Your Slump is to lay out in detail 12 proven, effective, real strategies that will generate business for you fast.  Each chapter not only gives you the concept, it gives you a step by step process for implementing it, and then demonstrates what it can do by relating how one of his clients used.

Whether you sell B2B or B2C, are involved in a one-time close process or a long sales cycle, sell a commodity or a sophisticated product or service, you’ll find strategies that will work for you. 

If you buy the book at Amazon during the next couple of days, you’ll get several hundred dollars of great bonus gifts from some of the top minds in sales such as Jill Konrath, Keith Rosen, Jonathan Farrington, Dave Kurlan, Wendy Weiss, Dave Brock and many others.  Head over to see all of the great bonuses you get for simply buying a book that will fill your pipeline.

There’s also a special bonus for 5 sales managers or executives offered by Dave Brock.  On Friday Dave will draw the names of 5 sales managers or executives who have bought the book and registered to win a sales process health check, a $1,500 product.  We’ve all seen the crappy fake $1,000 or 1,500 bonuses on book launches.  This isn’t a fake bonus value.  If you want you can head over to Dave’s company’s website and pay your $1,500 for the checkup right now.  Or you can buy the book and register to win one.  Dave can’t give away an unlimited number of them—but he will give away $7,500 of product on Friday.  Make sure you’re in the running for one.

Bust Your Slump is top notch.  The strategies are real and they work.  You’ll have to invest the time and effort to implement them.  These aren’t magic bullets.  But they are the real deal.

I encourage you to head over to Amazon  and pick up your copy then head over and grab your bonuses.  Would you rather have the Kindle version?  Get it here.   Maybe you’d like an autographed copy?  Go here.

Are you a sales leader who’d like multiple copies for your team?  Shoot me an email at pmccord@mccordandassociates.com and I can fill you in on the special multiple copy rates that can save you a ton of money when buying 25 or more copies.

August 19, 2010

On Being an Optimistic Realist

Filed under: attitude,motivation,success — Paul McCord @ 11:02 am
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Pessimists.  I don’t understand them.  My wife is a pessimist.  At times she drives me crazy.  I get calls and emails from far too many sellers and sales leaders who are pessimists.  I don’t understand why they persist in selling, a vocation that will drive an optimist nuts, much a pessimist. 

I’m an optimist—an unadulterated, unapologetic optimist.  But I’m also a realist.   

That realism part sometimes comes across as pessimism to some.  As I was speaking to a sales leader of a mid-size wholesale company last week, I pointed out that his sales team was failing to take advantage of one of their company’s primary strengths and even though they were on target to chalk up a nice increase in year over year, they were leaving far too much money on the table..

Instead of trying to figure out how his team could take advantage of a significant competitive strength, my sales manager friend became defensive.  He accused me of discounting the achievement he and his team had made. There was no way he said, that he would let my “negative” point of view poison his team members.

I’ve run across many a seller who either accepted personal responsibility for everything that happened to them or refused to accept any responsibility for anything negative that happened in their life.  One group’s attitude is, “I must have complete control of my life.  If I don’t close the sale it must have been my fault; that way I can correct it and guarantee it won’t happen again.” 

The other group’s attitude is, “I’m a winner and if I lose it’s because something out of my control prevented me from winning.  If it weren’t for that, I’d have closed the sale.”

I believe both of these attitudes are attempts to maintain optimism.  I also believe they are unhealthy and detrimental to success.

In fact, I’ve had more than one seller tell me that what I call reality, they call pessimism.  If I point out a potential danger or issue that a client must look out for, to some I’m being pessimistic.  If I include a warning that a particular strategy or tactic might not be appropriate for all or in a given situation, to some I’m being pessimistic.  If I reprimand, to some I’m being pessimistic.  If I point out failure, I may as well have just shot them.

In other words, for some sellers and sales leaders, those of us who don’t wear rose colored glasses or live in la la land are pessimists, bringing them down, stifling their enthusiasm.  There is no room in their life for anything that isn’t upbeat and “positive,” including reality.

Of course, the opposite is also true.  True pessimists have little or no room in their life for reality either.  For them, if it isn’t doom and gloom, they want no part of it.  They simply aren’t happy unless miserable.  If I point out opportunity, they counter with the obstacles to achieving success.  If I give encouragement, they complain about yesterday’s rejection.  If I suggest a new strategy, they point out the failure of their last strategy.

For one group there is no such thing as failure; for the other, nothing but failure.  For one group, hope is the strategy; for the other, there’s never hope.  For both groups, reality is the enemy.

In my world there are positives and negatives.  There is hope and expectation—based on preparation and training.  There is success and failure.

I expect good things to happen, but take proper precautions to deal with the possibility that the results won’t be everything I hope for.

I acknowledge and learn from my failures (yes, there is such a thing as failure). 

I rejoice in and learn from my successes.

I recognize danger—and opportunity.

I control what I can—and acknowledge what I can’t.

I know my limits—and reach beyond them—and willingly and knowingly accept the risk.

Unfortunately, I know of some managers and trainers who wear rose colored glasses; who refuse to acknowledge to themselves or others that reality exits; who are doing a terrible disservice to the sellers they train, coach, and mentor by intentionally or unintentionally teaching them that optimism is a denial of anything negative or not “positive.”

These rose colored glasses optimists tend to be poor to average producers—but always “on the verge” of a big month.  They just need a little more time.  They always have a prospect who is about to make the giant purchase.  Their big deal is always just around the corner.

They aren’t very teachable (after all, there are no problems to be overcome).  They aren’t well prepared (they’re already prepared, everything’s great). Many don’t work very hard (don’t worry, I got everything under control).

Although I’m sure this perverted view of optimism has been with humans since time immemorial, I do wonder if the “there is no such thing as failure, “everyone’s a winner and gets a trophy,” and “I’m OK, you’re OK” attitude of the past three or four decades has infected more than in past generations?

Although you might not be able to eliminate this perversion from your existing sales staff that has it, I’d certainly advise any sales leader to actively seek to avoid hiring salespeople in the future who have a perverted sense of optimism.  It may seem gung-ho during the interview, but it won’t produce the results you want in the end.

August 2, 2010

Great, You’re Dealing with Your Self-limiting Beliefs; What About Your Self-destructive Habits?

We’re all familiar with the destructive nature of self-limiting beliefs.  We’ve been warned about them; scolded about them; shown how to eradicate them.  But what we don’t hear much about are the equally—if not more—dangerous self-limiting habits that we all have.

Most sales trainers, managers, and motivational speakers preach to no end about the evils of self-limiting beliefs and give a plethora of positive thinking exercises to counteract them.  The core belief is that what we believe—what we really in our heart-of-hearts believe—must manifest itself in our actions.  So if we believe that we are lousy at prospecting, we’ll find a way to guarantee that we are lousy at prospecting—we sabotage ourselves in order to verify one of our basic beliefs about ourself as a salesperson, i.e., that we’re lousy at prospecting.

The idea behind recognizing and changing our self-limiting beliefs is that when we change our belief from a negative (we’re lousy at prospecting) to positive (we’re an effective, productive, skilled prospector), our actions will also change to reflect our new found belief—instead of sabotaging our prospecting efforts, our positive beliefs will force us to find ways to succeed at prospecting.

In theory that’s a pretty fair philosophy.  Except it’s shortsighted because it only addresses part of our problem—our actions are influenced by our beliefs but the actions that hinder or prevent our success are more than just reactions to what we believe about ourselves as salespeople and sales leaders

Need an example?

Well, let me first give an example of an action that MAY be a direct response to our belief that we are lousy at prospecting.  Since we are lousy at prospecting, we decide that before we start cold calling we’ll take a few minutes and surf the Internet in order to “relax” and get “ready.”  We start by spending four or five minutes surfing around a couple of news and sports sites.  After a few minutes we make a couple of cold calls and discover that we hadn’t relaxed enough.  As the days pass, without noticing, we’re spending more and more time trying to relax in order to get mentally prepared to cold call.  Before we know it, our relaxation exercise is our prospecting time.  Did we develop this habit simply because it’s easier to surf than make cold calls or did we fall into the habit as an unconscious response to our belief that we’re lousy at cold calling—and besides, it’s a waste of time anyway?

Does it really matter since either way the habit is killing us?

Well, how about an example of a habit that will also kill us but is very definitively not a result of our self-limiting beliefs about ourselves as a salesperson?  From our earliest age we’ve been late for everything.  In fact, we’re one of those preverbal people whom people claim will be late to our own funeral.  At work we’re always rushing to get to our appointments but no matter what, we always seem to walk into our prospect’s office two, three, five, sometimes ten minutes late.  We never have enough time to put our presentations together.  We have to slap something together at the last minute and never have time to practice before we have to meet the prospect.  Surely this isn’t a self-limiting habit developed in order to validate our belief that we’re a lousy presenter or lousy salesperson.  Maybe it just says we’re crappy at time management or that we’re arrogantly self-centered or that we are just plain sloppy about everything we do.

Again, does it matter?  Wherever the habit comes from, it’s killing us and must be dealt with if we want to succeed.

Although we hardly ever hear about identifying and eradicating our self-limiting behavior–our destructive habits—it is just as important as changing our belief system.

How, then, do we eradicate our self-limiting beliefs?

Let me quickly give four steps to identifying and eliminating self-destructive behaviors that I’ve used with dozens of sellers and sales leaders—and myself—that have proven to work:

  1. Replace Negative Beliefs:  I’m not going to go into this in any detail as all you need do is Google “self-limiting beliefs” and you’ll get over 217,000 links to articles, books, ebooks, seminars, workshops, and anything else you can imagine about dealing with your self-limiting beliefs.  Simply let me say that positive self-talk, positive affirmations and other techniques to deal with negative beliefs do work and should be incorporated into any effort to deal with negative habits.
  2. Identify Your Self-limiting Habits:  Of course, this goes without saying.  The hard part is how do you do it? My experience has been that we can discover a number of our self-limiting habits ourselves by simply becoming attuned to what we do, especially what we do just prior to things that we dislike or are uncomfortable doing.  Over the next few weeks pay close attention to what you do.  Since habits are most often unconscious behaviors, you’ll probably have better luck if you keep a log of those things you catch yourself doing over and over.  It could be something as simple as stopping for a cup of coffee every morning on the way to the office or as complex as creating a personal emergency that must be attended to every time you’re asked to work late or retorting with a smart remark anytime someone questions something you say. 

    Unfortunately, we usually can’t find all of our negative habits on our own.  We need help.  Enlist assistance from those close to you: spouse, manager, coach, mentor, or close friends.  More than one observer is ideal.  Observers must be people who know you well and who you trust.  Explain what you’re doing and ask them to observe you over the next weeks and give you feedback on the habits—good, bad, or indifferent–they notice, as well as any habits they are already aware of.  You may not like what you learn, but if your observers are really trying to help, the information you get will be valuable.

    Simply recording the habitual activity isn’t quite enough.  Can you figure out what the action is attached to?  For instance, stopping and getting a cup of coffee is associated with going to the office.  Discovering an emergency that must be attended to is associated with being asked to work late.

    What might be the reason for the action?  Getting a cup of coffee might just be something pleasant—or it might be a way to delay going to the office.  Creating a personal emergency is a way of getting out of staying late.

    Ultimately, you have to decide if the action is negative, positive or neutral—and whether it is a habit that you need or want to change.  I’ve found that if you’re not really committed to eradicating a self-limiting habit you won’t succeed.  If you’re not committed, move on to another habit that you will be committed to eliminating because

    if you only half way try to break a habit and fail, all you’ll be doing is reinforcing your self-limiting belief system.  Instead of gaining on your belief problems, you’ll be feeding them.

     

  3. Replace a Negative Habit with a Positive Habit:  Instead of simply trying to eradicate a negative habit, proactively work to replace it with one that will help you advance toward your goal.  Trying to eliminate a behavior leaves a space, a void where the action used to be.  If you’re like me, if I have a time void I’ll find something to fill it and often that something is something negative. Why put yourself in a position where you’re consciously trying to create a void that could easily create stress and anxiety?  Instead of creating a void, change the negative behavior with a predetermined positive behavior.For example, instead of wasting time surfing the net in order to “relax,” purposely set aside two or three minutes prior to cold calling to sit quietly with eyes closed and envision yourself making three successful cold calls.  Or instead of waiting until the last second to create your next presentation, schedule your presentation creating time several days prior to the scheduled presentation date and then give yourself a reward if you finish the presentation X days prior to the presentation date.  Move from chaos to proactively managing your time and reward yourself for successfully doing so.
  4. Don’t Accept Failure:  Allow yourself the freedom to backslide without becoming discouraged and giving up.  Habits, no matter what their origin, weren’t created overnight and they won’t be changed overnight.  You’ll probably find yourself slipping back into old habits.  That’s fine.  It’ll happen.  But just because it happened doesn’t mean you’ve lost the war.  You just lost a single battle.  If you give up you’ll be guaranteeing you’ll have that much more to overcome to reach your goals—and reinforcing a self-limiting habit of giving in when things get tough.

It’s been said that we humans are creatures of habit.  So we are.  The great thing is we get to decide if our habits are going to be positive or negative.  No one else can make   that decision for us.  Let’s make them habits that work to fulfill our wants and needs rather than ones designed to sabotage us.

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