Heavens to Murgatroyd by Jim Meisenheimer

It ain't easy selling in a recession - heavens to
murgatroyd. It's no secret these are very challenging
times to say the least.

I feel as though I've been fortunate and insulated
from it all.

That all changed last week when I got two e-mails that
really got my attention as to how serious and
challenging these times are for so many people.

For most people, the only time you start thinking
about the unemployed is when you become one of them.

People are losing their jobs at the rate of 600,000 +
a month.

Everybody knows someone who's out of work. For me, it's
my brother-in-law Danny. I say a prayer every night that
he finds a good job and fast - so he doesn't have to
move in with us.

These challenging times are affecting people in different
ways.

Some people are being pounded by this unfortunate and
untimely recession.

Here's what one client said just last week: "In January
it looked like we were heading toward a spectacular year
and then we ran off the cliff. I think fear is driving
this recession. Our customers are reluctant to spend
any money."

It's probably going to get worse before it gets better.

Just remember - your business is not selling products
it's providing solutions. When times are tough and
budgets are tight you have to offer the best solutions
loaded with added value.

Let me sugarcoat this for you. It's a war and you're in
it. It's truly the survival of the fittest during these
tough times.

If you're not in shape - get in shape, both mentally
and physically.

Just showing up won't get you anything. While winning
will get you everything.



The best will be rewarded with the most.

The mediocre will be rewarded with table scraps and
you'll no doubt have to fight even for those.

Last week I got an e-mail from one of my newsletter
subscribers.

He said, "I've been in sales for over 15 years and I
find myself in the worst rut both mentally and physically
during this past year. If you have any other words of
wisdom for me, I could sure use them."

I've got lots of words of wisdom. I've been through
recessions before and I've survived and thrived.

If I can do it, you can do it!

You can create opportunity out of adversity. Sure it's
easy to say and hard to do - but that's what tough
minded people are doing today and so can you!

• You can set lofty goals and work feverishly and
  relentlessly to achieve them.


• You can throttle your expectations to a more positive
  and higher level.


• You can add so much value that you make every offer
  to every sales prospect and customer irresistible.


• You can read inspirational articles and books.


• You can listen to motivational and educational CDs.


• You can hire a coach to help you get to the next
  level because you probably won't get there by yourself.


• You can believe you are unstoppable.


• You can believe, I mean truly believe, that your
  products and services are the ultimate solutions for
  your customer's problems.


• You can care so much about your customers that they
  view you as an extremely valuable and unpaid staff member.

I've learned there's a lot of truth to the following:

1. Don't ever put all your eggs in one financial basket.


2. Spend 90% of what you earn and save the rest over
   your lifetime.


3. Do what you love doing not what you hate doing because
   there's a big paycheck.


4. People who love their work seldom think of retiring.


5. It's never too late to dream big.

As bad as it is here in the United States, you'd be
hard-pressed to find a better place to live.

Shed your complacency baggage and swap it for a laser
like focus on your work and getting results.

You can say "Yes I Can" 127 times a day.

Or you can rise and shine to the drumbeat of . . .

Heavens to Murgatroyd . . .

We're in a recession . . .

Batten down the hatches . . .

About
The Author:

Jim is a
Sales Strategist and is the creator of No-Brainer Selling Skills.
He shows salespeople and entrepreneurs how to increase sales,
earn more money, have more fun, and how to do it all in less
time. His focus is on practical ideas that get immediate results.
He offers Advanced Sales Management Workshops, Sales Coaching,
Consulting, In-house Sales Training Programs, and a wide variety
of Learning Tools i.e. books, special reports, sales manuals,
and CDs.Jim Meisenheimer
is a member of The National Speakers Association, where he earned
the C.S.P. designation, Certified Speaking Professional. He
has authored five books including, "The 12 Best Questions
To Ask Customers," and the recently published “57
Ways To Take Control Of Your Time And Your Life”.

Websites: http://www.startsellingmore.com/

http://www.meisenheimer.com/

Get a Head Start on the Economic Upswing by Art Sobczak

The stock market has been steadily inching up over the past
few weeks. Economic indicators are showing signs of
improvements. Economists who study such things are even
whispering that things are getting better.



And NOW is a great time to plan for the level of success
you want three months, six months, a year from now, and
beyond, when this train is really storming down the tracks.
Let's look at some ways to do that.





Protect Your Best Accounts

First, maintain and grow what you have. Your competitors
might be reading this and are targeting your best accounts.
Don't assume everything is OK if you don't hear from them.
Be proactive and ask what else you can do for them.





Call Your Inactive Accounts

They became inactive for a reason. Find out why and fix
it if you can. If things were not going well for them and
they struggled during a downturn, be there when they
ride the wave up.





Exploit Your Strengths

Differentiate yourself and your company. Specialize.
Sell into niches. Become an expert in a certain area.





Ask for More Referrals

When making your regular "Value Added" calls, make
it a point to ask who else they know who might also be
able to take advantage of the same types of benefits/
results they receive from you. People who run businesses
that are thriving now likely know similar people.





Presell for the Future

Sure, you'll still hear, "We can't do anything now." And
when it is legitimate, get as much of a commitment as
you can today. Ask them, "When do you anticipate
moving forward?" "Can we be the ones you'll work with?"





Stay in Touch

For the people who aren't buying today, be sure you're
the one they think of first when they are ready. Email
regularly with value-added ideas, tips, and industry
information. Send articles. Personal handwritten notes.
Get on a regular card-sending program http://www.soclink.com/businessbyphone





Smart Prospecting

Get more in your pipeline. But don't just "smile'n'dial"
for the sake of activity. Target wisely. Learn about them
before speaking with them. Tailor your opening and
questions to their situation.





Provide Personal Value To Your Buyers

One of the strongest human motivators is survival.
And it applies in the work environment. You likely know
more than one person who has been downsized.

Take interest in your customers personally,
and help your buyers on a personal level "How has your job changed in the last six months?
Three months?"



"What can we do to help you?"





Follow the Dollars

Some businesses are unaffected by the economy, and
others are doing better than ever RIGHT NOW. Where are
these opportunities in your world?





Upgrade Yourself

If you were going to run a marathon up a mountain, you'd
probably work out get yourself into better shape. Well, if
you're going to thrive in this economy, you need to have
your skills and attitude in top shape as well. Are you on
a regular "sales skills self-improvement" workout schedule?





Stretch Your Creativity

Say "Why not?" a lot more. Why couldn't you go after
a bigger sale than you've ever made up to this point?
What's the most unusual way you've ever found a new
customer? Try it again.





Negotiate for the Long Term

Keep in mind that today, it might be worth it to be a bit
more flexible in negotiating a first sale with a new customer,
IF there is long-term potential.





Work Harder

Sales success isn't like the get-rich-quick shows on
cable, or the "Make Money in Your Sleep" spam emails
you get. Show me the sales rep thriving today, and I'm
wagering he or she is out-hustling everyone else. Can
you kick it up a notch?





Ask More

I don't believe sales is "just a numbers game," but I have
proved to myself many times over that the more you ask,
the more you get.





Set Goals

If you want to reach a destination, you first need to know
what it is, and where it is. Let's face it, there are no secrets
here. The key is in doing something. Now get busy!



QUOTE OF THE WEEK

"Dreams are powerful reflections of your actual growth potential."

Dr. Denis Waitley

About the author:

Art Sobczak, President of
Business By Phone Inc., specializes in one area only: working
with business-to-business salespeople--both inside and outside--designing
and delivering content-rich programs that participants begin
showing results from the very next time they get on the phone.
Audiences love his "down-to-earth,"entertaining style,
and low-pressure, easy-to-use, customer oriented ideas and techniques.
He works with thousands of sales reps each year helping them
get more businesses by phone. Art provides real world, how-to
ideas and techniques that help salespeople use the phone more
effectively to prospect, sell, and service, without morale-killing
"rejection." Using the phone in sales is only difficult for people who use
outdated, salesy, manipulative tactics, or for those who aren't
quite sure what to do, or aren't confident in their abilities.
Art's audiences always comment how he simplifies the telesales
process, making it easily adaptable for anyone with the right
attitude.

Contact Info

Art Sobczak

Business By Phone Inc.

13254 Stevens St.

Omaha, NE, 68137

402-895-9399

ArtS@BusinessByPhone.com

www.businessbyphone.com

Selling Strategy: Start-Stop-Change by Jim Meisenheimer

What kind of selling results are you getting with your
current selling strategy? "Insanity is doing the same
thing over and over and expecting different results."
This quote is attributed to Albert Einstein, a pretty
bright guy.

Why do we rely on the same selling strategies that
don't work?

I suspect part of the reason is that we don't have any
formal selling strategies. We continue to react to the
daily challenges we face.

The word react is an interesting word. I especially
like the last three letters - "ACT." That's what we
should be doing. Taking action! Taking bold steps to

achieve our objectives.

But how do we break away from old habits? How do we
segue from not having written selling strategies to
preparing new and formal selling strategies that can
catapult us to a higher level of selling success?

To be sure, I don't have all the answers - but I do
have some ideas.

The first quarter of 2009 is now history. Look in
the mirror and what do you see?

Do you see a person who is 105% to his sales plan?

Do you see a student of selling - someone who is
always looking to do it better?

Do you see someone who is more reactive than proactive
on a daily basis?

Do you see someone who is working more and enjoying
it less?

Look, if what you're doing isn't working stop doing it.
Stop doing it immediately!

I'd like you to do me a favor. Actually you'll be doing
yourself a big favor.

Type these ten 2-letter words on a sheet of paper. Center
the words on the page and increase the font size to 22 pt.

Here are the words "If it is to be, it is up to me."

Then type three additional words - each word on a separate
line, centered on the page, with a space or two between
them.

Start, stop, and change.

You have all the potential in the world - use it!

Prepare a list of your key selling activities. Things like
prospecting, cold calling, asking questions, sales presentations,
sales proposals, handling the price objection, closing the sale,
time management etc.

For every item on your list, ask this question. Starting
today what can you start doing, stop doing, or change how
you're doing it?

Let your imagination run wild.

Imagine your weakest selling link is prospecting. What can
you start doing to fix that? Well, you can start setting a
goal to call on one new sales prospect everyday. This will
have a huge impact on your business.

What can you stop doing? You can stop thinking you will call
on sales prospects at the end of the day - when you usually
run out of time.

What can you change? You can change the order of things. For
example, you can begin every day by calling on one new sales
prospect.

A lot of salespeople and entrepreneurs today feel like
they're in a hole. Someone much wiser than me said, "The
best way out of a hole is to stop digging." Stop
digging and create a plan to get out of the hole
you're in.

Read these words every day and you'll be inspired
by them.

"If it is to be, it is up to me."

And begin every day asking three questions:

What can I start doing . . .

What can I stop doing . . .

What can I change . . .

It's your life, why settle for less when you can
have so much more?

About
The Author:

Jim is a
Sales Strategist and is the creator of No-Brainer Selling Skills.
He shows salespeople and entrepreneurs how to increase sales,
earn more money, have more fun, and how to do it all in less
time. His focus is on practical ideas that get immediate results.
He offers Advanced Sales Management Workshops, Sales Coaching,
Consulting, In-house Sales Training Programs, and a wide variety
of Learning Tools i.e. books, special reports, sales manuals,
and CDs.Jim Meisenheimer
is a member of The National Speakers Association, where he earned
the C.S.P. designation, Certified Speaking Professional. He
has authored five books including, "The 12 Best Questions
To Ask Customers," and the recently published “57
Ways To Take Control Of Your Time And Your Life”.

Websites: http://www.startsellingmore.com/

http://www.meisenheimer.com/

Hopeless - Not by Jerry Hocutt

Some salespeople feel hopeless if things aren’t going their way. Didn’t get the appointment? “Selling is hopeless.” Didn’t meet quota? “Selling is hopeless.” Didn’t get the big sale? “Selling is hopeless.”

What they refuse to admit is, “I’m not willing to pay the price to do what it takes.”

As a sales trainer, my job is to help my clients find new business through cold calling and referrals. If I had a dollar for every time I heard a salesperson say that cold calling is hopeless, or that getting referrals is hopeless, I could be ranked with Bill Gates and Warren Buffett as one of the world’s richest people.

Don’t get me wrong. Some things are hopeless. Controlling where tornadoes cut a swath through the heartland is hopeless. Making the sun rise in the West is hopeless. Stopping the aging process is hopeless.

The key word is “control”. Things out of your control may be hopeless. Fine. You can live with that. But if you can affect the outcome in some small way either through your words, your actions, or your attitude, you can’t say that things are hopeless. If you want the result, and those results have been achieved by others, things aren’t hopeless. If you’re willing to do what it takes – to be involved in the process – things aren’t hopeless.

Hope shows the way

Too many people confuse something as being hopeless with their unwillingness to do what it takes to succeed. It’s all a matter of choice. Climbing Mt. Everest may seem hopeless to you, but not to those who have made the trek. You choose not to be a climber. Winning the Masters may seem hopeless, but not to those who have won it. You simply choose not to do what it takes to be a champion golfer. Nothing wrong with that. Just don’t say that it’s hopeless. You’re more accurate when you say, “I choose not to do what it takes.”

Hopeless means that something is absolutely not possible by anyone. For everything else, there is hope. The number of defeats Abraham Lincoln suffered before becoming our greatest president is well documented. The defeats didn’t leave him feeling hopeless. Disappointed, yes. Hopeless, no. How do you know? Because he kept trying until hope showed the way.

The story of Thomas Edison and his discovery of the first electric light bulb is identical. Finding the answer was never hopeless. Just undiscovered. Hope was knowing there was an answer waiting to be found. Edison and Lincoln changed the world forever.

Frozen prospects

I encourage salespeople to qualify their prospects better. Develop your seven qualifying questions. Know who you’re looking for. The better you qualify, the faster you close the deals.

Then continue to improve your questions. For years I thought my best qualified prospects were any business people who wanted to find new customers. But I wasn’t even close.

I learned. I was asking a terrible qualifying question when I asked, “Would you like to find more new customers in order to increase your sales and income?” Of course everyone said yes. Who doesn’t want to make more money?

My fault. Poor question. With so many saying, “Yes! I want to make more money,” I thought I had some great leads. But I wasted my time with too many people unwilling to pay the price.

I changed my question. Now I ask, “Are you willing to do what it takes to find new business?” If their answer is yes, I can help. This question is like catching a deer in the headlights. The unqualified prospects freeze when they hear the question. Their hesitation is their answer.

Able. But willing?

When cold calling, I understand I can’t control what the prospects say and do. It’s their decision. I can’t control it. But I can affect it. This gives me hope. The best I can do is to inspire them to want to do whatever it takes to help themselves. If they’re not willing to help themselves, it’s best we part company. They’re wasting their time and mine.

It’s not unusual to have two seminar participants, from the same company, sitting next to each other during the program. After the program, one tells me how much she learned, and which ideas she will put to use today. Her partner may tell me, “This sucked. Worthless. What a waste of time.” Talking to their boss weeks later, I find the first one who used the ideas is flourishing, while her closed-minded partner has been fired. Both got the same information. Only one was willing to act on it.

I can show people what to do, how to do it, and why it works. But if they choose not to act, it doesn’t mean things are hopeless. And I haven’t failed. They’re just unwilling. When people don’t act in their own best interests to save themselves, they get no sympathy from me or their employers.

So how about it? Are you willing to do whatever it takes to get what you want? If you are, there’s hope.

About The Author:

© 2009 Jerry Hocutt. Read more articles by Jerry at his blog http://footinthedoor.squarespace.com/journal and listen to a free preview of his CD/MP3 audio program Cold Calling for Cowards® at http://www.footinthedoor.com/freepreview.html.

Top Ten Best Practices When Selling Into An On-Line Reverse Auction Environment by Daniel Adams

Q.  Dan, I need your help urgently.  I have been working on a large deal for several months.  My customer recently emailed me that they have narrowed their choice to three vendors. He said that any of these will "get the job done".  They said that next week they will be asking us to participate in an on-line reverse auction.  I don't know how to respond.  Any advice?

Edward  J.

Lynn, MA

A:  Edward, great question.   For several years I worked for the on-line reverse auction technology market leader (Ariba) so I really understand your pain.  I frequently come across this issue during my Trust Triangle Selling™ workshops where many potential superstars face this unexpected obstacle.  The fact that you have been working this opportunity for several months and were blindsided by this key buying process step would definitely be considered a huge surprise. And we know that Sales Superstars do not like surprises. In the future, be sure to qualify the opportunity early making use of the TTS™ Account Qualification Methodology (BMPCC).  For additional information on this approach read my Sept '08 newsletter on the topic.  Understanding the details of their "P" or Buying Process early in this opportunity would have given you an early warning so you would have many more options in dealing with your client's approach.  I have developed a TTS workshop module specifically to address this issue.  Here's a list of the "Top Ten Best Practices When Dealing With Auction Environments" that should help you out:

Top Ten Best Practices When Selling Into An On-Line Reverse Auction Environment

1.    Don't Panic & Don't Be Intimidated

The customer wants you to panic and lower your price. She wants you to believe three things:

a. Price is the only decision criterion.

b. Unless your company shaves the price to unspeakable levels you will lose this deal.  

c. If you fail to play the game, you will lose.



It is critical that you understand the most important key when dealing with an online reverse auction:  it is merely the electronic version of a face-to-face negotiation.  Nothing else has changed.  If you know what you are doing it is really no different than any other selling situation.  Additionally, outstanding consultative selling skills are more important than ever before.



Remember this great quote:

"If you deal with the lowest bidder it is well to add something for the risk you run, and if you do that you will have enough to pay for something better."

John Ruskin

2.    Don't Fight  

See it as a positive!  If they have already decided to utilize this technology what good does it do to fight them on this issue?   Be a true consultant!  Agree that in certain circumstances, when deployed properly, this technology can be very useful to both the buyer and seller.  



3.    Understand The Technology

You must understand that most auction software has many "behind the curtain" switches and toggles which enable the buyer to provide benefits to trusted suppliers who have track records of reliability or service.  The rep must be sure to understand which  toggles are part of the selling process.  The rep must convince the customer to flip these switches in favor of his company prior to the auction event.



4.    Use The Trust Triangle Selling™ Account Qualification Methodology (BMPCC)

Selling in a reverse auction environment is really no different than selling in any other environment.  Very early in your sales cycle you must understand how to properly qualify your opportunity using the Trust Triangle Selling™ account qualification methodology (BMPCC) fully discussed in my September Newsletter.



5.   Understand The Decision Makers 

You must understand all the key players who will be involved in this opportunity.  Who is establishing the minimum specifications?  Who is making and influencing the final decision? Who is grading the results? Who is running the auction?   



6.    Understand The Buying Criteria

Just like any non-auction environment, it is more important than ever to fully understand your client's needs, pains and buying criteria. Just because the client uses an online auction tool does not necessarily mean that she will be making a 'price only' decision.  Unless you are the low price leader (which is not a good long term strategy) it is your job to prevent her from making a decision solely based upon the "initial investment" (selling price).  Remember, price is the key decision criteria when no superstars exist to convince the customer that there are other more important purchase criteria such as ROI, TCO and Quality.  



7.    Understand The Buying Process: 

Use D-3!  Discover, Document & Drive the buying process.  Offer to help make this a successful project.  Are you assisting the person who is designing the auction specifications?  Are you giving them suggestions as to how to use the auction as a tool in her overall buying process?  



8.    Prepare! Prepare! Prepare!

As with any negotiation, you must do your homework and be prepared!  

Here's a laundry list of the questions that should be answered prior to picking a strategy and participating in the auction event:

• If the decision were to happen today, would we win?


• If we decide to use a disengage strategy (decline to participate) what will be the impact on our long-term relationship?


• Will we be given any credit for our unique competitive advantages? If yes, how much?


• Do we know the exactly how the customers are planning to make this decision?


• Will they continue to negotiate after the auction? (terms, warrantee, delivery etc.)


• What does the competitive market look like?


• What has been our experience in competing against this competitor in an auction environment in the past?


• What is the cost for the customer to do nothing?


• What is the cost to the customer to switch to or from our offering?


• What is our walk position?


• If there will be further negotiation after the auction, what does the "Trade Matrix" look like?


• Will we be given time and access to the key decision makers to:
  
  
  
  • Understand their pains, issues, challenges
  
  
  • Explain how our unique competitive advantages will uniquely alleviate these pains?
  
  
  • Justify how these unique competitive advantages will result in a lower TCO or higher ROI?
  
  
  
  


• What is our likelihood of winning, if we attempt to change:
  
  
  
  • Players?
  
  
  • Decision Process?
  
  
  • Decision Criteria?
  
  
  
  


• What will be our bidding strategy?


• Do we believe the firm conducting the auction has integrity?  Be sure to get the rules of the game agreed to in writing before the start of the auction.   Some unscrupulous customers commit to one thing verbally then renege on their commitment later.

9.    Use Major Account Strategy: 

What is your strategy to WIN?  Here are several strategy options to consider (Building Trust, Growing Sales Chapter 4):



Frontal Attack Strategy:

Do exactly what they want you to do.  Play by their rules.   This is NOT a very effective strategy.  Use this strategy only if you are 160% sure you will win with this approach.



Disengage Strategy  (see # 10 below):

Don't play their game.  This is a very risky strategy and can only be deployed if you are seen as a clear front runner and market leader.  Reminder, the Lone Ranger is DEAD.  Use this strategy only after reviewing it with your boss!



Change The Game Strategy:  

These strategies involve bending the rules in your favor and help you to offset the cost-cutting power of the auction environment.

• Change the Players:  Find out who is involved in making and influencing the decision and put a strategy together to find others in the organization who could be added to the decision team to improve your competitive position.
  
  

• Change the Decision Criteria:  Most customers focus only on price.  It is your job to drive a huge wedge in the customer's thinking between sell price ("initial investment") and TCO (Total Cost of Ownership) and/or ROI (Return on Investment).  Your goal is to persuade them of the importance of long term thinking (ROI, TC).  This can only be accomplished if you begin to discuss pricing generalities early in the sales process because you will need time to change the customer mindset on this issue.
  
  

• Change the Process:  This strategy involves changing the way they are going about their decision process.  Here are three excellent recommendations to consider:

1. On-Line Absolute Final Pricing:  Offer to provide only one price, your best and final price on-line.


2. Off-Line Absolute Final Pricing:  Offer to provide only one price, your best and final price off-line.


3. Assist with Generic Specifications:  Just like any other sale, you should be assisting your "Mother" (client) with what can be a very chaotic buying process loaded with headaches.  You should step up, convince your "Mother" that you are an experienced consultant in this field and offer to provide assistance.  For example, help your client establish the "generic" bid specifications that will be integrated into the auction process.
   
   

Each sales scenario is different and unique but in general, my advice would be to use one of the "Change The Game Strategies".



10.    Price Only Decision? 

Just like the old days, if you find out early that the customer plans to use auction technology to make the final decision AND they will be buying low price, AND they will not allow you to establish minimum specification or receive any value for your unique competitive advantages....bye bye!  Call them, thank them for considering solutions from your company and let them know that "We have a policy that we cannot participate in on-line reverse auction environments.  Our clients are the main beneficiary of this policy as we have found that the process may result in a solution being deployed that does not meet the long term needs of our clients."  Politely let your customer know that she will be receiving a Trust Triangle Selling™ "Disengage Letter" from your firm.



One final thought Edward: It is incumbent upon your marketing & engineering teams to develop solutions which are highly differentiated.   It is your job to uncover pains, and to position the benefits of your unique capabilities, while justifying the value of your attributes with your client.  When these tasks are executed properly, your client will not consider acquiring your solution with a reverse auction tool.





Good Luck, and Close 'Em!

About
the Author:

Daniel Adams, author of Building Trust, Growing Sales,
and creator of Trust Triangle Selling™ helps corporations
improve their profits by optimizing the performance of their sales
teams. He is a frequent and popular speaker at national sales
meetings, workshops and association events. You can visit his
web site and read his other articles at www.trusttriangleselling.com.

How To Motivate Sales Teams In a Tough Economy By Mike Brooks

Sales reps have it tough today – not only are their clients and prospects harder to sell, but even their companies have pulled back a lot of the incentives they used to reward and motivate their performance.  It started back in December when many companies cancelled their holiday parties and annual bonuses.  Then it continued as companies announced they were not contributing to their 401K plans and that any raises or increases in commissions would be postponed as well.

As the downturn continues, it threatens to squelch employee morale throughout organizations – from the sales reps, to customer service, all the way to accounting.  With little money for standard raises and cost of living increases, many companies are rediscovering the benefits and impact that little perks can have.

Sue Shellenbarger in The Wall Street Journal reports that corporations as diverse as Discovery Communications, Intel, and USAA have rolled out such new benefits as onsite child care, concierge services, and free massages.

Such perks may seem extravagant during lean times, but employers say it’s a way to keep top talent happy.  “While such benefits cost relatively little, they pack a big emotional wallop.”

In fact, the most effective perks aren’t always the priciest, said Carlos Bergfeld and Princess Calabrese in BNET.com.  “Studies show that cash incentives don’t stick in an employee’s mind: Most folks use the money to pay bills and later forget where it went.”  Instead, L.A.-based public relations firm JS Communications gives employees two free “I Don’t Want to Get Out of Bed” days.  Colorado’s New Belgium Brewery, best known for its flag ship Fat Tire ale, celebrates employees’ one-year anniversaries by giving them custom bicycles.  “It’s a couple hundred dollars for the bike,” says the company’s media director Bryan Simpson.  “But it means so much more.”

This is sound advice, and it shows the growing trend of how perks are becoming the new raise.  In my previous roles as sales manager and V.P. of Sales, I understand how recognition can mean much more to a sales rep’s morale than simply a cash bonus.  Here are a few inexpensive ideas you can begin implementing immediately that will have a big impact on morale and

performance:

1) Get a couple of trophies such as “Most new leads generated in a week,”

or “Revenue Leader of the week.”  Each Monday present the award to the sales rep who led your team in these or other areas during the previous week.  Believe me this weekly recognition goes a long way in keeping moral up.

2) Buy a Blu-Ray Hi Def DVD player for the closer or employee of the month award.  You can get them from Costco for $199.  Buy it in advance and show it off during the month – you’ll get great mileage for just a few dollars.

3) Ask your employees to make suggestions as to the bonuses they would most like to receive.  Then pick one or two and offer them for the next few months.

I’m sure you can think of other bonuses that would have an impact on your sales team and other company employees.  You don’t have to spend a lot of money to keep your employees motivated, but you do have to be a little more creative.  Just remember – just because you may not be able to hand out the bonuses your team is used to, it doesn’t mean you can’t still motivate them in other ways.

Put your thinking cap on and find ways that fit within your budget and let your team know how important they are.  The loyalty, security, and production you’ll create will be well worth the effort.

If you found this article helpful, then visit our website for more FREE sales training resources: http://www.MrInsideSales.com

Mike Brooks, author of the award winning book on sales, “The Real Secrets of the Top 20%” is hired by small business owners to operate as an interim Vice President of Sales to develop training programs, and to teach and implement effective core sales skills that have an immediate and measurable impact on bottom line profits.  Contracts are typically six to twelve months and he works with up to five companies per year.  To learn more about Mike’s services, visit his website or contact Mike directly:
(818) 999-0869.

Sales reps have it tough today – not only are their clients and prospects harder to sell, but even their companies have pulled back a lot of the incentives they used to reward and motivate their performance.  It started back in December when many companies cancelled their holiday parties and annual bonuses.  Then it continued as companies announced they were not contributing to their 401K plans and that any raises or increases in commissions would be postponed as well.

As the downturn continues, it threatens to squelch employee morale throughout organizations – from the sales reps, to customer service, all the way to accounting.  With little money for standard raises and cost of living increases, many companies are rediscovering the benefits and impact that little perks can have.

Sue Shellenbarger in The Wall Street Journal reports that corporations as diverse as Discovery Communications, Intel, and USAA have rolled out such new benefits as onsite child care, concierge services, and free massages.

Such perks may seem extravagant during lean times, but employers say it’s a way to keep top talent happy.  “While such benefits cost relatively little, they pack a big emotional wallop.”

In fact, the most effective perks aren’t always the priciest, said Carlos Bergfeld and Princess Calabrese in BNET.com.  “Studies show that cash incentives don’t stick in an employee’s mind: Most folks use the money to pay bills and later forget where it went.”  Instead, L.A.-based public relations firm JS Communications gives employees two free “I Don’t Want to Get Out of Bed” days.  Colorado’s New Belgium Brewery, best known for its flag ship Fat Tire ale, celebrates employees’ one-year anniversaries by giving them custom bicycles.  “It’s a couple hundred dollars for the bike,” says the company’s media director Bryan Simpson.  “But it means so much more.”

This is sound advice, and it shows the growing trend of how perks are becoming the new raise.  In my previous roles as sales manager and V.P. of Sales, I understand how recognition can mean much more to a sales rep’s morale than simply a cash bonus.  Here are a few inexpensive ideas you can begin implementing immediately that will have a big impact on morale and

performance:

1) Get a couple of trophies such as “Most new leads generated in a week,”

or “Revenue Leader of the week.”  Each Monday present the award to the sales rep who led your team in these or other areas during the previous week.  Believe me this weekly recognition goes a long way in keeping moral up.

2) Buy a Blu-Ray Hi Def DVD player for the closer or employee of the month award.  You can get them from Costco for $199.  Buy it in advance and show it off during the month – you’ll get great mileage for just a few dollars.

3) Ask your employees to make suggestions as to the bonuses they would most like to receive.  Then pick one or two and offer them for the next few months.

I’m sure you can think of other bonuses that would have an impact on your sales team and other company employees.  You don’t have to spend a lot of money to keep your employees motivated, but you do have to be a little more creative.  Just remember – just because you may not be able to hand out the bonuses your team is used to, it doesn’t mean you can’t still motivate them in other ways.

Put your thinking cap on and find ways that fit within your budget and let your team know how important they are.  The loyalty, security, and production you’ll create will be well worth the effort.

If you found this article helpful, then visit our website for more FREE sales training resources: http://www.MrInsideSales.com

Mike Brooks, author of the award winning book on sales, “The Real Secrets of the Top 20%” is hired by small business owners to operate as an interim Vice President of Sales to develop training programs, and to teach and implement effective core sales skills that have an immediate and measurable impact on bottom line profits.  Contracts are typically six to twelve months and he works with up to five companies per year.  To learn more about Mike’s services, visit his website or contact Mike directly:
(818) 999-0869.

Are you paying attention to customer buying habits? by Tim Connor, CSP

               Words of wisdom for this week.   

“When nothing is sure, everything is possible.”  Margaret Drabble

People buy when they are ready to buy, not when you need to sell!  Many salespeople push, prod and manipulate in an attempt to convince the buyer that their agenda should be as important as the salesperson’s agenda.  Having said that, this doesn’t mean to imply that you should not use every professional and ethical sales technique and approach at your disposal to persuade the buyer that your product/service is a good decision for them to make now to solve a problem or satisfy a need. 

Buyers often buy what they want (desire) and sometimes need not just because of your sales methods, but because they have convinced themselves that your product/service makes sense to them or solves a pressing concern or need now.  Often they will share this want/need without any prodding from the salesperson, but many times they will need some guidance, increased knowledge or rationale before they can justify the purchase now.

There are a number of factors that contribute to the prospect’s buying agendas or motives.  Here are a few for you to consider.

1. Ego need.  Someone else they know recently purchased something similar, so they feel they need it now.

2. Pain level. Some people put off purchasing until the pain level of not having the product or service is so great that they can wait no longer.

3. Disposable cash. Many people (organizations) buy what they don’t need because they feel they have extra discretionary resources available (Tax return, best sales month the company has had in a year etc.)

4. Instant gratification. Some people buy what they don’t need or want simply because it is available.

5. They believe they deserve the product or service now whether they can afford it or not.

6. Some people just love to buy. It gives them a temporary thrill or emotional rush.

The thing to remember when prospecting and probing is to understand that you can not always change the personal issues confronting the buyer.  Just because you manager or company wants you to sell more this month or this year does not necessarily mean that your prospect is going to honor or even care about your needs or concerns.

This does not mean however that you should not:

-continue to prospect

-improve your persuasive skills

-probe deeper for the real motivation of the buyer now or in the future

-determine their real buying motives

-give professional and persuasive sales presentations

-ask for the business

Closing more business is not about asking for the business.  It is about discovering where prospect’s tension is highest and they feel they are out of control and then showing them how your products or services give them back the sense of control they need.

About
The Author:

Tim Connor, CSP World renowned Speaker, Trainer and best selling
author of 67 titles, Box 397, Davidson, N.C. 28036 USA, 704-895-1230
(voice) - 704-895-1231 (fax) - tim@timconnor.com (email) - www.timconnor.com (Website)

TO HIRE
TIM - CONTACT;

Tim Connor,
CSP

Speaker, Trainer, Best Selling Author

Box 397 Davidson, N.C. 28036 USA

704-895-1230 (voice) 704-895-1231 (fax)

tim@timconnor.com (email)

www.timconnor.com

Nine Barriers to Coaching a Sales Team by Keith Rosen

For any executive sales coaching initiative to be effective and long-lasting, there are important obstacles that a manager or internal sales coach needs to address.

Barrier One: No Coach the Coach Program

One of my clients recently called me with questions about building an internal coaching program. It seems the person who was spearheading the initiative was having a difficult time putting the processes and procedures together as well as getting the managers to embrace the new philosophy and approach. Since the company felt they could build the internal coaching program on their own, they didn’t hire an outside expert or consultant. The person in charge of the initiative wasn't even a coach but someone in HR. Without a coach training program to develop coaching skills and competencies, you can change your managers' titles, but not their essence, their thinking, or their skills.

Barrier Two: Coaching Is a Choice—Not an Obligation

The coaching relationship is a choice, not an obligation. The relationship between the coach and the people who are coached is a designed alliance, a collaborative partnership, and more. As such, remedial or sanctioned coaching is often met with resistance rather than with open arms. How is coaching being offered to your team or to your employees? As a perk, an incentive, an option, an obligation, or a remedial response to under performance? Are you offering it to your entire team, to a select few, or to just one person?

Barrier Three: Surrender Your Agenda When Coaching

What if your boss walked up to you today and said, “Your career, your bonus, your position in this company, and your salary will depend on how well your team performs. That said, I want you to start coaching all the people on your team, one on one. Hold them accountable and be unconditionally supportive, while surrendering your agenda and maintaining objectivity.” Could you do it?

My clients consist of a myriad of companies and professions, all shapes and sizes, selling products and services in practically every industry and profession. Yet, the one truth I share with them is this: “When you work with me as your coach, this will be the only relationship you have where it will always be 100 percent about you.”

If you’re an internal coach, this may be a stretch to fully surrender any agenda or attachment to your sales team's performance, especially since their performance directly reflects on you. In such cases, there’s an inherent challenge for you, as the business owner or manager, to separate your agenda from theirs and have no personal expectation from the relationship other than your unconditional commitment to their continued growth and success. It’s going to take some adjustment on your part to develop an unconditional and authentic relationship with your salespeople.

Barrier Four: You're Coaching People, not Changing People

There’s a big difference between coaching people and changing people. However, for executives or front line managers who are commissioned to hit some aggressive sales numbers, coaching is the last thing they want to talk about. The real distinction is that coaching is a process of discovery. A coach cannot push for results or attempt to change people overnight. The traditional scenario to facilitate change is typically a stressed-out manager who lays the same stress on his salespeople that his boss dumped on him. “Work harder; get focused; our jobs can be on the line; just bring in some more business.” This hollow approach seldom drives change.

Barrier Five: Connection—It Has to Be the Real Thing

In coaching it’s critical for unrestricted, honest communication in the coaching relationship. It's extremely challenging to connect with your salespeople at a deeper level, the type of connection necessary between the coach and the person being coached. Many employees are afraid that if they disclose too much, it will be held against them in the future. So they limit their vulnerability level to what is absolutely needed to perform their job function. This restricts safe and open communication, limiting the chance to connect with your people in a way that allows coaches to get to the real issues and barriers;—barriers that are preventing improved performance.

Barrier Six: Confidentiality and No Judgment? Sure, Boss!

Lets get right to what you're thinking. Your role as supervisor or boss presents some inherent problems with coaching that need to be addressed head on.

Given the parameters, guidelines, and principles necessary to be a masterful coach, trust is critical to make the connection. After all, if your employees can't trust you as their manager, forget even trying to coach them. Coaching requires an elevated level of trust that transcends the superficial trust between employees and management.

And what if some of your salespeople already have a problem with you as their boss and now you're going to try and coach them? How does that get handled? Do you think any of your employees are going to just come out and say that? Think again.

As a result, this relationship could quickly turn into more of a mentoring rather than a coaching relationship. This is a major reason why companies bring in an expert coach from the outside who doesn’t have any direct ties to the company as a manager would.

Barrier Seven: Anyone Can Manage, Not Everyone Can Coach

“I’m really not cut out to be a coach.” The hard fact is there are managers who want to be coaches, managers who need to be coaches, and managers who shouldn’t be coaches, and probably shouldn't be managers, either.

Companies that force all managers into a coaching role make a costly assumption that all of their managers would actually make great coaches, just like every college athlete should automatically make the pros. The rules work the same. Desire, attitude, ability, and skill will always be the formula for becoming a successful coach, or athlete. Then there is the mistake of pushing managers to do something they don't want to do. Managers can easily sabotage their own coaching efforts, and in the end, corporate may learn the wrong lesson: "I guess our internal coaching program didn't work."

Barrier Eight: Full Accountability

If you want to become powerful, hire a powerful coach. It's a simple, yet highly effective strategy. If you want your salespeople to be powerful, you need to be a good role model for them. As you evolve, so does your team. Consider this truth: Your team is a reflection of you. If you're not prepared to be 100 percent accountable for the success and failure of your team, if you skirt accountability in any way, if you lack professionalism or proficiencies in certain areas, your team will reflect these weaknesses. If you choose to evolve, so will your salespeople. If you want a world-class sales team, you have to become a world-class executive sales coach.

Barrier Nine: Competitive Managers

The most effective leaders develop other leaders. They encourage their people to perform as well as they do—even better. That is the sign of a true master and the real testament of a great manager. But what if the manager perceives his coworkers and subordinates as a threat? What if the manager is driven strictly by ego, the need to prove himself and his worth? What if this manager thinks he has survived only by keeping a competitive distance from his peers and salespeople? I've known managers who don't share their tools and best practices with their salespeople for fear their salespeople will outdo them. These are likely to be inferior managers who will seek to selfishly leverage the coaching relationship in a way to better themselves and their position rather than for the betterment of their sales team.

Now that we've listed the barriers that can get in the way of implementing an effective internal coaching program, do not be disheartened. With greater awareness comes choice. The good news is, you possess the power to make a difference.

About The Author:

Keith Rosen is the Executive Sales Coach that top salespeople and managers call first to attract more prospects, close more sales and develop a team of top performing sales champions. Keith has successfully coached more salespeople and managers than any other coach on the planet to achieve positive, measurable change. He’s the winner of the 2009 Stevie Award for being The Sales Education Leader of the Year. An award winning columnist, speaker and best selling author, Keith has written several books including Time Management for Sales Professionals and the gold medal winner, Coaching Salespeople into Sales Champions, which was named the Sales Leadership Book of the Year and one of the World’s Best Business Books of 2009. Inc. magazine and Fast Company named Keith one of the five most influential executive coaches. He's been featured in Entrepreneur, Inc., Fortune, The New York Times, Selling Power, The Wall Street Journal and Sales and Marketing Management. Keith sits on several editorial boards and advisory boards and is the expert sales advisor for Dun & Bradstreet, Hoover’s and AllBusiness.com. For sales training videos, podcasts, information on executive coaching and sales training, visit www.ProfitBuilders.com, call 516-771-1444 or email info@profitbuilders.com. Subscribe to his newsletter, The Winners Path, http://www.profitbuilders.com/winnerspath.htm.

Take Two of These and Call Me in the Morning by Tim Wackel

Imagine for a minute that you feel yourself starting to become ill. As usual, your calendar is swamped with appointments so you try to tough it out hoping you’ll get better. After a few days, you feel so miserable it’s almost impossible to function. You finally decide to pick up the phone and make an appointment with your family physician.

You arrive at the doctor’s office anxiously looking for relief. The physician walks briskly into the exam room and exchanges some quick pleasantries. He rambles something about seeing these symptoms before and tells you to take two pills and call him in the morning.

Do you feel the doctor really took the time to understand your situation? Are you motivated to follow his advice? I’m guessing there’s a good chance you’ll start looking for a new physician and probably won’t be referring anyone else to this practice.

Question: What does this lousy doctor have to do with selling more in today’s economy?

BREAK HERE

Answer: Almost everything.

Rule #1: Prescription before diagnosis is malpractice!

Ever watch a sales rep jump to conclusions and start offering ideas prematurely? It happens almost every day and you know it’s not pretty. Even the best qualified prospect will start to disengage and begin formulating their escape plan.

Many reps rationalize this behavior by believing there isn’t enough time to truly engage with potential clients. Their focus is on activity, not accomplishment. These reps are convinced that they can survive this economy by making more appointments, increasing their number of demos, giving more presentations and ramping up their number of proposals. A classic case of confusing wing flapping for flight!

Recently I wrote an article that outlined specific ideas on how to create more sales success in these turbulent times. I used the introduction of the article to put a “tongue in cheek” spin on how the soft economy had convinced me to just give up and quit. The entire article was less than two pages (this is about a 3 minute investment if you’re a slow reader). One simple paragraph (four sentences to be exact) of doom and gloom I used to set the stage for the rest of the commentary.

Within hours I received unsolicited advice from sales professionals all across the country. Each one weighed in with specific ideas that were obviously formed after reading the first four sentences or maybe just the headline. Although I appreciated the advice, it was completely off the mark. It felt like my doctor has just told me to take two pills and call him in the morning.

So what’s the prescription for driving more sales in today’s market?

Knowledge - it’s the common ingredient found in results, relationships and referrals. The more you demonstrate knowledge, the more prospects will take time to listen. And the best way to establish expertise is not by pitching features; it’s by asking questions. Questions that can differentiate the value you bring to every call.

Many selling professionals fall into the common trap of asking questions that are self serving. “What does your purchasing process look like?” is a mind numbing, self serving question that doesn’t create new insights. Your customer hears these types of questions every day and they bring zero value to the dialogue.

Instead ask questions that get customers to stop and think. Ask questions they haven’t been asked before. Ask questions that get the customer to pause and say, “That’s a really good question.”  Here are some simple examples to help jump start your thinking:

"There’s a lot of information that I could share with you, but I’d like to know what your specific goals for this conversation are. What are the most important things you feel we should focus on to make this meeting a valuable use of your time?"



"At the end of the day, what’s going to be the biggest differences between the one representative that will win your business and the 9 others that don’t?"



"What, if anything, is going to prevent you from taking the next step with me?”

Creating high impact questions takes extra time. But it’s worth every minute. Start investing more time doing research and preparation, less time running from sales call to sales call. I know this contradicts traditional wisdom, but this isn’t a traditional selling environment.

Don’t pick up the phone or walk into the lobby until you’re absolutely ready to engage in a meaningful dialogue. You’re not going to get a second chance in a slowing economy, so make sure every one counts!

Speaking of Sales is about finding, winning and keeping customers for life. If that’s part of your job, then you won’t want to miss the next issue.

Until then,

Tim

Tim Wackel

tim@timwackel.com

214.369.7722

Tim Wackel is hired by sales executives who want their teams to
blow the number away. Tim’s “no excuses” programs
are insightful, engaging and focused on providing real world strategies
that salespeople can (and will!) implement right away. Sales teams
from BMC Software, Cisco, Fossil, Hewlett Packard, Allstate, Thomson
Reuters, Raytheon, Pricewaterhouse-Coopers, Catalina Marketing,
Philips Medical Systems, Red Hat and TXU Energy count on Tim to
help them create more success in business and in life.

Which Toxic Sales Assets Do You Need to Dump Today? by Jill Konrath

Action oriented. Forward thinking. Positive attitude. Sound like you? If so, your financial future may be at significant risk.

With the state of today's economy, it's not enough to be an aggressive optimist with an eye on the future. After all, that's what caused our current economic crisis. Financial firms neglected to do their due diligence - assuming their strategies would continue to be highly profitable.

As sellers, it's also easy for us to keep our eye on the future while overlooking the present. The truth is that it's not enough to keep making those calls, working harder and harder, focused only on winning the business.

Instead, you need to know which of your sales assets are working for you. And, you need to know which are dragging you down, making it difficult to capitalize on the opportunities you've uncovered.

That's why it's imperative for us to take a serious inventory of our personal knowledge and skills on a regular basis.

Here are just a few of the toxic sales assets I see sellers use every single day.

• Winging It: Failing to adequately prepare for sales calls is enough to get you dismissed or deleted immediately by time-sensitive decision makers.

• Diarrhea of the Mouth: If you're doing the majority of the talking, you're negatively impacting your credibility and connection with your customers.

• Inadequate Knowledge: Today's buyers have no tolerance for sellers who refuse to "pay the price of admission" and haven't researched their organization.

• Product/Service Dumps: The people you're calling on don't care about your offering. Period. If that's your focus, they'll tune you out in no time flat.

• Too Much Too Quick: When you rush the sales or give too much data in one meeting, your prospect gets overwhelmed and pulls back from you.

None of us are immune from screwing up! Last week I shared my blooper in an article called, Oops! Don't Make These Same Mistakes That I Just Did.

The key is to be ruthless in analyzing your sales assets. What worked for you in the past may no longer be effective. In fact, it may have actually turned into a toxic sales asset that needs to be removed from your portfolio.

After every call, analyze what worked and where you ran into trouble. Be on the lookout for toxic behaviors that cause your customers to throw up objections, tell you they're not interested or choose another company to work with.

Hanging onto those toxic sales assets of dubious value could lead to lost opportunities, a major meltdown in your pipeline and potentially, the demise of your sales career.

No one is going to bail you out! Dump those toxic sales assets today. Your ability to replace ineffective sales skills with new ones is essential for your ongoing success.

About The Author:

Jill Konrath, author of Selling to Big Companies, helps sellers crack into corporate accounts, shorten sales cycles and win big contracts. She is a frequent speaker at annual sales meetings and association events.



For more articles like this, visit http://www.SellingtoBigCompanies.com . Get a free Sales Call Planning Guide ($19.95 value) when you sign up for the Selling to Big Companies e-newsletter. 

Are You in Danger of Losing Your Salespeople? by Brian Jeffrey, CSP

Are some of your salespeople getting ready to walk out the door? Quite possibly, but it doesn't have to happen.

Some salespeople are like talented migrant workers who move from job to job to wherever the crops are easy picking. Some of these people think the grass is greener on the other side of the fence without realizing that it's just how the light is being reflected and, in reality, the grass is as green (or equally brown) on both sides.

It's not so much that these people are professional drifters, but the good ones are always going to be in demand and an easy target for "career consultants" (recruiters) or even your competitors.

Selling is a transportable skill and once you have it, it's yours forever. Oh, it might get a bit rusty from non-use. But, basically, once a person has honed his selling skills, he becomes a hot commodity for employers looking for someone to sell things.

Changing Times

In addition to the danger of having someone poach your salespeople, we live in a time when people naturally change jobs more frequently. Long gone are the days when someone took a job for life like our grandfathers used to do. Now-a-days, people are changing jobs every two to three years, or less, depending on the industry. So, if you've got salespeople who have been with you for over four or five years, consider yourself lucky and make sure you keep doing whatever it is you're doing that keeps people from straying from the camp.

Why People Stray

People change jobs for a multitude of reasons. While money is often cited as the biggest reason, unless you're paying way below the industry norm, money is seldom the prime reason people change jobs.

What often happens is that the person becomes unhappy about something at work and he decides to look around. This is usually when he becomes vulnerable to being approached by a recruiter or competitor. Only after a person has decided to look for a better opportunity does money become a big part of the equation. It's usually something other than money that starts people looking for a new position.

The first Law of Employment Inertia states that a content employee will stay put unless forced to move by some form of discontentment (I just made that law up!). In other words, keep your people content. It's not as difficult as you may think.

Motivating People to Stay

Most of us have heard of Maslow's Hierarchy of Needs that states that people operate on one of five levels of need (Survival, Security, Social, Esteem, and Self-Actualization) and that what motivates us will vary as to where we are in this hierarchy. For example, a person can quickly move from Esteem to Security when he shows up for work on a Monday morning and discovers the company is laying off staff. He quickly drops to the Survival level when he discovers he's one of the people being laid off!

Another somewhat lesser-known but popular theory of motivation is Herzberg's Two-Factor theory. Fredrick Herzberg, a noted sociologist, felt that there was little managers could do to satisfy the lower level of Maslow's hierarchy (Survival and Security). He concluded that only the upper levels (Social, Esteem, and Self-Actualization) were left for motivational purposes.

Motivators and Maintenance Items

In his two factors, Herzberg called his higher-level factor "Satisfiers" or "Motivators" and the lower level "Dissatisfiers" or "Maintenance Items." The theory is that if the items under the Maintenance Items list are not met, they will cause dissatisfaction. On the other hand, if you satisfy people through job enhancement, etc, you are more likely to motivate them.

The following list gives you a better idea of the dividing line between Motivators and Maintenance Items.

 

Motivators (Satisfiers)

The job itself

Potential for personal growth

Advancement

Recognition

Responsibility

Achievement

Sense of belonging

Ability to influence events

Money 

Maintenance Items (Dissatisfiers)

Money

Working conditions

Job security

Relationship with co-workers

Quality of supervision

Status (job title)

Job location

Fringe benefits

Type of business

Money Doesn't Motivate

You'll notice that money is on both lists. It's at the bottom of the list as a satisfier and the top of the list as a dissatisfier. As a maintenance item, if the person doesn't have enough money, it becomes a dissatisfier. Yet money can certainly act as a short-tem motivator however when used as a bonus or incentive for special effort. I say short term because it quickly changes from an incentive to an expectation.

Case in point. One company I worked for years ago gave the employees a Christmas bonus whenever the company had a profitable year. They did this for five years and then they had a very bad year. Even though the employees knew the rule about profitability, they still grumbled because they didn't get their bonus. It had become an expectation, not a motivator.

What You Can Do

Herzberg contends that your job as a manager is to enhance the satisfiers and minimize the dissatisfiers. In many cases, you can have little influence over the dissatisfiers. Take location for example. If your place of work isn't conveniently located for a particular salesperson, you are unlikely to move the company to a more convenient location. On the other hand, if you can arrange for the salesperson to do at least some of his or her work from home, why not?

Sometimes the best you can do as a sales manager is to build on the satisfiers (motivators) and create an ever-widening chasm between them and the dissatisfiers (maintenance items) over which you may have little influence.

If you minimize the potential dissatifiers and create a motivational environment for your people to work in, you're not too likely to lose any good salespeople to a competitor for money alone. You may lose them, but there will have to be extenuating circumstances beyond just compensation.

Want to Learn More

If you want to learn more about motivation and motivational theories without attending a university course, get a copy of my e-book Building & Maintaining Morale. It's an easy read and full of good ideas.

As a sales manager, you have the responsibility to create an environment where people want to stay and do their best. It's called sales leadership.

-0-

About the Author

Brian Jeffrey is President of Salesforce Assessments Ltd. His company works with sales managers who want to make the right hiring decisions and build a strong sales team. For more articles like this and your free copy of "The 8 Biggest Hiring Mistakes Sales Managers Make" go to => www.SalesforceAssessments.com