Don't Be Your Own Worst Enemy by Brian Jeffrey, CSP

You're probably sitting there thinking, "Why would I want to be my own worst enemy?" And the answer, of course, is that you certainly don't want to be. But it happens, and it could happen to you.

I've seen salespeople with the potential to be top performers fall short because they either didn't know what it took to be a top performer or they knew and were just too lazy to do what was required.

Getting Out Of The Pack

If you take a group of ten salespeople, you're likely to find two really top performers, a pack of five to six who are OK, and two to three who should probably be doing something else for a living.

A lot of people are quite comfortable being a member of the "pack." There's a certain comfort in not standing out. There are fewer expectations made of you and you're generally on safe ground when times are tough and the layoffs occur. Sometimes people just get so deep into their personal comfort zone that changing is simply too much of an effort. As I've often said, the problem with the world is apathy, but then again, who cares!

Not everyone is content to stay in the pack. Some are there due to circumstances beyond their control, while others are just getting their act together and are getting ready to break out.

It's this last group of people that this article is intended for — those who don't want to be the pack any longer and who aspire to move out and up in the sales food chain.

The Three "Ds"

Getting out of the pack is both simple and hard. The simple part is realizing that there are only three things you need to have to break free of the pack and they are the three Ds — the Desire, the Drive, and the Discipline to do what is required to get out. The hard part is finding sufficient quantities of those three elements.

The "desire" part is the easiest of the three. Drumming up the desire is no more difficult that drumming up the desire to win a lottery. Who among us hasn't purchased a lottery ticket and then spent quality time daydreaming about what we would do with the winnings. It's fun to think of whom we would share some of the winnings with (and whom we wouldn't!), what we would buy, and what we would do after we got our hands on the money.

So what would you do if you became even more successful in sales? How would your income improve? What would you do with the extra money? How would the extra income impact your family? Would you make more trips, take better vacations, buy a new home or perhaps the car of your dreams or a boat, what? What happens to your desire when you let your mind and imagination go there? It probably goes up, as it should.

The drive and discipline are the more challenging parts of the success equation. Just like you can't win a lottery without disciplining yourself to buy a ticket each week, you can't become a sales superstar without disciplining yourself to do what it takes to get there.

So what does it take to be a superstar in your particular field? What sales target do you need to set for yourself? How many sales do you have to close in order to exceed that target? How many sales opportunities are you going to have to start in order to close enough to make your target. How many calls will you have to make? Find out what the activity levels are for your specific business. You get the idea.

If you're not sure where to begin, talk with some of the top performers in your company. What are their activity levels? Notice I didn't say what are their performance levels; I said activity levels. Superior performance is the result of doing the right things (activities).

Sales superstars have the discipline to do what non-performers won't do — work their numbers.

Last on our list is finding the drive to do all this. To a great extent, drive is a function of attitude. If you develop a can-do, will-do attitude, the basics of drive are there. Feed your drive with a bit of desire from time to time and you'll stay in high gear. Remind yourself from time to time how your life, and your family's life will improve when you reach your goal. It works.

SMART Goals

You've probably heard about setting SMART goals where SMART stands for:

Specific: Make sure your goal is well defined and specific.



Measurable: Put a number on the goal.



Attainable: Make the goal realistic.



Relevant: Is the goal relevant to where you want to go or be?



Time-Based: Have a time line for achieving the goal.

I've seen a lot of people set SMART goals that were never reached. Heck, I've got a pile of them myself. I've set tons of "goals" for myself over the years but now I realize that I was just setting "dreams" not goals. I learned years ago that setting SMART goals wasn't enough. There is a secret ingredient that was missing from my goals.

The Secret Ingredient

The secret ingredient is so simple yet so elusive to all but those who possess the three Ds. And what is this elusive secret ingredient you ask? It is the unreserved, personal commitment to make it happen.

This secret ingredient is there for anyone who wants it but only the people with the three Ds—the desire, the drive, and the discipline—will be able to action it.

Will one of those people be you? Will you rise above the pack and join the ranks of the very successful? Will you stop being your own worst enemy?

I truly hope so.

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 using his sales assessment test. For more articles like this and your free copy of "The 8 Biggest Hiring Mistakes Sales Managers Make" go to => www.SalesforceAssessments.com

Getting Commitment Through Out the Buying Process By Mike Brooks

Prospects go through many phases before making the final buying decision.

Some sales have more phases than others, and there can be many steps involved including evaluating data or demos, going up or down the decision chain, talking with partners, spouses, or others, etc.  Whether your process is short or long, your challenge is the same – how do you get buy in and commitment at every phase of the process, thereby allowing you to remain in control of the sale?

The answer is to ask direct, specific questions that require your prospect to either commit to what’s next, or that get your prospect to reveal that the sale might not go through (I know you hate to hear that, but it’s better to find out sooner rather than later).  So here’s how you do it:

The first question you need to ask is a definite commitment question at the end of your qualifying call before you send info or gather quotes, etc.  If you know you’re dealing directly with the decision maker, then use the question below and customize (adapt) it to fit your specific selling situation:

“Prospect, I’ll go ahead and (get this demo/quote/info off to you) and let me ask you a question.  If you can see how this will/can (state the benefits and match them to their specific needs), is this something you will take advantage of (next week or whatever time frame you’ve discussed)?”

Now, if there are many other layers involved, then you need to get specific commitment on what will happen next.  So you should say:

“Terrific.  I’ll go ahead and get this off to you so you can begin your evaluation process.  Let me ask you again: based on what we went over (restate their specific needs and exactly how your product/service fits these), does it sound/look like this might be the solution your company is looking for?”  And then,

“What can you see that might get in the way of us moving forward with this?”

You may be thinking that you don’t want to introduce an objection here, and you’re not – what you’re doing is exposing possible Huge Red Flags that will only get worse as you go down the sales process.  It’s better to know NOW.

During any phase of the process, it’s crucial that you continue to ask these kind of specific, direct questions.  Here are a few that will always help you know where you stand – and what you need to do next:

If they say, “Well, the XYZ department has to look at it now,” you say:

“Great.  Does that mean that the “other team’ has approved it?”  OR,

“That’s wonderful.  How much closer to a decision are we?”  Or,

“Who do I need to speak with in that group?”  Or,

“And what happens after that?”  And,

“If they agree (like it), are we a go?”  And,

“What could go wrong there?”  And,

“How many other proposals are they looking at?”  And,

“Where does ours stand,” Or, “Who are they leaning towards so far?”  And,

“Are you still onboard on this?”

As you can see, what all these questions have in common is they require a definite answer.  This is something the Top 20% demand to know and that the other 80% are afraid to find out.

If you feel you’ve lost control of the sales process, it’s because you’re not asking the questions that you need to be asking.  If that’s the case, then use some of the questions above, take control of the sale, and start closing more business – believe me, it works!

About The Author:

If you found this article helpful, then you will love Mike’s Ebook: “The Complete Book of Phone Scripts,” which is packed with word for word scripts and techniques that you can begin using today to make more appointments and more sales.  You can read about it by clicking here:

http://www.mrinsidesales.com/scripts.htm

Mike Brooks, Mr. Inside Sales, works with business owners and inside sales reps nationwide teaching them the skills, strategies and techniques of top
20% performance.   If you’re looking to catapult your sales, or create a
sales team that actually makes their monthly revenues, then learn how by
visiting: http://www.MrInsideSales.com

 

7 Simple Steps To Tele-Prospecting Success by Jim Domanski

(Note About Author: Don't miss Jim's teleseminar this Friday, 10 Ways To Increase Sales Fast. If you can't make the seminar, pre-order the cd.)

To make tele-prospecting effective and successful for you and to get the kind of sales results you want, follow these steps:

1. Make an appointment with yourself for 1 hour/day

Forget spending two or three hours pounding out calls. You’ll burn out and you know you’ll quit doing it because it’s burdensome. Instead, schedule an hour each day. Sixty minutes. No more but no less. This is manageable, you’ll get results and you’ll keep your sanity. Mark in your calendar every single day. Block it. Make it sacrosanct.

2. Make as many calls as possible during that hour

The hour is about dialing and contacts. It’s not about lengthy research and preparation, stuffing envelops, or sending a follow up fax. It’s about making as many dials as you can because in the dials lies the opportunity.

3. Create a Master List

The way to make lots of dials in that single hour is to have a Master List. I recommend jotting down 25-30 prospect names and numbers on a yellow legal pad. Start at the top and dial. If there is no answer or you reach voice mail, hang up and go to the second name. Same thing. Then the third and fourth and so on. If you go through the list and have not reached anyone, start at the top of the list. Continue the cycle for your hour.

4. Make Your Calls Brief

Prospecting is about creating opportunities and that starts with qualifying and generating. You want your calls to be brief and to the point. Your objective is to become pals but to qualify and get your offer on the table.  Begin by identifying your key qualifying questions. If the prospect meets your fundamental criteria go for the next step in your sales cycle. Give yourself a five second cheer. Hurrah. Then move on to the next call.

5. Work Without Interruption

Don’t stop for coffee. Don’t chat with your co-workers. Don’t check your e-mail. Resist listening to your voice mail when the light begins to flash. Be disciplined and dial.

6. Call During Prime Time

Call during your prospect’s prime time, not yours. Prime time is the optimal time to reach your decision maker. For example, if you’re calling CEOs or other executives, prime time usually starts at 7:00 and usually ends at 8:00 a.m.  So what that really means is start at 7:00 a.m., not 9:00 or 10:00.  Fish where the fish are not where you like to be. 

7. Don’t Quit

Getting “good” at tele-prospecting is like getting into shape: it doesn’t happen over night. Stay disciplined. Like an exercise program it’s a bit tough at first but after a while it becomes easier. You need to work at it. Stick to the plan. It gets easier and you get better. And that’s when you start getting the results you want.

About The Author:

Teleconcepts Consulting works with companies and individuals who struggle to use the telephone more effectively to sell and market their products and services. For more information on consulting services and training programs, articles, and other resources visit  www.teleconceptsconsulting.com   or call 613 591 1998.

How Are You Doing These Days? by Tim Connor, CSP

I have developed several new simple and easy to complete Quotient Evaluation forms.  Thought I would share a few of them with you this week.  Feel free to use these anywhere in your organization you feel appropriate.  Here are four of them.



© The Leadership Quotient

Rank yourself on a 1-10 scale on the following leadership traits, skills or attitudes.  (1 is poor 10 is perfect).  Then total your score.  Even if you give yourself a 9 on every item even with a score of 90 that still indicates room for improvement.  If you believe you are a 10 in any area you might want to re-think it.

1.Your vision for the future for both your position and your organization.   ____

2.The ability to communicate your vision with clarity.  ____

3.Your passion for your roles and responsibilities.  ____

4.The ability to inspire others to peak performance.   ____

5.The courage to act decisively and with commitment.  ____

6.The ability to empower others.  ____

7.The willingness to take full responsibility for all outcomes.  ____

8.The ability to trust your employees.  ____

9.The willingness to avoid micro-management approaches.  ____

10.The ability to act as a positive role model.  ____

Your total score: ________

Scoring

90 -100 : are you sure you are that good

80-90 : you are in the top 90% of most leaders

70-80 : you are an average leader

60-70 : you have some work to do

50 or less : better get busy growing and learning

© The Supervision Quotient

Rank yourself on a 1-10 scale on the following supervision traits, skills or attitudes.  (1 is poor 10 is perfect).  Then total your score.  Even if you give yourself a 9 on every item even with a score of 90 that still indicates room for improvement.  If you believe you are a 10 in any area you might want to re-think it.

1.You give adequate positive feedback.  ____

2.You give authority with responsibility.  ____

3.You create a positive motivational climate.  ____

4.You communicate with clarity.  ____

5.You are an effective coach.  ____

6.You trust your employees to do what is best and right.  ____

7.You inspect what you expect.  ____

8.You hold people accountable without micro managing them.  ____

9.You are responsible to your employees but not for them.  ____

10.You consistently train & develop your employees.  ____

Your total score: ________

Scoring

90 -100 : are you sure you are that good

80-90 : you are in the top 90% of most supervisors

70-80 : you are an average supervisor

60-70 : you have some work to do

50 or less : better get busy growing and learning

© The Time Management Quotient

Rank yourself on a 1-10 scale on the following time management traits, skills or attitudes.  (1 is poor 10 is perfect).  Then total your score.  Even if you give yourself a 9 on every item even with a score of 90 that still indicates room for improvement.  If you believe you are a 10 in any area you might want to re-think it.



1.You tend to stick with a task until it is completed.  ____

2.You consider yourself action oriented rather than a procrastinator.  ____

3.You avoid common time wasters.  ____

4.You use techniques and approaches to better use your time.  ____

5.You spend adequate time planning before beginning a task or project.  ____

6. You utilize all available resources to achieve your objectives.  ____

7.You give adequate focus and concentration to your tasks.  ____

8.You use time stretchers to better utilize your time.  ____

9.You work from lists and priorities.  ____

10.You do the difficult tasks first.  ____

Scoring

90 -100 : are you sure you are that good

80-90 : you are in the top 90% of most people when it comes to time effectiveness

70-80 : you are about average in your time management

60-70 : you have some work to do to be more effective

50 or less : better get busy growing and learning

© The Sales Quotient

Rank yourself on a 1-10 scale on the following sales traits, skills or attitudes.  (1 is poor 10 is perfect).  Then total your score.  Even if you give yourself a 9 on every item even with a score of 90 that still indicates room for improvement.  If you believe you are a 10 in any area you might want to re-think it.



1.No matter what is going on you have the ability to maintain a positive attitude.   ____

2.More than 50% of your business comes from referrals and strategic alliance relationships.  ____

3.Your closing ratio is consistently over 70%.  ____

4.You constantly increase your sales results.   ____

5.You spend adequate time prospecting for new business.  ____

6.You sell value and not price.  ____

7.You have a strategy for keeping in touch with all of your prospects and customers.  ____

8.You give customer driven sales presentations.  ____

9.You adequately cultivate your customers for repeat business.  ____

10.You use your time effectively.  ____

Your total score: ________

Scoring

90 -100 : are you sure you are that good

80-90 : you are in the top 90% of most salespeople

70-80 : you are an average salesperson

60-70 : you have some work to do

50 or less : better get busy growing and learning

So how’d you do?

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

How Tennis Can Get You Past the Gatekeeper (And Reach More Decision Makers) by Jim Domanski

(Note About Author: Don't miss Jim's teleseminar next week, 10 Ways To Increase Sales Fast. If you can't make the seminar, pre-order the cd.)

Are your calls to top decision makers stopped dead in their tracks thanks to a skilled gatekeeper?

 

Reaching top decision makers is a mammoth task these days. Everyone covets their time and high level executives usually have an executive assistant, secretary or aid to screen your calls. If you can't get past the gatekeeper you're not going to reach the boss. Here is a technique that can help you get to the executive more often.

 

Tennis Finesse

 

Getting past gatekeepers is like tennis: they like to lob questions into your court to keep you moving and off guard. Most tele-sales reps lose the game because they fail to volley back. You need to learn to return the "ball" back to their court and catch them off guard. Here's what I mean:

 

 When they ask who is calling, give your name and nothing else and then ask, "Is she available?" Most gatekeepers are not use to a question rebound. They are used to a sales rep who gives them everything they need to screen the call.

 

But gatekeepers can backhand a reply too. When they ask where you're calling from, give the name of your company and no more, and then go to your forehand responses and say,  "Can you put me through please?" This is assertive but polite and it will catch most of them off guard.

 

Though reeling by clever shot along the line, they might manage "what's this in regard to?" Make sure you have a two handed smash ready to go.  For instance, an answer like "Improving margin strategy; can I speak to him please?" will befuddle the most avid gatekeeper. Improving margin strategy is vague but it sounds highly strategic and very important. Not your usual run of the mill reply from a sales rep. You need to prepare this ahead of time and keep it locked away until you need it.

 

Most gatekeepers will have never seen these kinds of 'shots' before.  It's called finesse. They're left with a degree of uncertainty. They put your call through. Point and match.

 

The Perfect Serve

 

If you want to knock the gatekeeper out of the game with an ace, here's another technique for your opening statement:

 

"Roger Smith for Jill Laver. I'm calling long distance. Can you put me through please?"

 

Delivered with firm authority in your voice, you sound like a colleague, like someone who isn't to be trifled with. It is less a request and more of a command. These are approaches that executives use daily. Ergo...you sound like an equal, a friend, a colleague, a buddy, an authority.  Ace.

 

As with the real game of tennis, the only way you'll get better is with practice. Master these techniques and watch your contact rate soar.

About The Author:

Teleconcepts Consulting works with companies and individuals who struggle to use the telephone more effectively to sell and market their products and services. For more information on consulting services and training programs, articles, and other resources visit  www.teleconceptsconsulting.com   or call 613 591 1998.

Top 17 Greatest Presentation Mistakes by Dan Adams

1.  Mediocre First Impression

Jack Welch said:  "Whenever I see a young man make a great presentation, I never forget that young man.  Unfortunately the opposite is also true."



You will never get another chance to make a great first impression.  Your first impression is key to a great presentation.  Don't forget that your opportunity to make a good first impression does not start with slide one of your material. Rather, it starts with the Presentation Prep Script that we discussed last month. Consider the very first few slides you intend to show your client. Do they convey that you have done your homework and that you have created a highly customized presentation? Or, do they smell like the same old "standard" presentation you have used over and over again?



2.  Lack of Enthusiasm

If you are not excited about your customer's solution, why should they be excited?  Remember what Vince Lombardi said: "If you are not fired with enthusiasm, you will be fired with enthusiasm."



3.  No Presentation Goal

Every meeting and every presentation must have a goal or objective.  Your presentation's goal should be clearly communicated at the beginning of the meeting to insure that everyone is on the same page.



4.  No Customization

During my workshops one of my client's key take-aways is that, "as of today, There Are No More Standard Presentations!"  This is key for several reasons.  



First, this best practice provides push-back to the customer who questions why each key attendee must be contacted prior to the presentation. You may have heard a customer say, for instance, "Why do you have to talk with the our key executives? Can't you just come in a give us your standard presentation? After all, your competitor did".  A Superstar responds:  "I'm glad that the other vendor was able to present to you.  At our company we do not have any standard presentations.  Each one of our presentations is highly customized based upon the client's current and future needs.  Our clients appreciate this approach because it insures that we present only what is essential to them and insures that we respect their time."



This approach also provides management a new way to coach a poorly trained rep who jumps in response to the customer's demands without considering a more consultative approach.



5.  Poor Visual Aids:  Less Is More

Dump the cartoons, and remember that the primary goal of the slides is to remind you what points you want to make to your client.  The 4 X 4 rule of thumb works great.  Never use more than 4 bullets per slide and never more than 4 words per bullet.  Avoid paragraphs of data!



6.  Too Long:  Less Is More

In general, most people don't want to sit through a very long presentation--they get bored.  If I learn that my competition has taken 2 hours to bore my client with their presentation I might open my presentation with: "I know you are very busy.  Out of respect for your time I plan to take 30 minutes to share the information you requested.  If any of you would like me to stay longer that's fine, we can delve deeper as needed."



7.  Weak Eye Contact

No audience member wants to be lectured. If they wanted you to read material, they could accept your literature and skip the presentation. Instead, they want you to connect with them.   Make a point to connect with the eyes of the audience with each key point you are delivering.



8.  No Connection:  Pain-Unique Competitive Advantages

After your title page the first slide should demonstrate your thorough understanding of your client's key issues, pain, and challenges along with the goals of the presentation.   This content should be discovered early in your selling efforts and during the delivery of the Presentation Prep Script. This key  slide is another indicator that your presentation is highly customized for your customer and provides the important link between the client's pain and your unique competitive advantages.



9.  Allowing "Derailments"

A presentation may get "derailed" if you permit a question or comment to take you in a direction that is not in your mutual best interests. Questions and comments are fine as long as they are controlled and take you in a direction that you find acceptable.  Otherwise respond with:  "Judy, that's a great question, thanks for bringing it to my attention. If you can hang on to that I'm planning on addressing that specific issue at the end of our time together."



10.  No Audience Involvement

Without audience involvement you will not know if you have connected with them.  You will not know if they understand your points.  Stop occasionally and ask the audience members questions such as, "Does that point capture how your department may benefit from ABC?" Or, "Give me your opinion on our approach to ABC".  Once you pause for reinforcement the audience becomes more receptive to your effort to satisfy their objectives. Just be sure that you maintain a balance between audience involvement and derailment.



11.  Sticky Floor Syndrome

There is a saying in presentation skills:  "Get out of the phone booth".  That simply means, don't glue your feet to the floor and limit natural gestures as if you are stuck in a phone booth.  Unless you are making a speech behind a podium to a large crowd you will appear much more relaxed and approachable if you move around naturally.    Keep in mind that the key area for you to deliver your presentation is the LEFT side of the screen. 



12.  No Preparation

There's a famous proverb:  He who fails to plan, plans to fail!



Tim Siedell said that "effective presentations are all about the 3 P's:  1.  Preparation   2.  Preparation,  3.  Preparation."



If you bring another person to assist or support your presentation, make sure she is prepared.  She is a direct reflection of you.  Don't "wing it".  Each person must know exactly what you want them to say and what the goals are.



In further preparation ask yourself: 



Have you prepared for the worst so you can hope for the best? Do you have backups for everything?  Have you checked out the room?  Is it organized exactly the way you want?  Did you bring extension cords?  Will the set-up allow you to deliver your presentation from the left side of the screen?



13.  Poor Ending

Don't end your presentation on a flat note.  Take a cue from the great singers who end on a high note delivered with passion.  With respect to our memory there is the rule of primacy and recency.  It states that we remember the first and last thing we heard.  Of the two, we remember the last words the most.



14.  No Feedback, No Close

After the presentation you have earned the right to get feedback on your presentation.  "On a scale of 1-10, how did we deliver on your goals for this presentation?" Or "I'm always trying to improve, can you please give me a few suggestions as to how I could have improved our presentation today?"



15.  No Follow Up or Thank You Note

Every attendee must receive a thank you note from you.  The note will summarize the top 3 to 5 Unique Competitive Advantages of your offering relative to your client's specific need.  It will conclude with a listing of the Next Step - Action Items and Owners.



16.  Failure To 3-D The Presentation Process

For most clients the process associated with planning for, scheduling, listening to, and following up with presentations from multiple vendors is fraught with migraine headaches.  The sales superstar knows that the presentation phase of the customer's buying process provides an excellent opportunity to serve as a trusted advisor to the client.  The sales superstar will make use of the advanced and consultative approach of 3-D:  developing, documenting and driving a presentation process.  For additional information on this advanced approach see Building Trust, Growing Sales.



17.  Forgetting Your Number One Presentation Goal

Many reps get so caught up in the content of an upcoming presentation that they lose sight of the the overall goal, which is to establish or improve your level of TRUST.  A presentation provides an excellent opportunity for your customer to compare your diligence and ability to consult relative to your competition's.

At each stage you should remind yourself of the ultimate goal:  building trust and serving as a trusted advisor to your client.



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.