On Being Young and In Sales

On Being Young and In Sales

Tom writes: “I am 25 years old and sometimes feel as though I am not perceived as a peer to the business owners to whom I sell. Do you have any tips to combat this?”

Yes.

I started working in sales when I was 19 years old. I never thought of myself as being in sales at that time, but I was making cold calls, making sales calls, and making deals.

I wasn’t officially in sales until I was 24 years old and a mentor forced by to become an Account Executive by threatening to fire me if I didn’t leave an operational role and go outside full time. I was young. I looked young, and I wore my long hair in a ponytail. I also wore a nice suit every day. Of course, that was Los Angeles, so I didn’t look out of place at all there.

I did, however, when I came back to Columbus. Then I was 25, still looked young, and was now selling major, multi-million dollar deals.

Here’s my advice.

Be Respectful and Learn

The reason the business owners you call on don’t look at you as a peer is because you aren’t yet their peer. That’s okay, too.

The business owners you are calling on are likely entrepreneurs. They’ve taken risks. They’ve built businesses. They have a profit and loss statement and balance sheet for which they alone are responsible. They have a depth of knowledge and experience you likely haven’t acquired.

What I found worked when I was young was my insatiable curiosity to learn from people that knew more than me. Since they had experiences I hadn’t had, I asked endless questions to better understand their business and to learn from them. The more I asked for an education, the more I received one.

After some time, I knew something about a lot of different business, and I gained an understanding of how businesses generally work. Later, when I called on business similar to the ones who were tutoring me, I knew how their business worked and the questions to ask to open opportunities.

So start by being respectful of what they know, and be genuinely curious. You’ll be surprised how much people enjoy teaching you everything they know about their business.

Become a Subject Matter Expert

The other thing that I did that helped me combat my youthful appearance (and the ignorance that accompanied it) was to become a subject matter expert.

My clients knew their business, but they didn’t know mine. I sold temporary staffing, so I started to study employment. I started to read all the labor market releases. I researched legislative changes that would impact my client’s businesses. I started to develop ideas as to how I could add value by helping them see around corners, identifying areas of concern and making plans long before they were necessary.

I discovered that by having subject matter expertise, my clients and dream clients began to think of me as a business partner, as a member of their management team, as something more than just another vendor.

You don’t have to be perceived as a peer by your clients. You don’t have to be their equal right now. They’re older, and they have more experience. But you can—and should—be more than their equal when it comes to your subject matter expertise. Instead of trying to be a peer, try instead to be the member of their management team. Be someone they trust to own the outcomes that you can produce for them.

And as a final note, don’t worry about the whole “being young” thing. I promise that will pass much faster than you can imagine.

Questions

Why is being young sometimes a disadvantage in sales?

Do you have to be considered a peer or equal to sell effectively?

What should you do to be something more than equal in your subject matter?

How do you make yourself more valuable when you lack experience and situational knowledge?

 

Consistent Effort is the Key to Better Sales Results

Consistent Effort is the Key to Better Sales Results

One of the primary reasons salespeople produce sporadic results is because their actions are equally sporadic. Their effort isn’t consistent enough to produce the results they want—or need. It’s zero effort for a long time, and then it’s time to play catch up. But that doesn’t work.

You can’t go long periods without prospecting and then prospect like crazy. You can’t make up for lost time and cram to get results. Building a pipeline doesn’t lend itself to sporadic activity. To build your pipeline, you need consistent effort over a long period of time. Anything less gives you wavy results—it if it gives you anything at all.

You build a pipeline through consistent prospecting.

You can’t follow your sale process for a little while and then abandon doing what you know to be effective in hopes of succeeding by taking some easier actions. There are all kinds of occasions to fall out of your sales process, especially when what you are seeing means you have to get creative. But not following the sales process means poor results, longer sales cycles, and lost opportunities.

You win sales opportunities by consistently following your sales process, by making it your standard operating procedure.

Speaking of prospecting, nurturing is another area we can produce an inconsistent effort. If you only make a call every 90 days, you aren’t nurturing the relationships you need—you’re neglecting them.

You only open the relationships with a frequent and consistent effort to create value.

It’s easy to ask for the commitments you need when it feels like the answer will be in the affirmative, and it’s easy not to when you fear the answer will be no. By failing to ask for what you really need, you go without information that you need to create and win an opportunity. You also go without the access to stakeholders that you need. Then, you’re surprised to learn that you lost an opportunity for which you are perfect.

By consistently asking for the commitments you need, you improve the likelihood of winning the opportunities you create.

None of this is true for sales alone. It’s true in whatever your endeavor, for whatever result it is you hope to achieve. Consistency is the key. It’s the daily stacking up of your efforts, brick upon brick, which ultimately produces results.

Questions

What do you do most consistently? How are your results in that area of your life?

What do you do only sporadically? How are your results different?

What do you need to commit to doing more consistently to produce the results you want?

What do you need to stop doing so consistently to produce the results you’re after?

 

What We Can’t Measure

What We Can’t Measure

Did you create value during that sales call? How much value exactly? What was your dream client’s perception of the value that you created?

Did you influence the buying process? Did you create trust? How much trust?

Does your dream client like you? Are you more likable than your competitors? What is the depth of your relationship? Is it as strong as it should be? What metric are you using to determine the strength of your individual relationship?

Did you uncover your prospective client’s real motivations? Is the worldview they described really their view, or is it the company line? Is the buying criteria they described what will really be used to make the decision? Or is it really a price decision with the criteria serving to justify a lower price later?

This list could continue on interminably.

The world is ruled by invisible forces. Most of what effects our lives, including the outcome of a sales opportunity, can’t be seen. We can measure much, but what we can glean from those measurements doesn’t often reveal anything we can rely on with anything that resembles a scientific certitude.

Keep Your Processes and Methodologies

But none of this is to suggest that you shouldn’t follow a sales process and good sales methodologies. It doesn’t mean that generalizations and patterns aren’t valuable. There are many generalizations worth capturing and implementing. In fact, much of what we do in life is following patterns that work (or worked at some time).

If your dream client agrees to take the next step with you, then there is some good, even if less than scientific, evidence that you created value during a your sales interaction. If you are denied that future appointment, there is some evidence that you might not have crated value.

We capture this agreement to advance as proof positive that enough value was created. Scientific? No. Close enough for rock-n-roll? Absolutely.

If you ask for and obtain the information you need to help your dream client, then there is some good evidence that you have established some level of trust. If you are denied the information you need, then there may be some evidence that your dream client doesn’t trust you with the information–or they don’t trust you to do anything worthwhile with the information.

When you acquire information, it likely means you can close some gate in your sales process. Does this mean your dream client trusts you like their oldest friend? Well, not necessarily, but nor must it. It means that, as far as your sales process is concerned, you’ve earned enough to move forward.

We can’t measure most of what’s really important. But the questions at the beginning of the post, difficult as they are to answer, are the important questions. The best we can do is capture and measure some outcomes that give us some evidence that what we are doing is working–and what we are doing that isn’t.

Questions

Because something is difficult to measure does that make it unimportant?

What are the important factors that lead to a sale that can’t be measured?

What do we measure instead?

How do we align what we can measure with what we can’t measure?

 

Better Public Speaking

Whether we’re talking in a team meeting or presenting in front of an audience, we all have to speak in public from time to time.

We can do this well or we can do this badly, and the outcome strongly affects the way that people think about us. This is why public speaking causes so much anxiety and concern.

The good news is that, with thorough preparation and practice, you can overcome your nervousness and perform exceptionally well. This article explains how!

The Importance of Public Speaking

Even if you don’t need to make regular presentations in front of a group, there are plenty of situations where good public speaking skills can help you advance your career and create opportunities.

For example, you might have to talk about your organization at a conference, make a speech after accepting an award, or teach a class to new recruits. Public speaking also includes online presentations or talks; for instance, when training a virtual team, or when speaking to a group of customers in an online meeting.

Good public speaking skills are important in other areas of your life, as well. You might be asked to make a speech at a friend’s wedding, give a eulogy for a loved one, or inspire a group of volunteers at a charity event.

In short, being a good public speaker can enhance your reputation, boost your self-confidence, and open up countless opportunities.

However, while good public speaking skills can open doors, poor speaking skills can close them. For example, your boss might decide against promoting you after sitting through a poorly-delivered presentation. You might lose a valuable new contract by failing to connect with a prospect during a sales pitch. Or you could make a poor impression with your new team, because you trip over your words and don’t look people in the eye.

Make sure that you learn how to speak well!

Strategies for Becoming a Better Speaker

What’s great about public speaking is that it’s a learnable skill. As such, you can use the following strategies to become a better speaker and presenter.

Plan Appropriately

First, make sure that you plan your communication appropriately. Use tools like the Rhetorical Triangle, Monroe’s Motivated Sequence, and the 7Cs of Communication to think about how you’ll structure what you’re going to say.

When you do this, think about how important a book’s first paragraph is; if it doesn’t grab you, you’re likely going to put it down. The same principle goes for your speech: from the beginning, you need to intrigue your audience.

For example, you could start with an interesting statistic, headline, or fact that pertains to what you’re talking about and resonates with your audience. You can also use story telling as a powerful opener; our Expert Interviews with Annette Simmons and Paul Smith offer some useful tips on doing this.

Planning also helps you to think on your feet. This is especially important for unpredictable question and answer sessions or last-minute communications.

Tip:

Remember that not all public speaking will be scheduled. You can make good impromptu speeches by having ideas and mini-speeches pre-prepared. It also helps to have a good, thorough understanding of what’s going on in your organization and industry.

Practice

There’s a good reason that we say, “Practice makes perfect!” You simply cannot be a confident, compelling speaker without practice.

To get practice, seek opportunities to speak in front of others. For example, Toastmasters is a club geared specifically towards aspiring speakers, and you can get plenty of practice at Toastmasters sessions. You could also put yourself in situations that require public speaking, such as by cross-training a group from another department, or by volunteering to speak at team meetings.

If you’re going to be delivering a presentation or prepared speech, create it as early as possible. The earlier you put it together, the more time you’ll have to practice.

Practice it plenty of times alone, using the resources you’ll rely on at the event, and, as you practice, tweak your words until they flow smoothly and easily.

Then, if appropriate, do a dummy run in front of a small audience: this will help you calm your jitters and make you feel more comfortable with the material. Your audience can also give you useful feedback, both on your material and on your performance.

Engage With Your Audience

When you speak, try to engage your audience. This makes you feel less isolated as a speaker and keeps everyone involved with your message. If appropriate, ask leading questions targeted to individuals or groups, and encourage people to participate and ask questions.

Keep in mind that some words reduce your power as a speaker. For instance, think about how these sentences sound: “I just want to add that I think we can meet these goals” or “I just think this plan is a good one.” The words “just” and “I think” limit your authority and conviction. Don’t use them.

A similar word is “actually,” as in, “Actually, I’d like to add that we were under budget last quarter.” When you use “actually,” it conveys a sense of submissiveness or even surprise. Instead, say what things are. “We were under budget last quarter” is clear and direct.

Also, pay attention to how you’re speaking. If you’re nervous, you might talk quickly. This increases the chances that you’ll trip over your words, or say something you don’t mean. Force yourself to slow down by breathing deeply. Don’t be afraid to gather your thoughts; pauses are an important part of conversation, and they make you sound confident, natural, and authentic.

Finally, avoid reading word-for-word from your notes. Instead, make a list of important points on cue cards, or, as you get better at public speaking, try to memorize what you’re going to say – you can still refer back to your cue cards when you need them.

Pay Attention to Body Language

If you’re unaware of it, your body language will give your audience constant, subtle clues about your inner state. If you’re nervous, or if you don’t believe in what you’re saying, the audience can soon know.

Pay attention to your body language: stand up straight, take deep breaths, look people in the eye, and smile. Don’t lean on one leg or use gestures that feel unnatural.

Many people prefer to speak behind a podium when giving presentations. While podiums can be useful for holding notes, they put a barrier between you and the audience. They can also become a “crutch,” giving you a hiding place from the dozens or hundreds of eyes that are on you.

Instead of standing behind a podium, walk around and use gestures to engage the audience. This movement and energy will also come through in your voice, making it more active and passionate.

Think Positively

Positive thinking can make a huge difference to the success of your communication, because it helps you feel more confident.

Fear makes it all too easy to slip into a cycle of negative self-talk, especially right before you speak, while self-sabotaging thoughts such as “I’ll never be good at this!” or “I’m going to fall flat on my face!” lower your confidence and increase the chances that you won’t achieve what you’re truly capable of.

Use affirmations and visualization to raise your confidence. This is especially important right before your speech or presentation. Visualize giving a successful presentation, and imagine how you’ll feel once it’s over and when you’ve made a positive difference for others. Use positive affirmations such as “I’m grateful I have the opportunity to help my audience” or “I’m going to do well!”

Cope With Nerves

How often have you listened to or watched a speaker who really messed up? Chances are, the answer is “not very often.”

When we have to speak in front of others, we can envision terrible things happening. We imagine forgetting every point we want to make, passing out from our nervousness, or doing so horribly that we’ll lose our job. But those things almost never come to pass! We build them up in our minds and end up more nervous than we need to be.

Many people cite public speaking as their biggest fear, and a fear of failure is often at the root of this. Public speaking can lead your “fight or flight” response to kick in: adrenaline courses through your bloodstream, your heart rate increases, you sweat, and your breath becomes fast and shallow.

Although these symptoms can be annoying or even debilitating, the Inverted-UModel shows that a certain amount of pressure enhances performance. By changing your mindset, you can use nervous energy to your advantage.

First, make an effort to stop thinking about yourself, your nervousness, and your fear. Instead, focus on your audience: what you’re saying is “about them.” Remember that you’re trying to help or educate them in some way, and your message is more important than your fear. Concentrate on the audience’s wants and needs, instead of your own.

If time allows, use deep breathing exercises to slow your heart rate and give your body the oxygen it needs to perform. This is especially important right before you speak. Take deep breaths from your belly, hold each one for several seconds, and let it out slowly.

Crowds are more intimidating than individuals, so think of your speech as a conversation that you’re having with one person. Although your audience may be 100 people, focus on one friendly face at a time, and talk to that person as if he or she is the only one in the room.

Watch Recordings of Your Speeches

Whenever possible, record your presentations and speeches. You can improve your speaking skills dramatically by watching yourself later, and then working on improving in areas that didn’t go well.

As you watch, notice any verbal stalls, such as “um” or “like.” Look at your body language: are you swaying, leaning on the podium, or leaning heavily on one leg? Are you looking at the audience? Did you smile? Did you speak clearly at all times?

Pay attention to your gestures. Do they appear natural or forced? Make sure that people can see them, especially if you’re standing behind a podium.

Last, look at how you handled interruptions, such as a sneeze or a question that you weren’t prepared for. Does your face show surprise, hesitation, or annoyance? If so, practice managing interruptions like these smoothly, so that you’re even better next time.

Key Points

Chances are that you’ll sometimes have to speak in public as part of your role. While this can seem intimidating, the benefits of being able to speak well outweigh any perceived fears. To become a better speaker, use the following strategies:

Plan appropriately.

Practice.

Engage with your audience.

Pay attention to body language.

Think positively.

Cope with your nerves.

Watch recordings of your speeches.

If you speak well in public, it can help you get a job or promotion, raise awareness for your team or organization, and educate others. The more you push yourself to speak in front of others, the better you’ll become, and the more confidence you’ll have.

Why a Shorter Sales Cycle Isn’t Always a Better Sales Cycle

Why a Shorter Sales Cycle Isn’t Always a Better Sales Cycle

I recently had occasion to pick up an old copy of Spin Selling, still one of my favorites – which I’d recommend to Sales Management and Sales reps alike. Something caught my attention that I didn’t see the first time around — fast sales cycles are not always the goal. Now, if you’ve been managing your team by providing KPIs around the timing or linearity of deals; your might take pause at a counter-intuitive idea such as this one.

But it stands to reason, doesn’t it?

The reason sales cycles are fast is usually that there are fewer total individuals involved. That includes fewer of your sales team, and fewer unique individuals on the customer end of the engagements.  Fewer people involved usually indicates that deals are smaller. That which can be approved by one or two people is usually smaller than that requiring six or eight people.

Would it then be prudent for Sales Management to analyze sales cycles within their organizations and keep trying make them shorter? I don’t expect that this is the right goal. In and of itself, a consistently diminishing sales cycle mean is probably not a good thing. Why? Because it is probably accompanied by a diminishing total average deal size within your sales organization. This could mean your sales reps are selling the solution short, going for the quick win.

How much bigger could the deal be if you allowed them the extra time? There are many variants on this question. Generally speaking, for sales cycles, the goal for sales management needs to be – watching for patterns – determining how long most sales cycles are. And how do sales managers, in this regard, determine how one individual rep compares to the average for the organization, the region or the product?

How do your new reps compare to your existing reps? This is key for sales managers in reorganizing sales teams or in hiring new reps. Most sales organizations will have some rule of thumb about how long it takes for a new rep to “get up to speed.” But this measurement is very likely tribal and anecdotal. To measure sales cycles by rep, by product; would be a great judge of how long it REALLY takes to get up to speed. I’ll bet most sales organizations would be surprised.

Net/net, it is a great idea for sales management to measure sales cycles, especially if you can compare it apples to apples across your organization. The question is why? You can motivate your sales teams, better enable them, and better and gauge pipeline – as a result.

 

4 Basic Steps to Closing More Sales

How many times have you had this kind of experience selling your products or service…?

You get a phone call from a potential prospect. You chat, and there seems to be a real connection. They’re interested in what you offer so you schedule that first, free “get-to-know-you” meeting or no-charge consultation.

The meeting goes great! You like each other, and it seems you do indeed have something they need. Now you’re on a roll and excited about this awesome new client you’re pretty sure you’ve landed.

Then that’s it. Even though they seem to like you and want what you offer, they don’t hire you or buy. And no future meetings are scheduled. Somehow the hungry fish you had on the line just slipped right off your hook (again), and you’re not entirely sure why.

4 Simple Steps to More Sales

Frankly there could be any number of reasons why you lost the sale. But rather than focus on the negatives, let’s examine a simple 4-step formula that works like a charm to close sales.

Best of all, it works for even the most sales-phobic entrepreneur, because this method isn’t about trying to sell at all. It’s about getting to know your prospect’s wants, needs and problems, making a connection, and explaining how you can help.

Step #1: Forget About You and Focus On Them

Get to know your prospect by asking questions, and listening much more than talking. Find out what they do, what their goals are, and why they haven’t been able to reach them yet. Try to uncover their biggest problems and desires, and what they think they need.

Step #2: Problems, Solutions and Benefits

Once you understand their problems, wants and needs, simply explain how you can help. Ideally give examples of how you’ve helped others with similar problems. And use stats and specific numbers whenever possible when discussing results (e.g., “In 3 months I was able to help so-and-so double their revenues.”).

Remember, it’s still not about you and what you do or sell…it’s about them and what they need. So focus on results and benefits more than processes. Prospects must understand what’s in it for them or they aren’t going to buy.

Step #3: Check In

Let them know what you believe you can do for them. Then ask, “If I could do X for you, would that solve your problems or help you achieve your goals?” (Feel free to paraphrase here.).

If they say yes, you’re one giant step closer to making the sale. Move on to Step #4.

If they say no, you need to find out why. Chances are you’ve either misunderstood their wants, needs or goals, or they didn’t share a critical piece of information. So return to Step #1, ask more questions, and then go through these steps again.

Step #4: Use the Assumptive Close

Once you’ve offered a solution they agree will help them reach their goals, it’s safe to assume they want to move forward. Who wouldn’t, right?

So don’t ask if they want to hire you or buy now. Tell them what happens next (e.g., “Great! I’m looking forward to helping you X. I’ll send you a proposal/contract tomorrow and we can get started”. Or, why don’t we go ahead and schedule our next meeting now. What days are best for you?”). Then make it so.

Voila! Sale closed.

Close the Loop & Close the Deal

If, for some reason, they start trying to wriggle off the hook now, you need to find out why so you can address the issue. So go back and start at Step #1 again.

Keep in mind, much like you won’t always catch a fish on the first cast, sometimes it’s going take more than one meeting or contact to make the sale—especially if what you’re selling is high priced. So be sure you have a solid process for following up with a thank you card, phone calls, and helpful information (NOT just sales pieces) via email and print.

Then, each time you speak with them, follow this simple process until you’ve closed the deal.

The power of positive thinking in sales

In aviation, the word “attitude” is a term that refers to the angle that the plane meets the wind, if the wings are level with the horizon and whether the aircraft is climbing or descending. The pilot who fails to take responsibility for the attitude of his or her aircraft is in serious trouble. And likewise, any leader who fails to control his or her thoughts and take responsibility for their attitude runs a similar risk.

As a sales manager, you not only set the pace for your sales team, but you’re responsible for setting the tone as well. For better or worse, the leader’s attitude is contagious and permeates throughout their organization. Positive, upbeat companies are always led by positive, upbeat managers. While we’re not always able to control our circumstances, we can and must control how we respond to life’s difficulties, setbacks and challenges. We have a choice about how our day is going to be.

What do you say?

How often do you talk to yourself and what do you say?

Research in the field of psychology indicates that the average person maintains an ongoing mental dialog, or “self-talk,” of between 150 – 300 words per minute. Unfortunately, not all of these thoughts are positive. In fact, it has been estimated that of the thousands of thoughts we have each day, approximately 40% of them tend to be negative and self-critical in nature. Most of us are generally unaware of this negative background chatter, let alone its sabotaging effect on our emotional state, performance and well-being.

“Watch your thoughts, for they become words. Choose your words, for they become actions. Understand your actions, for they become habits. Study your habits, for they will become your character. Develop your character, for it becomes your destiny.” – Anonymous

Earl Nightingale, co-founder of the Nightingale-Conant Corp., concluded that life’s “strangest secret” is that you become what you think about all day long. If you want to know where your predominant thoughts lie and what you believe, look at what you’re experiencing in your life. Your thoughts are creative by nature and express themselves through your emotions, which in turn, drive your actions. Everything you say both positive and negative is in fact an affirmation and reflects your belief.

Whatever you think, feel or say about your life today is the scaffolding that builds the events you will experience in the future.

Affirmation and positive self-talk

William Shakespeare said, “Nothing is good or bad, but thinking makes it so.” The first step in the process of changing your belief system is to monitor your thoughts and the next step is to control them through the power of choice. Once you become conscious of the critical aspects of your internal dialogue, you can choose to reframe your negative thoughts by substituting affirmative statements.

World-class athletes understand the value of affirmation and recognise the impact of their mental preparation on their physical performance. They use the power of positive affirmation to reduce anxiety and increase their expectation of achievement.

To be of maximum benefit, an affirmation must be simple, encouraging and stated in the present tense. By repeating an affirmation over and over again it becomes embedded in the subconscious mind.

Do affirmations really work and can they propel a person to greatness? As a teenager beginning his boxing career in Louisville, Kentucky, Cassius Clay would frequently affirm, “I am the greatest of all time!” While many considered him boastful and few took this 89 nine pound, 12-year-old seriously, Mohammad Ali used the power of affirmation to become the greatest boxer of all time and arguably the most recognisable sports figure in the world.

Henry Ford was right when he said, “Whether you think you can or think you can’t – you’re right.” Your belief system, like your computer, doesn’t judge what you input; it simply accepts it as the truth. The key to cultivating and maintaining a positive mental attitude is to use your power of choice and take control of your thinking. It’s a challenging task to develop a calm, focused mind, but well worth the effort.

Action plan

Here are some suggestions to help you have a good day every day.

Establish the habit of getting up early.

Upon rising, read or listen to something positive and inspirational. Clinical studies indicate that our mind is most receptive to suggestion during the first 15-minutes upon awakening. Here are some books that will help you start your day off on the right foot.

How I Raised Myself From Failure to Success in Sellingby Frank Bettger

The Magic Of Believingby Claude M Bristol

You’ll See It When You Believe Itby Dr Wayne W Dyer

The Power Of Positive Thinkingby Dr Norman Vincent Peale

Think and Grow Richby Dr Napoleon Hill

Psycho-Cyberneticsby Dr Maxwell Maltz

Take a few moments to consider the upcoming activities of your day. Visualise events flowing. See people accept your ideas and your day unfolding in a harmonious and productive way. This is a good time to verbalise your affirmations.

Take time for some physical exercise.

At noon, take a 10-minute mental break to relax and replenish your energy

Keep calm and sell more

‘Keep Calm and Carry On’ was a propaganda poster produced by the British government in 1939 during the beginning of the Second World War, intended to raise the morale of the British public in the aftermath of widely predicted mass air attacks on major cities.

Personally, I think that this was a brilliant move during times of distress and great fear and I wish that the slogan would be applied more often, especially during times of stress.

Sometimes, I feel that sales is viewed as a practice where practitioners are expected to hassle and scramble rather than taking a step back, taking a deep breath and carrying on with the plan. Especially, in a consultative sales environment panic appears when sales don’t happen because the sales cycle is typically longer.

What happens if sales don’t happen?

Usually, panic. And panic leads to more panic. When sales don’t happen, very often the CEO thinks s/he needs to step in. Then you have situations in which CEOs are doing the sales training, or CEOs being on first sales calls and getting involved in everything and anything that has to do with sales. They fear for their company’s survival and that’s understandable.

And what about the sales managers in these situations? Well, as there is no success to show they often panic as well. In these cases they often just give in and let their CEOs take over instead of putting their feet down and demanding to stay on track. They tend to go along with their CEOs rather than providing clear measures, guidelines and leading developments in the sales process.

This can have a snowball effect on the sales team. The sales people might fear that they could lose their job or that they won’t be making any money.

The sales managers do both. They panic and fear, both for their team, for their compensation and for their reputation.

Why don’t the sales managers keep their CEO in check?

I have always wondered in situations like that why sales manager wouldn’t stick to their guns? Is it because they are afraid of repercussions or is it that they are not confident enough to make a case for a structured and meaningful sales process?

Or is it because CEOs are used to being powerful leaders and end up steamrolling their team? Or could it be that CEOs are not always good at allowing other opinions?

It’s probably a combination of all of the above but in all fairness, it really shouldn’t be the job of a CEO to establish or drive the sales process. When they take control it’s usually stems from lack of results and trying to be helpful.

Sales managers need to manage their CEOs

Sales managers are tasked with building and managing an effective and successful sales team. To be most successful, though, they will need to build an effective and successful relationship with their CEO. That includes open and full communication, documentation and also managing your CEO’s expectations. Embracing the CEO’s vision but also making sure that your CEO understands and embraces the sales process you put in place. Provide reports on progress, share success stories but also reasons why sales might stall. This will help you as a sales manager or sales person to support your credibility and it will help your CEO understand why things might take a bit longer.

What is the solution?

Stay calm and on-track. If you have a plan, success will follow. It might just take a bit longer. It’s better to wait a month or two as oppose to changing everything and getting derailed completely. When CEOs feel that things are structured and on track, they will go back to doing what they do best, rather than dictating the sales process. Sales people and managers need to manage up.

CEOs often don’t have a background in sales management, so help them understand the process, manage expectations, stay positive and Keep Calm and you will Sell More!

Sales rehab: how to make targets and rest easy

A lot of B2B companies are using the truculent economy as a scapegoat for many of the ills that plague them. At the end of the day, they’re not making as much money as they used to or perhaps they’re even running at a loss. The fact is, though, that an economy resembling a wounded sloth only serves to highlight and magnify the problems that already existed.

And every company has problems.

It’s no secret that, in times of plenty, companies are protected by the fat but when times are lean, there’s little lard buffering the harsh realities of retrenchments versus the unbounded joy of swelling coffers.

It’s also no secret that it’s then that sales managers begin to bald prematurely, wake up in the dark of night in a cold sweat, and quaff one consecutive coffee after another while chain-smoking like a legionnaire.

Needn’t be the case

The reason for their accelerated ageing is that they don’t know what to do to remedy the situation. But that needn’t be the case.

The causes for lacklustre revenues range from misalignment of sales people with sales management to few sales people meeting their targets, poor forecasting, underused vendor relationships, poor closing ratios, non-existent or ill-defined sales methodologies, and no or poor differentiation, or a poor sales strategy.

What sales and business unit managers in complex sales environments must do is gain visibility into their sales processes because it is then that they can start to take appropriate, relevant and effective actions to do something positive for sales.

They will know, for example, which leads offer immediate potential – if any at all – based upon factual metrics derived from accurate sales data, and distinguish them from those that will not be closed in the immediate future.

Where to focus sales effort

That will tell them where to focus their sales effort to get the maximum returns. They will gain the ability to differentiate their service or product.

It’s not as easy as it sounds.

Sales environments become increasingly complex as organisations grow in size. The larger the business, the more territories in which it operates or offices it maintains, the more sales people it employs, the more divisions it spans, the more products or services it offers, the greater the complexity. It can be an epic task to drill down into the data and learn what’s really happening.

And when managers do try to look into the reasons for poor performance, they are often stymied by the poor forecasting that runs riot through most businesses. Forecasts are typically based on past performance; they’re based on supposition, they’re an enigmatic brew of science and art, thumb sucks, bum covering, and the whole gamut of corporate ethics, mixed as they are.

The plan

So how is a sales manager or business unit manager (BUM) supposed to come up with a plan? And while they’re at it, how do they come up with a plan they’re pretty sure will succeed?

First, they need to know what’s going on. Without a sales methodology, process and proper tools in place, they cannot even begin. Those three components give them a common language and qualification that leads to qualitative selling. But not without coaching that will allow sales managers and BUMs to put the three components to proper use.

Take those steps and sales people ultimately end up with clear differentiators and compelling reasons why clients should choose them, which means they don’t have to resort to the unsustainable business practice of discount selling. Sales managers and BUMs gain visibility into where to maximise impact through focused, appropriate, and effective actions. Sales people cannot fudge forecasts and activities.

Sales people become more productive and more effective – or they leave. It’s the ugly side of sales performance management but right-sizing can cost companies an inordinate sum unless the situation can be reversed.

Clear and factual metrics

Clear and factual metrics will identify under-performers and top performers without prejudice, and under-performers without the will to change typically leave of their own accord once it becomes clear.

Those that do wish to remedy the situation, however, will know precisely where to make an effort and how to do so and sales managers will be able to support them as they become more productive for the business. It’s the most attractive option for everyone because, ultimately, companies exist to make money and any working person, particularly a sales person, is no different.

Absence Makes the Heart Go Wander

For all the talk of relationship selling being dead, I am still long human relationships. Your best relationships are based on your ability to create value, no doubt. But they are relationships nonetheless, and relationships require proper care and feeding.

Other than an inability to create value, nothing destroys relationships faster than your absence. A lack of presence is a liability when it comes to relationships. It’s neglect.

Absence does not make the heart grow fonder. Absence makes the heart go wander.

If you don’t invest in your client relationships, know that someone else will. If you aren’t willing to have a presence, to give the relationship its proper care and feeding, and continually create value, you can bet that your competitor will. Here are three commands for preventing a wandering heart in your client contacts.

Maintain a Presence: Long periods of absence are felt as neglect. Long periods without communication make your client feel that they are being ignored. The maintenance of relationships requires an investment of time. Relationships require your presence. The best way to maintain a presence is by using your calendar to plan your relationship building. Make a list of the relationships you need to maintain, and schedule the sales calls you need to make at least one quarter in advance. Then make your presence felt.

Prove That You Care: Your clients need to know that you care about them. They need to know that you are thinking about them and their business. Proving that you care requires an investment of time, but the unexpected follow up call to ensure that things are going well (or the unexpected thank you card) indicates that you care. It proves you are thinking about your client. Make the calls. Send the thank you cards. Do something. Prove that you care.

Move From Value Creation to Value Creation: Relationships are based on value creation. It’s not enough just to have a friendly relationship with your clients. You have to bring business results. You have to bring them new ideas. Preventing your clients from having a wandering heart means moving from value creation to value creation, never becoming complacent, never resting on your laurels. Sales is the fashion business. Make a list of ideas that you and your clients can implement together over the next four quarters. Share these initiatives with your clients during your meetings. They give you a reason to have a presence, and it’s a reason based on value creation.

Work to make the heart grow fonder, not to make the heart go wander.