Executives Bonding with Sales

Executives Bonding with Sales

Perhaps, there is a reason that so many corporate CEOs come from the Sales organization. I have observed that successful businesses have strong teamwork between the Executive Staff and the Sales group. Everybody in a business understands that they are dependent on Sales to provide a predictable, profitable stream of orders. Yet, a surprising number of executives are unaware of what they need to provide to the Sales group to support their success. There are three elements that executives can provide that will support Sales.

Provide a clear two-year outlook for the companySome business owners have the attitude that if you give a sales force a good product, they should be able to sell it. A product needs to be really good and a bit disruptive to sell itself. In most sales situations, the product falls behind the sales representative and company reputation in importance to the buyer. Sales people need to describe to their prospects how the company’s investments and strategies align with the prospects’ anticipated needs. A lot has been written lately about how stories are powerful sales tools. A good story describes how a company came to their current mission and how customers can depend on the company to protect their future.

Accept responsibility for sales resultsQuality models suggest that sales people are accountable for sales and that managers are responsible for them. A company that enforces accountability, but shirks their responsibilities will have a sales force with high turnover. I have always believed that every employee’s performance impacts sales and that it is the executive’s job to assure at the company is responsive to potential and existing customers.

Lead positive change – When a sales person walks into a customer’s office for a visit, it’s common for the customer to ask, “What’s new?” Customers want their suppliers to be dynamic and not static. Sales people need current information that gives an interesting reply to the customer’s question. Once a customer becomes concerned that your business is not keeping up with change in technology and markets, the door is open for competitors to grab the account.

I would enjoy hearing reader’s opinions and practices regarding how they maintain marketing quality. I am scheduled to give two presentations on the topic in the Connecticut area and encourage you to attend and learn more.

 

Will They Remember You?

Will They Remember You?

 

The essence of making a good business introduction is connecting with the other person. The great poet, Maya Angelou, captures this notion succinctly:

 “I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

While it is important to tell people what they might want to know you, it is best done while putting people at ease.  Developing this skill requires taking time to get a sense of who you are and then taking that identity lightly. To help with this reflection, I find that focusing on the points Why, Who, What, and How to be useful.

Why      This point covers why you entered your profession and why you continue to do it. Of the four points, “Why” is the most revealing and often creates the most connection. Yet in an effort to be brief, people’s discomfort with talking about themselves will cause them to skip it.

Who      The best way to cover this point is to describe the type of customer you most enjoy working with.  Some people are tempted to keep this description as broad as possible; so as to not rule out any prospects. Yet, by being specific, people to will remember you when they meet somebody who might want to work with you.

What     Of the four points, this one is most mishandled. People most often will talk about what they do instead of what they do for their customers that makes them want to buy again. By using visual language that captures the impact your work has on satisfied customers, you become memorable.

How      This point explains how you uniquely deliver the “What” that makes you preferred over your competition. The “How” is never a technical explanation and does not have to be earth-shaking. It can be the value or practice that consistently draws satisfaction and makes you trustworthy.

For example, a real estate agent might say;

My home grounds me and is a source of my refreshment at the end of my day. So I work to reduce the time families feel the dislocation of selling and buying a house.  I most like working with young families in southeastern New Haven County looking to expand into a larger home that is still under $550K. My clients tell me they especially appreciate my ability to understand what they feel are the key selling points of their current property and then communicate persuasively to get interesting offers on the home.

As I wrote at the beginning, the words are not nearly as important as being genuine. Good luck.

 

3 Mental Keys to Being Awesome

3 Mental Keys to Being Awesome

 

Coming from a quiet, Midwest upbringing, I was always taught to “never get too full of yourself” or “don’t get too big for your britches.” While I understand that these expressions were well-intentioned attempts to reinforce humility, I always felt them as an admonishment to be compliant and conform.  Most people experienced comparable messages or worse as a child; as over 90% of criticism is negative. Unless you put aside those messages, they will only serve as obstacles on the road to awesome.

Some people dismiss positive affirmation as a pop-psychology gimmick. Executives, managers, and influencers should beware that, unless you consciously dismiss those old messages, they will haunt you for the rest of your career. We have all observed managers that avoid conflict, sales people who hate cold calls, or executives that cannot own a mistake. While these professionals may not consciously recall old messages, emotions will come into play that spurs avoidance, procrastination, or even aggression. These habits of thought can be broken and here are three keys for going forward:

 

Log your dreams and set goals to achieve them. It sounds so simple. Yet, most professionals I know do not set goals. Most of these people are highly productive and competent in their work. A common belief system is that it is an obligation to be highly responsive to the people and events around them. While that’s laudable, such a belief system results in other people and events defining the future.

Improvement requires both learning and letting go. You will never learn something new unless you want to change and believe you are able to learn it. Daniel Goleman, renowned expert on emotional intelligence, began his research by trying to understand why corporate training wasn’t more effective. He found that an overwhelming number of people did not know why they were being sent to the training and most would prefer to skip it. The result was that people returned from training with performance largely unchanged.

Professional athletes spend hours visualizing top performance to improve their performance. In the high-velocity world of professional athletics, athletes must respond intuitively; as there is no time to think. Not so obvious, business professionals face the same challenge. A client or employee speaks to you, and in a millisecond, your body language and facial expression flashes a response before you can even open your mouth. In the business world, responses to stimulus need to be intuitive and preconditioned.

Listening and observing to understand how to speak.

Most achievement is earned through the relationships you form and the level of trust and support you experience in the relationship.  Persuasion and accountability play a large role in recruiting others to support your goals.  In order to recruit someone, you must listen and observe carefully to understand what they want, how they like to be communicated to, and how they like to make decisions. Persuasion is 80% listening and 20% talking.

I will be conducting a class that meets weekly called, Helping People Buy, in Wallingford, CT June 20 to August 22nd. This class will help sales professionals improve their performance by exercising the concepts above. See the link below for more information.

 

Helping People Buy

Register Now

 

Succeeding in a Fake News World

Succeeding in a Fake News World

 

Regardless of political persuasion, television news is full of upset these days. Deliberate misinformation is dishonest and meant to disorient perceptions of others and the truth. My strategy is to read the news from reliable news sources and take my time identifying the facts. Misinformation was not invented in Washington D.C, however. The business world is full of colorful characters that confuse what they want you to believe with the facts.  Failure to identify these players quickly can be detrimental to one’s career.

Deception in the workplace is always a matter of scale. In his works on Transaction Analysis, Eric Berne observed that whenever we receive communication that calls for a response, we make a choice to respond honestly or dishonestly. Most of the time, deceptions are small in nature and designed to avoid some behavior or to duck accountability. But in a stressed environment, the stakes can become large. I recall early in my career going to work for a troubled private company where stakeholders were positioning the company for sale. The entire executive team was fearful of being terminated with a stain on their career. This was the first time in my career that I became aware that managers were flat-out lying to me with the hope that I would somehow indict one of their peers to get them fired before they were. Over the next nine months, I learned much about maintaining integrity in a toxic work environment.

These are the key lessons I took away:

  • Make clear goals and set your intention before every meeting. Act on opportunities to move closer to your goal and resist attempts to be distracted. Don’t give up on your goal!
  • Make it a practice to separate facts from beliefs and opinions. Facts are observable. When I read the paper these days, I look for direct quotes and observed actions. Beliefs are the “I think”, “he should”, and all the other interpretations of what happened.
  • Monitor your thoughts and separate facts from beliefs there, too. We are all emotional creatures with the tendency to act on our emotions. When your emotions are stirred up, take a minute to identify the belief that caused the upset. Note that facts do not solicit an emotional response; missed expectations do.
  • Verify your source. If something feels a little incredible, find someone else that can report the facts.

The epilogue is that the company was acquired and I was promoted by the acquiring company.  I have found that it’s good to live by Robert Schuller’s quote, “Tough times never last, tough people do.” I have always observed that good companies fix bad management.  Feel free to share your experiences with a difficult culture and remember that Accelerated Achievement can help managers committed to fixing their organizations.

 

Most Critical Lesson for Success

Most Critical Lesson for Success

I have found in life that there are two groups of people: the Doers and the Servers. The Doers look inside themselves to decide what action they will take. The Servers look outside themselves to decide how to act. The simple lesson is, if you want to be successful, be a Server. Learning to be of service, however, is not so simple and most people resist it.

Serving is more about attitude and focus than style.  One need not be an extrovert to serve; you can take direction from those you serve without changing your environment. Being of service is never passive; it requires action. For example: many people have complained that government is ineffective and needs to be changed; yet few have ever introduced themselves to their representative in Congress. Many people are concerned about those in society that need assistance; but few have committed themselves to a mission that extends a hand. And many people in business claim to be customer-focused while never asking for critical feedback from customers or using customers’ important problems to direct business plans. While the concept of serving is simple, putting it in action is difficult. Often people are not aware of the priorities and values that create obstacles and can benefit from a teacher, mentor, or coach to change. Here are three reasons I think it’s so difficult:

It requires maturity. We are all born with a Doer’s mindset. Being of service requires the awareness that customers or people being served are not an extension of you. I am one of many people who grew up with the parental message, “If it’s good enough for me, it’s good enough for you.” Many missteps in business have stemmed from thinking that there is some universal logic that causes customer wants and needs to be the same as the business owner’s. Service requires humility and respect for what is different.

It requires embracing ambiguity and agility. I recently heard Carnegie-Mellon’s Prof. Anita Woolley speak about Smart Teams and the importance of having Right Goals. Prof. Woolley noted there are process-oriented goals that focus on executing a process with little regard for outcomes and outcome-focused goals that focus on an outcome with no preconceived process for getting to the outcome. Both approaches are appropriate and Smart Teams correctly identify which approach is best for a circumstance. Customer-focused strategies take a desired outcome identified by customers and trust that a process can be found to achieve it. Many organizations balk when they need to stop doing what they’re comfortable doing and listen deeply to find the way forward.

It turns values upside down. People start businesses with a passion for a trade or technology and a desire to practice it independently. Focus on customers creates a dilemma that asks the business owner to cede independence for interdependence with customers. Customer-focused businesses are taken in directions that the owners never could have anticipated.

The first step in changing a business’ focus is developing Right Relationships where needs flow from the customer to the provider and not vice versa.  I am happy to be of help to businesses looking to make that first step.

 

What Would Cause You to Change?

What Would Cause You to Change?

What would you have to do to really change in 2017? We’re all filled with wishful thinking. But, what would it take to change attitude and those habitual behaviors? Amy Morin, in her book, “13 Things Mentally Strong People Don’t Do,” suggests that repeating mistakes is one of those behaviors mentally strong people don’t do. Here are my suggestions for the committed:

Spend 5 to 10% of your time planning I have concluded there are two types of people: those who avoid change and tell themselves they don’t have time to plan and those who believe they don’t need to plan. Both attitudes are equally ineffective. Nobody plans to fail; but 95% of those who fail, fail to plan. Taking time to assess what’s working, what’s not working, and what has changed will invariably lead to achieving goals faster.

Set change-focused goals Committing to stop smoking is a change-focused goal. In business, I often see goals written that are not linked to specific behaviors. For example, “get more sales” leaves open how to get more sales. Goals that are difficult to achieve have obstacles that must be overcome for success. A strategy for better goal setting is to focus on what will be done to overcome the obstacles.

Know what motivates you It’s important to know what gets you excited and engaged. While some people are money motivated, more people respond to opportunities to work more independently, exercise self-expression, or be of service to other people. If a goal or project is not linked to a strong motivator, it will likely languish or be a source of stress.

Build your network Highly-effective people have no issue with asking for help and often know exactly the right person to call when an issue pops up. Drawing on assistance from others will invoke the Law of Reciprocity. When someone who provided their services needs your services, they will think of your name first. A good network can provide invaluable perspective and feedback.

Find a coach or mentor People seeking to offer unique, creative solutions benefit from having a trusted advisor serve as a sounding board and offer outside perspective. Besides being your advocate, a good coach can reframe perspectives, offer ideas, and preview plans to enrich possibilities and results.

Accelerated Achievements offers coaching services. If you want better understand how a coach can help you achieve real change, contact us.  Happy New Year!

 

Habits that Kill Growth

Habits that Kill Growth

Every business leader wants to see their business grow. All too often, the business owner that launched the business relies on their intuition to sustain it. While Operations professionals study process and collect data, rarely does that practice extend to the front office. Growing skills to build relationships, implement measures, and collect relevant data are vital to growth. Here are three growth-inhibiting habits to consider:

prooduct-acceptanceAvoid what you don’t understand – Whether it is business planning, Internet marketing, or appreciating the difference between order taking and sales, it is a good bet that the skill set that helped start the business will not sustain it. Many business owners forego writing a business strategy because they do not appreciate that the underpinning of all marketing activity is built on the business strategy. If one can answer these questions, “Why are we in business?”, “Why will people buy from me rather than my competitors?”, and “How much revenue can I capture from this market over the next three years?” their business plan will be better than most of corporate America. The fundamental skill is engaging customers and prospects so to understand what they want and the trends that are driving their interest. This skill comes naturally to a small group of gifted people. The rest of us need to learn a process and practice, practice, practice.

Avoiding development of high-skill employees – The skills and traits that make managers and sales professionals successful are almost identical. The most important of those skills are leadership and interpersonal skills. When I talk to business owners about how they evaluate sales performance, the most frequent response is, “My folks are very skilll-continuumexperienced.” While this response dodges the question, interpersonal skills are usually developed with maturity and growing self-awareness. In the sales world, experience can be a two-edged sword. On-the-job experience needs to be balanced against how professionals have updated skills to remain relevant with the changing nature of sales. Skill development does follow a logical progression. A sound “on-boarding” process should engage an employee with the position and company. Skill in setting and managing goals will accelerate development of interpersonal skill. Development of interpersonal skills requires modeling of desired behaviors and coaching employees on how to achieve results. While engagement and goal management can be measured with surveys and percentage of goals achieved, evaluation of interpersonal skills and leadership require close observation to verify desired skills.

Misconception that the value is the product– Pride in company and product offerings is almost always a good thing. Customers, however, focus on what value they might gain by consuming the product rather than the product itself. Customers’ perceived value can only be fully understood by objective, yet empathetic inquiry with the customer. Again, interpersonal skills are essential for sales and marketing staff to understand current and future customer wants. Business leaders that shy away from developing interpersonal skills will shy away from gaining adequate customer focus.

Accelerated Achievements is an advocate for Marketing Quality Management (MQM). Lasting improvement is achieved through a comprehensive assessment of process, people, and skills and implementing real-time performance measurements. Please contact us, and we will be happy to share ideas on how you can upgrade your marketing capabilities.

How Good People Lose Sales

How Good People Lose Sales

 

happy salesmanThe only thing that separates lay people from sales professionals is that sales professionals receive incentives to be good at sales. Some people conclude that sales people are born with the gift of gab and scary, manipulative skills. But know this: all sales skills can be learned and all sales people are better at some skills than others. Even talented, well-motivated sales people have blind spots that allow some opportunities to go by the wayside. Some sales people are stronger at counseling and reassuring; while others have the talent to simplify complex concepts and help apply technology. Here are four examples of how good sales people can lose sales:

  1. Lack of focus and articulation on the value of their solutions. It is common for technology and commodity sales reps to develop a belief that simply describing the product is sufficient for a prospect’s buying decision. In an age where people can get all the data they need on the Internet, what prospects really want to know is how representatives’ products and services can improve their business and make their lives better.
  2. Lack of appreciation for how people want to make their decisions and be communicated with. Some people just want to understand how a purchase will effect their bottom line, while others are more concerned about how their company will perceive them if they make the purchase. A sales rep’s ability to perceive a prospect’s style and motivations will impact their success.
  3. Misreading who will really make the purchase decision and the timing and resources available for a project. When the person across the table is really excited about a solution, it’s easy for a sales rep to lose focus on key logistical questions that will impact a sale. When prospects are confronted with the capital and manpower needed to implement a solution, they will sometimes opt for an approach better suited to their constraints. It is also important that the sales rep identify when a prospect is stalling and holding up objections without basis. Correctly handling a stall can get a sale back on track.
  4. Not being able to position a solution benefit against a real want. Sometimes a sales rep will make a solid presentation to a prospect and learn that there is no interest in going further. This happens when the sales rep is unable to discover the issue that the prospect really cares about. When that pleasure or pain point has not been identified, prospects will dismiss solutions arbitrarily for one of many possible reasons. In this situation there often is no opportunity and the real loss is the time invested by the sales rep.

While these problems may seem obvious, missing an important cue can leave the sales rep bewildered when the opportunity fades. By learning to focus attention and ask questions that will lead to a thorough discovery, sales performance can improve. For readers in the Branford, CT vicinity, I will be leading a ten-session class beginning September 20th that develops key sales skills. For more information, click here.

 

Is Anybody Listening?

Is Anybody Listening?

ConversationIt’s only July, and most everyone I meet is sick, if not distraught, with this campaign season. While I have seen glimpses of positive persuasion and leadership, most of the current news stories illustrate what we should not do as leaders. Personal attacks and political spin invariably make me stop listening. To be a great orator, you have to be a great listener, first.  The candidates have me asking myself the question, “Is anybody listening??” As listening is quintessential to all leadership positions, it is worth reflect on your own listening skills. Here are the three steps you can take to be a better a listener.

Stop Talking – This may seem obvious. But if you are speaking more than 25% of the time during a conversation, you’re at best doing a marginal job of listening.  I sometimes find myself thinking that sharing my experiences, suggestions, or reactions will be helpful to a person seeking to be listened to, when I know that it’s not. In business, executives, sales people, and service professionals all need healthy egos to be successful and the ability to restrain their egos to be exceptional.

Discern the consequences and possibilities a speaker is focused on – By simply noting whether a speaker is focused on possibilities or consequences, the quality of communication will greatly improve.  Discovering sources of excitement or concern will deepen connections and build trust.  Attentive listening is required to make these discoveries; as speakers are often not aware of the true root of these emotions.  We all have habits of thought and a good listener is required to disrupt those patterns so situations can be seen in a new light.  

Make it personal During the course of a good conversation, you will discover hopes, goals, and fears. There is a temptation to take these conversational gems at their face value; when asking one more question might change the course of the conversation. The question is, “What does realizing (or failing to realize) this goal mean to you personally?”  Even though most of us appreciate being asked such a question, our social conditioning can make us reluctant to ask a personal question.  Ask yourself, “What does completing my goals mean to me personally?” If this question doesn’t give you pause, think about setting a goal you are really excited about.

Effective leaders know that meaningful conversations with collaborators are a source of creativity, innovation, and unity. Engage in a conversation today and try it out!

 

Dangerous Circumstances

Dangerous Circumstances

dangerI enjoy speaking with teenagers about their ideas of career and success. In this sluggish economy where it is difficult for young people to find work, I often hear teenagers complain that success is a product of circumstance or luck. These young people perceive acceptance to a top school or an exciting job requires a “parting of the Heavens and the appearance of a guiding light.” Adults associate these attitudes with teenagers who have yet to discover their worth and take responsibility for their lives. Adults, however, are not immune to resigning to circumstances at times and can pay dearly for the relapse. These are my three warning signs that you might be in danger of missing the next turn on your road to success.

Mid-life complacency: When starting out in life or business, the key goals are starkly obvious and centered on survival. But once you get to the point where you can cover the car payment and mortgage and have a little left over, setting new goals can be trickier. Climbing Masloff’s Hierarchy of Needs requires us to clearly understand what will bring us satisfaction and fulfillment while setting goals. And, more important, to believe we are worthy of such success.  When people avoid introspection and hope that life will continue just the way it is, they often get a surprise.

Ignoring our environment: Whether considering business, family, or ecology, it all changes daily. We can either accept change or change. Staying connected to the people and customers around you and understanding their evolving needs is critical to mastering change. By actively negotiating how to serve others’ needs and your own, you lower the risk of encountering new circumstances.  The key word is “actively.” It is a delusion that people can solve this complex problem in their head.  Only clear communication, deliberation and writing down identified goals will clearly guide successful change.

Yielding to unreal obstacles:  There are two types of obstacles: real and unreal. When people think about being hindered by circumstances, they usually think of real obstacles like money, education, and discrimination.  However, the more crippling obstacles are the unreal obstacles rooted in habits of thought.  Self-defeating attitudes and unwillingness to explore new possibilities are far more limiting. Simply put, you have to play to win.

A good coach can help clients discover possibilities and overcome circumstances. Please reply if you want to learn more or argue about circumstances.