Fix Sales Problems With Emotional Intelligence (EQ)

Fix Sales Problems With Emotional Intelligence (EQ)

 

 

 

 

A few Salespeople have “IT”. They all need “IT” to achieve their sales numbers. ..What is “IT”? In this post I will discuss Emotional Intelligence and the role it plays in helping our salespeople achieve their profitable sales growth objectives. In the book:  Sales EQ, How ultra-high performers leverage sales-specific emotional intelligence to close the complex deal by Jeb Blount

Leading and coaching salespeople you find some salespeople just have “it” and some do not. It’s hard to describe. It is more of a feeling than a word you can use to describe it…at least until now.

For years I have assumed it was experience, product knowledge, sales skills, personality, communication and presentation skills but they just did not completely cover what I was experiencing. What I was seeing is called Emotional Intelligence.

I shared another book on this topic some time ago: Emotional Intelligence for Sales Success by Colleen Stanley.

In that post I shared Emotional intelligence is the ability to identify and manage your own emotions and the emotions of others. It is generally said to include 3 skills:

  1. Emotional awareness, including the ability to identify your own emotions and those of others;
  2. The ability to harness emotions and apply them to tasks like thinking and problems solving;
  3. The ability to manage emotions, including the ability to regulate your own emotions, and the ability to cheer up or calm down another person.

So the topic of Emotional Intelligence is not new. Solvey and Mayer first introduced it in 1990. However it really did not pick up steam until Daniel Goleman a Harvard trained psychologist wrote an article in 1995 for the New York Times about his book: Emotional Intelligence.

To add to this discussion I just competed an excellent book by Jeb Blount titled: Sales EQ, How ultra-high performers leverage sales-specific emotional intelligence to close the complex deal . Like the other books mentioned this book is a must have in every sales leaders library. Why? Why this book now you might ask? The short answer is to adapt to a shift that has occurred in “power” during a sale.

The author shares…

“ Technology has disrupted the traditional sales process by giving buyers unprecedented access to product and industry information, more control over the sales process, and more choices of products and vendorsTo differentiate yourself from competitors and hold the short-lived attention of buyers, you need to be a master of emotions, interpersonal skills, influence frameworks and human relationships ”

–       Jeb Blount

For years I have helped companies Fix Sales Problems.  Many companies believe if we just train our people in products, markets and selling skills we will achieve our profitable sales growth goals. However what they all were missing is something that was often a disruption for their leaders to hear:

Buyers buy with emotion and justify their decisions with data

Let that sink in a minute….

So we have been training salespeople for years…in my case over 30 years in product features and benefits, sales processes, closing techniques, how to overcome objections, the challenger model, the sales consultant model, value based selling…and the list goes on but how many of us work on the Emotional Intelligence of our salespeople? Not many I am afraid.

Jeb Blount captures this later in the book…

Managing disruptive emotions is the primary meta-skill of sales. The combination of situational awareness and the ability to consistently regulate disruptive emotions is what puts ultra-high performers on a pedestal above average salespeople….We know that the buyer’s emotional experience along with the buying journey has as much( or more) impact on their propensity to buy from you as anything else…the paradox of emotions is that the same time they are your most powerful ally they’re also your greatest enemy

Let me share a real example ( from my youth)  where I blew it and I hope helps bring the importance of emotional intelligence home.

It was early in the 1990’s and I was leading the retail division of a plastics packaging company. We made retail loss prevention devices to prevent the theft of music and we made video storage packaging for video rental. The video rental market had shifted and we introduced a new product to meet that need I branded: The Squeeze Box. The name described how it worked…you squeezed the bottom of the plastic storage box and the video tape would slide out. I named it that after the song,..mama’s got a squeeze box..but changed the lyrics ..and my competitors can’t sleep at night.

The industry was so excited about this new product we could not make them fast enough. One mold became two, two became four and the demand kept growing. It was an exciting time and did I mention it was also the most profitable product we were selling? We priced it based on the value it gave the end customers not our costs.  Because of the high demand we used this product to gain share leveraging availability based on buyers giving us more of their base business our main competitors owned.

One of my largest accounts was a distributor in Iowa, who was later acquired by Ingram Entertainment. I had a great relationship with this account, its executive team and the buyer. The buyer helped me in the gathering of requirements for this new product design and in our market verification. I helped them use this innovative new product to land large video retailers and some targeted grocery accounts they always wanted. A real win-win relationship.

I was calling on the buyer and he said: “Mark, I am moving to a new division and I would like you to meet Frank (not his real name) he comes from purchasing in our electronic accessories business and has made quite a name for himself here …”

He walked me to Frank’s office and we were introduced. Frank was very rude with my past buyer, almost dismissing him. I sat down to start trying to understand his needs and goals and he quickly said: “what are you doing, I don’t meet with salespeople in my office , this is where I get work done, go find a conference room and we will meet there

Huh?

You heard me, I am a busy guy, I manage millions of dollars of inventory and its time someone whipped you and your company into shape. “

I connected with the executive assistant for all the buyers who had become a friend over the years and asked for an open meeting room. She said: I suppose it is for a meeting with Frank? Sorry you got him Mark he’s kind of a jerk but quite the climber around here” (and she rolled her eyes.)

Frank came in, sat at the head of the table as I guessed he would and started…

I understand we are your largest distributor in this space.

My guess is you use my volume to be competitive with many people in this market?

To increase the sales of your products we need to increase the advertising allowance and we will not be providing you proof of ads as we have been doing. I have done this for 5 years and I know what I am doing.

I see you have been winning more and more of our overall category purchase dollars? …That ends today.

The last buyer was way too easy on his vendors, …I am not.

Your prices are too high and must be reduced immediately and I expect an adjustment for the entire inventory we have on hand. Here’s a report of our current inventory. I need to see the credit transaction in the next 5 days.

As a salesperson you probably do not understand the business we are in and I would not expect you to. Just give me what I need and we will get along just fine. Make me look bad and I will make you pay.

I hear you have a hot innovative product called a Squeeze box? We need an exclusive on it and we will sell it to our competitors.

The rep for your competitor is a golf buddy of mine and his line of plastic boxes comes from a much bigger and more impressive company than your little Ohio company.

Who are your large video chains buying this now direct? That is going to end and you will send them through us too.

The Squeeze box is twice as expensive as the other boxes we buy from you. I weighed it and it’s actually lighter than the other products you sell for ½ the price…you need to drop our price at least 30% immediately. I will not be a push over buyer like my predecessor (your buddy) .

I understand you have independent sales reps calling on all my locations? That stops today and I want their compensation paid back to us as a 5% year-end rebate.

If you do not have to power or you are not smart enough to understand what I am asking for give me the owner of your companies’ name and office number….tell you what… just give me his name I can tell you do not understand strategy…

Well?

( my blood was boiling)

I shared how we have grown with his company based on service and training his salespeople how to sell our products. I personally trained his telemarketers every quarter and his field salespeople. I shared the issues we helped his company with like; on time delivery, just in time inventory, new products we developed for them, training his salespeople, helping his people close large accounts and so on.

I shared I heard each of his requests…and was about to answer them one by one….

“Oh, you think these were “requests” do you? ( he stood up and slammed his hands onto the conference table) No.., you will do what I told you to do or you and I will have a problem, or don’t you understand this?”

You are going to do this right? You want our business right?

 

No!!! (I stood up nose to nose with him and I lost my temper).

How I was feeling inside was like I was in another street fight with a bully. I shared we do not do business this way, we value working with his company because they shared the same values and ethics as our company and I would like to speak with Earl, his boss now, who I have known for years, had dinner at his home,  so we can work this out.

 

Get the F@#ck out of here!… and don’t come back until you give me what I want,… if you call Earl …your sales here are over, do you understand?

 

As I left the meeting room I passed a number of people who obviously heard our heated exchange. I was angry, confused, surprised …and now worried how I will explain this to the president of our company.( dead man walking)

 

Why did this meeting go so bad?

Why did this new punk get to me so much?

 

Working with a coach later in my career , and receiving training and coaching I discovered my emotional triggers are:

 

  • Bully me

 

  • Bully someone who cannot defend themselves or are not there to defend themselves

 

  • Threaten me …fine no big deal, my family? My company? Or someone I care about…game on!

 

  • Treat me like I am stupid, inferior mentally

 

What Frank did in our first meeting was pretty much trigger all my emotional hot spots I was not aware I had at the time. This resulted in a reflex response of threatening him back by bringing the merchandise manager (his boss) into the equation. My voice became louder and my tone became attacking to mirror his. My face became red and the veins in my throat and forehead were enlarged. My physical size was much bigger than Frank so when he stood I stood nose to nose so to speak …all the things I did, I did not think about, they happened as a reflex like when the doctor taps your knee with the rubber hammer at a checkup.

 

I can vividly still remember this meeting as if it were yesterday.

 

Why?

 

Emotion!

 

I let the meeting get personal to me and I reacted with reflex and not strategy.

Frank made our company pay for about 6 months with significantly less orders.

Eventually Earl heard about how I was treated and intervened but Frank and I were never friends. He lasted about 2 more years and was let go. Who was the new buyer? My friend the administrative assistant who rolled her eyes when she booked the meeting room with Frank. She said I was one of the few “Factory Guys” who treated her with respect over the years and would appreciate me helping her be successful in her new role. As the years went by we grew to be a preferred vendor, and won almost all of their purchase dollars in our category.

Your salespeople will be in negotiations that build to red-faced moments.

Are they prepared?

The great news is Emotional Intelligence can be a learned skill and this book : Sales EQ, How ultra-high performers leverage sales-specific emotional intelligence to close the complex deal by Jeb Blount will help sales leaders and salespeople understand and leverage Emotional Intelligence.

Salespeople who are trained in Emotional Intelligence sell more at higher profits.

Leaders with high Emotional intelligence drive stronger team performance and are more resilient team members as the US Army found in their studies.

I highly recommend everyone add this book to your business libraries and apply the author’s practical advice.

Are your salespeople emotionally intelligent?

Are you losing sales you could have won with Emotional Intelligence training?

Is there a reason you might not want your salespeople trained in EQ?

As the number of competitors grows and buyers push to commoditize products and service, how your team sells can be your market differentiation.

Buyers today are hungry for authentic knowledgeable salespeople who have a strong EQ so working together you can work through those red-faced moments in negotiations.

I just met with an interviewed a senior level purchasing director with over 35 years of experience on the other side of the desk in a sale. In my next few posts I will share the strategies he teaches buyers to use to disrupt salespeople’s emotions to win lower prices, better service and a number of free services that companies typically charge for.

 

 

 

 

 

Identify Purchase Influencers With VOC

Identify Purchase Influencers with VOC

 

 

One of the leading reasons why sales do not grow as planned is something changed and your team did not adapt. Your salespeople are selling like they have been trained and coached to sell but it is no longer effective. Companies who identify change(s) and more importantly adapt to changes hit their numbers. Understanding the voice of your customer today empowers your team with current buyer information. In this post I will share how the voice of your customer helps your team identify buying influencers.

In my last post I shared how understanding the voice of your customers helps your team create content your buyers need when they buy. Companies who clearly understand what buyers must have to make a purchase today create new content that is used on their web sites and in sales tools to help move buyers through the sales funnel to a closed sale.

Understanding the voice of your customer also helps teams identify people who influence a purchase decision today.

What is an Influencer?

The influencer-marketing manifesto by Brian Solis shares:

Influence is the ability to cause effect or change behavior. Influence is not the act of trying to influence. Nor is an influencer someone who simply has a lot of followers. It should be very clear. Someone who influences does so because they have the capacity to have effect on something…”

What do companies who focus on influencer marketing have to say?

81% of marketers who have executed Influencer Marketing campaigns agree that influencer engagement is effective

65% of brands have plans to spend more on Influencer Marketing this year vs. last

Ad weeks shared an article that Influencer marketing is the next big thing in marketing. The article went on to share …

“There are few things that drive a sale more effectively than a warm word-of-mouth recommendation. A study by McKinsey found that “marketing-induced consumer-to-consumer word of mouth generates more than twice the sales of paid advertising.” And of those that were acquired through word-of-mouth had a 37 percent higher retention rate.

Influencer marketing presents a glaring opportunity for brands to leverage the power of word-of-mouth at scale through personalities that consumers already follow and admire.”

I was asked to help a company that manufactured wheelchair accessible vehicles grow their sales. We spent a considerable amount of time out in the market speaking with consumers in wheelchairs to understand..

Why they buy?

Why they don’t buy?

What is their buying process?

What are the key criteria they must have to buy?

Who are the leading influencers in your purchase?

We discovered for consumers who recently started using a wheelchair because of a medical condition and or an accident their influencers included certified driving instructors, association groups like the MDA, MS Society, Veterans Association , personal injury attorneys and many more. However one key influencer they all shared was their rehabilitation therapist. As one consumer shared with me…

“When I need something or face a new challenge I turn to my rehabilitation therapist who taught me how to get dressed or take a bath again…”

We developed and initiated an influencer-training program where our regional mangers would conduct in service trainings at rehabilitation clinics and educate one of our top buying influencers about our vehicles. We shared how they worked, the right vehicle based on the five most common buyer personas and provided education and information. We connected training and education with these influencers with our local mobility dealers. Our local mobility dealers did a great job of building a relationship with therapists and were on call to answer any questions they may have.

 

The key to influencer marketing is education or as I share in my next book: “Serve don’t sell”. The quickest way to shut down an influencer is if you start selling.

 

Your mission is to provide much needed information and education the influencer can share. If you have created new content as I recommended in my last post you can leave that content with your influencers and or show them where they can find it so they can share it.

 

What our dealers experienced over time was consumers coming into their dealerships already sold so to speak. Their leading influencers shared our dealer who they had a relationship of trust with. The therapists shared content specific to what consumers needed to make a buying decision.

 

Understanding the voice of your customers identifies leading buying influencers in the purchase process.

 

Who are the leading influencers for your buyers?

 

Does your team strategically educate and share content with influencers?

 

Does your team understand the voice of your customers today?

 

Influencers play I critical role in the purchase decision today. As markets shift and change, influencers also change.

 

Make it a key initiative for your team to understand the voice of your customers today and whom they turn to as purchase influencers.

Voice Of Customer: Understanding The Entire Iceberg Of Purchase Decisions Today

Voice of Customer: Understanding the Entire Iceberg of Purchase Decisions Today

 

 

 

 

Understanding the current voice of your customers and markets is critical to winning sales. Companies who take the time to capture the voice of their customers understand how buyers buy, what they need to buy, and the criteria they use to make buying decisions and leverage that information close more sales . In this post I will share how the voice of your customer insures your sales proposals resonate with buyers and close sales quicker.

 

Why do buyers buyer from your team?

 

Why don’t buyers buy from your team?

 

If you can answer the above questions accurately you are well on your way to designing a sales and marketing plan to hit your number this year.

 

When I ask this question I usually get a very quick answer on why buyers don’t buy. As much as senior leaders want their sales teams selling value, I often hear “price” is why buyers don’t buy. I often hear many reasons why buyers do buy, and it usually accompanies stories of how they have won over the years. It is very rare however that I hear what I am looking for :why buyers buy and don’t buy today.

 

Think about all the changes we have seen in the last 15-10-5 years. We serve rapidly changing markets and it should not surprise any of us that market leadership positions change about every 10 years or so. Why?

 

“New market leaders emerge after identifying shifts in the buying process, buyer problems and or criteria and leveraging those changes.”

-Mark Allen Roberts

 

When sales says they lost a sale due to “price” or that buyers buy based on “price” this is what I hear…

 

  • You do not understand the value of your product or service to your buyer
  • You lack a strong current value proposition, or the one sales is using is dated
  • You do not clearly and completely understand the problem the buyer is seeking to solve
  • You do not completely understand how the buyer buyers and what they need to buy
  • Because you have not taken the effort to understand your buyer and their business, you have not earned the right to know all the buyer needs to buy today.

 

Earn the right to know?

Yes!

There was an excellent article recently in Brand Quarterly by Dave Tovey titled: Did Price Really Lose the Sale?

In this article Tovey shares that:

“Price is often blamed when we got something else wrong.”

Sales people are trained to sell; I think we can all agree on this. Salespeople have a very high utilitarian trait. If I do this …I get this reward quickly. That is why salespeople should not own the voice of your customer. ( but many leaders think they do) The voice of your customer, voice of your market work does not produce immediate reward. That is why salespeople should not own this information. It is their nature to sell, and buyers will feel their probing , open ended questions as a manipulation, a trick to win a sale and trust is broken. Marketing and or a senior executive in the organization must own deeply understanding the voice of your customer and markets no salespeople. Having been the VP of Sales and Marketing for a number of organizations I made it my job to own this information while my sales teams executed their sales development plans.

The author does an excellent job of describing what its like to meet with a new buyer. New buyers often act like Ernest Hemingway used to write…with the iceberg principle or often referred to as the theory of omission. Basically, they share just surface information and do not share the whole story until they trust you. What I like about the iceberg analogy is it’s not the 10% of the iceberg that you see that will sink your ship. (Your sale) It is the other 90% you do not see, or do not know. Most sales are lost because the buyer did not trust you completely understood the problem and therefore did not trust your proposal.

The author leaves us with this: 

You earn the right to hear more than a client’s story of omission when:

  • You ask insightful questions
  • You listen for understanding
  • You avoid manipulation
  • You behaviors are congruent with your marketing messages
  • You are authentic; selling ethically and with integrity.
  • You are human – remembering that buying is rationalized emotion.

The voice of the customer, voice of the market follows the above.

Market leading teams take the time to understand the voice of their customers and markets…that other 90% of the purchase iceberg. They know how buyers buy, what they need to buy and the criteria they must have to buy today. They are constantly scanning the horizon and sensing for shifts in how buyers buy and the problems they are trying to solve today.

Why do buyers buy from you?

Why don’t buyers buy from you?

What do your buyers need to buy today?

What does the buying journey look like today for your buyers?

Who else is involved in the buying decision today? What do they need?

What new problems are your buyers searching to solve today?

 

When your team understands the voice of your buyers and voice of your markets you know the answers to the above. Understanding this information you will train your sales teams to serve your buyers with exactly what they must have to solve the problems they may not share with everyone. Your sales proposals stand out in a sea of RFP’s because they speak to real needs your buyers must have.( and that they failed to share with competitors who only scratched the surface) When your competition is just scratching the surface with price your team will be providing a complete solution your buyers must have.

Stop blaming price for why your teams fail to win the sale and understand all buyers need today and you will find price is not even high on the list.

When you understand the voice of your customer today and the entire buying iceberg, you will equip your sales teams with the big picture and they will build trust much faster with buyers because they will demonstrate they understand them. While competitors are scratching the surface and awkwardly trying to build trust, your sales team will be discussing meaningful solutions.

 

 

 

“Voice Of The Customer” Increases Profits…Lesson From A Christmas Ham

“Voice of the Customer” Increases Profits…Lesson from a Christmas Ham

 

 

 

There is strong power market leaders leverage in understanding the current voice of the customer and voice of the market. As markets change the key buying criteria may change and or change its priority in the buying decision making process. In this post I will share how understanding the voice of your customer and market will help your team better understand and prioritize key buying criteria and how this will result in increased sales and profits.

 

I heard a fun story a few years ago. It seems this couple recently got married, bought a home and wanted to have everyone over for Christmas dinner at their new place. So they went out and bought a huge ham and all the fixings.

The guests arrived and everyone was seated around the dining room table for the holiday feast. Much to the husband’s surprise the wife brought out two Christmas hams, or to be more specific she had cut the ham they bought in half. As the dinner went on the husband had to ask: honey, why did you cut the ham in half then cook it? She quickly replied well that’s how my mom always cooked it, Her mother chimed in, yes and that’s how grandma always cooked it. Grandma smiled and said: I had to cut the ham in half because our oven was so small, but with that huge oven of yours there is no need…

 

When I work with teams it is not unusual to find “Christmas hams” being cut in half when they no longer need to be.

 

Does your team clearly understand the buying criteria your buyers must have today to make a buying decision?

 

Of the criteria buyers are asking for, do you know the most import to least important?

 

Sales teams often make the mistake of assuming they know, based on how buyers have always bought.

 

If that is the case in your company, one of two things is happening;

 

  • Sales leads with a dated value proposition and the buyer does not buy

 

  • The buyer buys and the rest of the team scrambles to execute on something that is no longer a key criteria costing your team frustration and margins.

 

I was asked by a private equity group to help one of the companies in their portfolio struggling with both sales and profitability.

The first step in my business development process is establishing market truth. So I joined this companies’ salespeople on four legged sales calls with key customers. For the most part I was pleased the customers were happy with the products’ performance and (being the new guy) I asked a lot of questions.

 

One common sales approach all their salespeople were using was promising two week delivery. In this market the competitors typically delivered orders in 8-10 weeks but the company I was helping was offering two weeks. So I had to ask the buyers:

 

When you decide what vendor to order from, how do you make that decision? Or put another way…what is important when you pick a supplier?

 

I heard things like;

 

Quality Products

Good service

Do what they say they will do

Ship products on time

Reports from our engineers the product solved the problems I bought it for

Competitive price

Service after the sale

Warrantee policy

Payment terms

 

So I asked: if you had to rank the top three, how would that look?

 

 

#1 Reports from our engineers the product solved the problems I bought it for

 

#2 Do what they say they will do, I trust them

 

#3 Ship products on time so we can meet our commitments on time

 

What I kept hearing was: “ship on time” but not ship in two weeks.

 

So being the new guy in the room I had to ask:

 

How important is it that we ship our products in two weeks?

 

The buyers all consistently replied that it used to be really important 8-10 years ago when they lacked the buying planning systems that they have today. “Back then we were kind of ordering blind based on the past, however today our systems give us buyers a look into what production plans in the future and we order appropriately.”

 

How far out of a view are you able to see?

 

I can see as far into the future as I want, but I typically look 4-6 weeks out.

 

So if we shipped you product in 4-5 weeks you would be happy?

 

Yes, as long as it shipped and arrived on time.

 

We learned other things like new products our competitors were about to launch, problems our competitors were having with one particular product line and so on. We learned the warehouse employees at a number of the OEM accounts did not like the pallets we were shipping on because they did not fit on the common rack designs.

 

After spending over 30 days on the road in front of customers we gathered how buyers were buying today and what they needed to buy today. We gathered very useful information calling on prospects about how they buy, the steps they go though and where and how they search. For example they shared the key words they used when searching for solutions like ours and none of them were on our web site.

 

I presented the findings of our (VoC) work to the private equity firm and the management team.

 

I had to ask: In each of the calls I went on, sales was promising two weeks delivery, but none of the customers were requiring that anymore? When did that start?

 

The previous owner identified our ability to ship quickly as how we could win business from the competitors and that is how we have done things for the last 12 years…. (a Christmas ham , cut in half!)

 

As you can image, operations and quality were thrilled to hear buyers no longer needed two-week delivery.

 

To execute two-week delivery this company had a large amount of inventory and whip in hand since most of their vendors for the electrical components required 6 weeks and the glass vendors were 8-10 weeks.

 

As we kept peeling this onion we discovered;

 

  • Over 40 % of orders required overtime at time and a half assembly labor
  • To meet two weeks we were expediting component parts from New Jersey and paying overnight freight charges
  • To make our deliveries in two weeks as promised we were paying for overnight delivery more often than anyone realized
  • Because we worked people overtime we saw a direct correlation to an increase in quality rejects during pre-shipment testing when our assembly workers worked overtime
  • Since we had to order and store the glass components, they were often damaged and thrown away from moving them around the plant
  • We had to buy a truckload of the pallets we were using and we paid a premium for them. It seems the original owner designed this unique configuration to maximize the number of master cartons we could ship per skid and then designed our bin rack system to accommodate them
  • We occupied a large warehouse with expensive rent based on our perceived need for so much inventory, and proximity to the previous owners home

 

As a team we ranked what our buyers valued most today, and we created a number of projects to better serve our customers while reducing costs (and often frustrations)

 

Over 12 months our quality failure occurrences dropped to almost zero and our on time vendor sore cards improved significantly at our two largest accounts. We moved to a much smaller warehouse and we started using standard pallets that fit our customers’ racks. Standard pallets were a much lower cost and we bought them just in time not tying up cash in slow moving pallet inventory. The result of our voice of the market work was sales increased by 125%, but profits increased over 20%.

 

When was the last time you captured the voice of your customers?

 

Could your team be cutting a Christmas ham in half for no reason today?

 

How would your buyers rank their buying criteria? Do you know?

 

Could your team be jumping through flaming hoops customers no longer value?

 

How excited would your owners and investors be to realize a 20% profit increase?

 

Capturing and leveraging the voice of your customer helps your team understand what is important to your buyers, how they buy, what they need to buy and how they shop…TODAY.

 

Sales teams that “assume” buyers are still buying like they have for 10-15-20 years are losing sales they could have won, and or losing margins they could have enjoyed.

 

Market leaders leverage voice of customer to increase sales and profits.

 

Why not understand the voice of your customers today and leverage that information to increase sales and profits?

 

I guess you can “assume” your team knows, but you know what they say assuming makes you and me…

 

 

 

 

 

Voice Of The Market Identifies Key Buying Triggers

Voice of the Market Identifies Key Buying Triggers

 

 

Companies who understand the power in the voice of their markets today realize greater and more profitable sales growth. Understanding your market, buyers, and how they buy and what they need to buy is critical to hitting your sales numbers today. One outcome of understanding the voice of your customers and markets is identifying sales trigger events.

 

What triggers one of the buyers in your market to begin the buying journey?

 

The answer to that question becomes a key consideration when developing your business development plan to hit your sales numbers.

 

In a past post I shared the work I did in the accessible van market with VMI. We sold lowered floor mini vans that were adapted so consumers in wheelchairs could drive and or ride in comfort. I launched VMI’s first retail mobility dealership Arizona Mobility Products.

 

Our team spent a great deal of our time out conducting vehicle demonstrations at consumer’s homes and our sales grew quickly. We were constantly asking questions to better understand our customers, how they shop and what triggered them to make a new purchase.

 

Consumers in wheelchairs must have a vehicle they trust and is reliable. You might say: well Mark I need that too. The difference is if our vehicle dies on the road somewhere we can call a tow truck and they will tow our vehicle and give us a ride to a service garage. Tow trucks are not equipped to accommodate a consumer in a wheelchair. Should their vehicle experience a malfunction, they are left at the point where the vehicle failed until they make alternative arrangements to be transported. Reliability is an even higher buying criteria for consumers in wheelchairs. Based on this we should not have been so surprised as we were when we kept hearing how consumers with accessible lowered floor mini vans often start shopping for a new van within three months of their vehicle warrantee expiring. When we surveyed our customers this came out loud and clear in almost every interview.

 

Our team sorted our customer database based on when vehicles were purchased and each month proactively contacted customers whose vehicle was about to lose its warrantee. We established a four-touch campaign.

 

-The first touch was a simple letter notifying them their vehicle warrantee was about to expire, share any current promotions, remind them we sold extended warrantees and suggested we quote the trade in value of their current vehicle.

 

-The second touch was a phone call, ideally from the salesperson that sold them the vehicle reminding them as a service their warrantee was about to expire.

 

-The third touch shared specific dealer incentives, rebates and once again mentioned their warrantee was about to expire.

 

-The last touch was a request for us to book an appointment to have their vehicle inspected by one of our certified service experts at no charge.

 

Identifying this buying trigger and developing a strategic series of communications, a GPS to new sales for our salespeople, helped us increase sales and build customer loyalty. As a side benefit it also provided our dealership with a supply of used vehicles that were in huge demand in this community.

 

What triggers your buyers to start the buying journey?

 

Does someone on your team Know?

 

How has your team used this information?

 

What could your team do to serve buyers who triggered the need to buy?

 

What is your team doing to make lifetime customers for your products?

 

Understanding the voice of your customers and market has many benefits. One benefit is to intimately understand what triggers your buyers to shop, to search for a new purchase. Taking the time to understand your buyers, why they buy and what they need to buy is critical to consistently hitting your sales numbers.

 

 

Why Does Sales Growth Stall?

Why Does Sales Growth Stall?

 

Your sales team has been hitting their sales goals and it’s an exciting time for your organization. Your problem to be solved shifted from growing sales to shipping orders on time. Then something happens …what seemed like an ever-growing sales pipeline goes dark. Sales stall and in some cases decrease. Why? What causes sales growth to stall and more important what can you do to prevent sales from stalling?

It was an exciting time. Our sales team had opened the majority of the targeted new dealers we wanted and we were hitting new sales records. The President and CFO were stopping by my office to give me high fives and our senior manager meets had almost a fun playful tone. My sales people were achieving their individual sales goals, hitting bonuses they have never experienced before. Everyone, even the workers on the assembly line who were getting all the overtime they wanted were happy.

Our strategic planning meeting was spent discussing fun things like how will we invest to support this sales growth…. And then everything changed quietly, slowing at first and then our sales stalled. What happened? Why do sales stall and more important what is the plan to get our sales back on that sales velocity of 140% year over year growth we were enjoying?

I have seen the above scenario play out many times in companies. I have heard CEO’s say: “ Mark the reason we are talking to you is sales were growing strong year over year and then we hit a plateau, we are stuck and we can’t seem to get back on the same growth trajectory we one had.” 

 

What Causes sales growth to stall?

 

If you read my content you know I like to read. Like is not strong enough of a word. I have a passion to read and research topics that impact sales team’s performance. One of my mentors at Frito-Lay used to say, “Leaders are readers and if you want to be a leader the burden is on you to constantly sharpen your saw”. I recently finished an excellent book I highly recommend: When Growth Stalls, How it happens, why your stuck & and what to do about it, by Steve McKee.

A quote that jumped out at me early was …

One of the biggest challenges any business leader faces is generating consistent, profitable growth. But stalled growth is the rule, not the exception, even for the best-managed companies. That’s especially true in today’s tumultuous economic environment

The author does a great job of capturing examples of market leading companies who experienced a growth stall like; Home Depot, Bear Sterns, Excite, Lehman Brothers, McDonalds, IBM, Kodak, Lucent Technologies, Sears, Kmart, Sun Microsystems, Tidy Cat, Mercedes, The Gap, Chrysler, and many more. Growth stalls impact both large and small companies. Publicly traded market leaders and privately help family business all experience stalls.

Most companies experience a sales growth stall at some time, and some experience a number of sales plateaus.

So what causes growth stalls?

Want a quick answer?…Look for what changed!

Today’s markets are dynamic. The first question you need to ask if your sales growth stalls is: What changed? The one thing we can all count on is change. If your sales were showing strong sales velocity then stalled I promise you something changed.

Changes can occur outside your organization as well as inside.

 

Outside your organization you can have a number of factors impact your sales growth…

 

Economic downturn

Market shift

Changing Industry Dynamics

Aggressive move from a competitor

New technology

Buyers need new criteria to make buying decisions

Buyers use a new buying process

 

 

There are also internal changes that can cause a sales growth stall…

 

Change in service level

Quality of product or service decline

Chance in price model

Lack of management consensus

Loss of Focus

A dated Value Proposition 

Loss of company nerve

Inconsistency within your organization

Your culture becomes dysfunctional

 

Any one of the above can cause what the author refers to as a “seismic shift” that disrupts your sales growth. If your team experiences a number of both internal and external changes your sales growth does not just stall, it starts a steady decline. The longer it takes your team to identify what changed and make a course correction the more difficult and the longer it will take to correct. If internal and or external changes go unchecked long enough you will experience what I refer to as a sales death spiral.

The best business book I have ever read is the Bible. The Bible does not say we might face adversity…it says we WILL face adversity. Adversity is a time teams can rally together and grow united or do blame storming and drift apart.

The first step is to identify what changed or as I prefer to call it… throw the skunk on the table. It is very uncomfortable to discuss problems for most teams. Teams with strong cultures openly discuss any issues that could be preventing them from achieving their objectives. Discussing problems, like having a dated value proposition that no longer resonates with buyers, becomes emotional.( been there have the T-shirt)

Someone companies may have developed processes and procedures (web sites)  10-15 years ago and now that person sits in the CEO’s chair. If you have a strong culture and a leader with a high emotional intelligence you will discuss the issues. One sign of an unhealthy culture are what I refer to as PIMS. This stand for: Politically Incorrect Market Secrets. Your team knows the issues holding your teams back from achieving their sales objectives but they do not feel safe to share them. I actually love it when someone who reports to me says…Mark, I just don’t get it, you are asking me to ——- but the market and even the buyers at some of our accounts are saying ——-. Awesome, let’s pivot and win the business!

 

The author shares how to get your company back on a strong sales velocity track in practical and applicable ways. I highly recommend this book for two kinds of companies:

  • Companies who have experienced their sales growth stall or decline
  • Companies who have not experienced a sales growth stall (yet)

 

How about your company…

 

Have you seen your sales growth stall?

 

Has your team thrown the skunk on the table or is still just stinking up the place?

 

What other kinds of shifts/ changes have you experienced that stalled your team’s sales?

 

How did you fix them?

 

If you are in a business experiencing a sales growth stall this book will help you identify places to look that may have changed. It will also teach you ways of getting un-stuck and practical steps you can take to getting sales growth back on track.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Three Methods To Understand Your Buyers And Markets Today …ASK!

Three Methods to Understand Your Buyers and Markets Today …ASK!



It is not unusual the simplest of strategies are often the most difficult for some people to execute. Why? Why is it so important to understand buyer and market needs today? Sales teams who understand their buyers, how buyers buy and what they need to make buying decisions today achieve their sales goals. When salespeople approach buyers and their markets with dated value propositions and not address current market problems sales teams fail to hit goals. In this post I will share three ways to better understand your buyers and markets.

In my last post I asked a question: What if I told you growing your sales profitably is actually “Simple” if you focus on one strategy? I shared the key to growing your sales and profits are: know your customers and markets. So far no one argues with that premise. However the behavior that needs to change (and quick) is companies who assume they understand their markets based on dated information. They have leaders who believe their gut and intuition that have gotten them this far will help them lead their teams to future wins. My argument is, as I shared in 2009, the sales game has changed and your gut and intuition are not enough to win today. We serve dynamic markets that are constantly changing and shifting. A value proposition that resonated with buyers six months ago may no longer connect due to a shift in economic conditions and or a new technology.
“Companies who build strategic plans based on dated market information fail. “
– Mark Allen Roberts
In a recent post by SBI they asked the question: Could last year’s market research be killing your chances to achieve next year’s sales goals? If you have not read this post I highly recommend you take a few minutes to review it. As shared in their post:
“Strategic alignment is the ultimate goal, but it’s not a fixed destination. It’s a moving target. That’s because market conditions are always in flux. If you continue to rely on outdated market research, you’re not just taking a step backward. You’re returning to square one, year after year.
How do you stay current with your buyer and market data to insure your sales strategy leads to goal achievement?
How do market leading companies equip and empower their sales teams to consistently achieve sales targets year after year?
In this post I will share three ways I have used to insure the sales and marketing teams have value propositions that resonate with their buyers and markets.
The best technique is time in the market. I enjoy working with my sales and marketing teams in the field with what I have referred to in previous posts as “four legged sales calls”. You shadow your team members with current customers and as they call on new customers. Your sole purpose is to listen and observe. I have to warn you though it is very difficult to not jump in on a sale that feels like it is heading south or take over the call that seems to not be leading to a close. I highly recommend you listen with the intent to learn rather than to show what you know. You must put on a market research hat and leave your sales hat in your reps car to receive the most benefit. In this post I shared things I am listening for and setting out to understand;
• What are the buyers’ buying criteria today?

• What is the buying process?

• Who else is involved in making buying decisions? 

• Does your sales process mirror the buying process?

• What sales tools does your salesperson have and which ones do they use? Are they current, or something they created themselves?

• Does the buyer have other problems they verbalize but your salesperson fails to hear?

• Where does the buyer turn today when faced with an unresolved problem? …the internet, a trade journal, calls a local representative…

• What other products does your buyer buy from competitors that they could be buying from you?

• What % of the time is your salesperson listening versus talking? ( my favorite indicator)

If you are experiencing “death by meetings” at the corporate office and find it difficult to meet with buyers in your market I highly recommend win-loss analysis . I prefer win-loss calls face to face however if this cannot occur I have seen where win loss phone interviews have proven extremely valuable. If you have not heard of win loss analysis I shared how I use it and common questions I ask here. After approximately 12-20 phone interviews you will quickly see trends on why buyers buy from you and why they don’t. You will discover the buying process and criteria your buyers are using today to make buying decisions. Market leading companies strategically plan win loss analysis as an ongoing strategy to stay tuned in to their market.
A new technique to understand your buyers and get target buyers to share insights on their problems and how they buy is shared in the book: Ask… The Counter intuitive Online Formula to Discover Exactly What Your Customers Want to Buy…Create a Mass of Raving Fans…and Take Any Business to the Next Level , by Ryan Levesque. I just finished reading this new book and found it very useful.
In this book the author shares a proven process he developed and personally uses to understand customers, get customers to speak to you, and ultimately fall in love with your product or service. In 1970 we saw approximately 500 ads per day. With the average consumer seeing over 5,000 Google ads per day how do marketers break through all the noise today? In his book he shares a process to get answers to the following questions;
What do buyers want to buy?
When are they ready to buy?
Why did they not buy?
What I liked about this book is its’ “how to “approach. The author uses 4 primary surveys to capture current buyer process, criteria and it is done in such a way the customers fall in love with your product.
The key to insuring your team achieves their sales goals is a clear and current understanding of your buyers and markets and how they make buying decisions.

Companies who take the time to strategically  understand their markets and buyers and recognize shifts early achieve and surpass their sales goals.

Nothing compares to meeting with buyers and influencers in the markets you serve and asking them questions. If you struggle to break away from those “important” meetings at corporate you can conduct win loss analysis calls and now the book: Ask provides a step by step process to use surveys to capture what you need to know.

There is no excuse to lead by gut and intuition in today’s dynamic and shifting marketplace. Make understanding knowing your customers and markets a key action item in your strategic plan and your will consistently achieve and surpass your sales and profit goals.

Increase Sales/Fix Sales Problems: Do A Midyear Sales Gut Check

Increase Sales/Fix Sales Problems: Do a Midyear Sales Gut Check

Last year approximately 70% of sales managers achieved their sales goals and of that approximately 10% surpassed their goals. So that leaves 30% of the sales manager’s not hitting plan in 2013 and in 2014 their sales regions received another increase.

What can those at plan do midyear to insure they close the year at plan?

What can those not at plan through the end of June do to insure they hit plan year end?

Quick question: How are your sales performing to goal? If you are like most companies this year’s goal was difficult as we scratch and claw our way out of the recession and you just might hit plan. How can you be sure you not only hit your sales plan but exceed it? You need to perform a midyear sales gut check.

I have been leading sales and marketing teams for more years than I like to admit. (over 30 years… but who is counting) I have used a simple process that has often resulted in a dramatic increase in underperforming sales regions as well as keep the momentum building in regions at or above plan: a midyear sales gut check. What we do is basically review each sales region’s performance to the sales playbook you prepared when the year began. Now that half the year has passed we need to review how the region performed to the sales plan we developed to hit sales objectives. Change and the rate of change is constant in our dynamic markets and as Sales Benchmark Index shared in a  recent review on Jill Konrath’s new book Agile Sales discusses:

“Fighting these changes, or denying they exist, is pointless.  You need a new skill to cope with being an overwhelmed worker. The skill needed to exceed in this environment is agility.”

If you have never done this process I want to share how I have done it in hopes it adds value to you and your salespeople. I also highly recommend you buy Agile Sales. As David Meerman Scot shared in his recent post; Agile Sales Requires a Real Time Mind Set. Good sales leaders are always asking questions and practicing what I refer to as: Clean Sales Management. Your midyear sales gut check needs you to direct your questions internally as well as externally.

What did we set out to do this year? (restate goal(s) and how we agreed we would achieve them)

What are our goals in dollars and profit dollars contributed from sales?

Where did we expect them to come from?

How has this region performed through the end of June to the goals you established for the current sales year?

What is working? (and you need to do more)

What did you think would work, has not produced the desired sales impact and you need to stop doing?

What have we learned?

What are the results on key performance indicators that drive top line results? (discuss each)

Has the market experienced any strategic shifts that can be trigger points for new sales or challenges to existing sales?

Based on the data discussed what will be your three key focus areas for the rest of the year?

If you had to pick just one, with the intent that perfectly executing that one would make the other two obsolete…what would it be?

 

A midyear gut check is something I like to perform both for the businesses I am serving but also personally and I have added this process to every team I serve. If you have not tried this process I highly encourage you to do so.

Let me leave you with a few questions that may make you want to try this process…

How is your team performing to plan YTD?

What did you plan for this year and it worked?

What did you plan and it did not work?

Based on what you have learned what changes have you made to insure the sales plan is achieved year end?

( if I served on the board of your company this is one question I have asked that has left the best CEO’s pale and at a loss for words)

As the team who has been tasked many years with” just making it happen” we need to have the desire and process to gather current market data and agilely approach our markets to insure we achieve and surpass our sales objectives.

 

Does your team practice agile sales?

 

Increase Sales; Take a Snake Oil Salesman Test and Implement Corrective Action

snake oil sales

 

In my last post I asked the question if your team’s execution is turning your sales consultants into snake oil salesmen. What I found interesting is the calls I received from past teams I have served. They sounded something like; “Hey, what are you doing sharing our dirty laundry in your blog? Everyone here knows you are talking about us…” In this case I shared that I am writing about a common problem I have observed over the last 30 some odd years that I would say most companies have in some degree or another. This post is for the business owner, and or leadership team to quickly determine if your salespeople tasked with driving revenue are perceived as “snake oil salesmen” in your market and how to quickly fix this sales problem to insure your sales team hits your growth goals.

 

As I shared in the last post, snake oil salesmen in the Wild West would travel from town to town selling their snake oil. They would make a number of promises and few were actually true so they could never return to the same town twice. They were knowingly being deceptive to close the sale. What I have observed as a common problem that prevents sales teams from experiencing explosive growth is when salespeople are selling based on what they understand to be true, have been trained that is true, and often what was once true but no longer true. If your salesperson is knowingly lying to customers to close the sale and make his or her commissions you do not need a blog to advise you on what action to take.

 

How do we know if our salespeople are unknowingly perceived as snake oil salesmen today and what can we do to quickly repair this and build a foundation of trust required to serve your markets?

 

I look at each new team in three ways;

 

Observe and Listen

 

Unfiltered Data

 

Open Ended Questions with Buyers and Market Influencers

 

 

 

Observe and Listen

 

I live in the markets I serve. So go out and meet with 10-12 customers and observe what your salespeople say, promise, and listen to what your buyers say. These four legged sales calls are critical as nothing speaks the volumes as current market unfiltered comments.

 

What do your buyers have to say…?

 

Did your last order ship on time?

Did you last order ship complete?

Did your product solve the problem your salesperson said it would solve?

Was the problem solved completely?

Did the buyer receive timely follow up from your salesperson, customer service, others?

When the bill arrived was it correct at the promised sales price and terms?

 

In one industry buyers told me: “your salespeople are the used car salespeople of this industry”…ouch!

 

 

Unfiltered Data

 

What does the data say? This is where, particularly new teams struggle with my approach to seek truth. Seeking truth by the way is the first step in my next book as it is a critical step in serving any market and building a strategy on a strong foundation. In the seeking unfiltered truth step you may be labeled a Heretic as I have been,…but let it go as your critics will all love you down the road when their bonuses grow 2X.

 

What kind of truths do we need to look at?

 

What is your actual on time shipments?

What is your current order turnaround capability?

What % of your orders ship complete?

What is your quality problem occurrences as a % of total orders shipped and total parts shipped?

What do customers say? Specifically, did your product or service completely solve the problem it was promised to solve?

Does your product or service solve the problems your web site and sales literature says it solves?

 

 

Open Ended Questions with Buyers and Market Influencers

 

Last we gather open ended buyer feedback. Our goal is to capture our buyers and leading influencers’ perception, feeling, confidence in our brand promise. Are we living up to our brand or are we branding backwards? Have we successfully planted our brand and executed it….or are we branding by default and the frustrated market thinks we do one thing and its no wonder we are losing business because that is not what we do( anymore). To gather this information I highly recommend you ideally meet with customers and potential customers your team has called on without the salesperson in the room. Your goal is unfiltered feedback. If meetings are too difficult and or costly, then conduct phone win loss interviews.

 

Some questions that have served me well over the years include;

 

So tell me some of the challenges your business is facing today? ( I am listening for problems we solve and the buyer is unaware we have products and services to solve them)

 

When buying what are the top criteria and considerations you use in choosing a vendor partner?

 

How did our team do in meeting those important criteria and needs?

 

Have you and would you refer us to someone in your network as a great vendor? Why or why not?

 

There are many win loss questions I have used but the top three are at the core and will get the conversation started. If you want other open ended questions you can go here , as well as here. There are a number of excellent thought leaders in this space and their web sites are below if you prefer to hire an outside firm to conduct win loss.

 

http://www.zhivago.com/revenue-growth-services

 

http://www.healthtrendresearch.com/about-us

 

http://under10consulting.com/about/

 

* there are many more firms that help teams with win loss but the above individuals I know and are confident you would have a great experience with if you are looking for win loss analysis.

 

So you have determined your salespeople are in fact (like many) perceived as snake oil salesmen?

 

What do you do?

 

  1. Determine what your capabilities actually are today.
  2. Communicate those capabilities to your sales team, buyers, and market.
  3. Do what you say you will do, consistently over and over again.

 

If you determine what you are currently doing and capable of doing does not meet the market criteria and requirements of today you must create a roadmap to quickly be able to serve your market as they now require.

 

So how about your company?

 

Do you do what you say you will do? Consistently?

 

Does your team consistently execute your brand promise?

 

Do your products and or services do what you promise on your web site and sales literature?

 

Are your salespeople told to “just make it happen” and they are promising things that were once true but are no longer true?

 

Do your salespeople know disconnects between what your brand promises and what you deliver but feel it’s “politically incorrect or safe” to share them?

 

Do you have a sales force sink hole brewing just below the surface of your sales team?

 

 

When you boil down why buyers buy and why buyers do not buy the root is always: Trust. The quickest way to establish or reestablish trust is do what you say you will do.

Improve Sales Execution; The Power of One Thing

The One Thing

 

Multitasking is a lie that far too many people believe to be true. Scientific data proves multitasking is not as effective as focusing on one thing at a time and completing it before moving on to the next task. This is particularly true for salespeople as we have the reputation of; chasing shinny objects. When salespeople develop the discipline of focusing on one thing and seeing it to a close they meet and exceed their sales goals. In this post I will share a great new book I have been reading; The One Thing, the surprisingly simple truth behind extraordinary results by Gary Keller with Jay Papasan.

 

As I have shared before sales execution is often a common problem in sales teams. Senior leadership did their 2-3 day strategy planning, came away with the plan and rolled it out to the team. However in most cases, CEO’s find themselves frustrated six months into a new sales year when sales results are not achieving plan and upon investigation they find what I refer to as the great disconnect…sales is not executing the plan. Why does this occur and what can be done to insure sales execute the plan and achieve their sales goals?

 

Focus

 

As the authors of the book; The One Thing share we achieve more when we go small. It takes great discipline to ignore all the things we could do and focus on the thing we should do. The authors share six lies that stand in the way of our success;

 

  1. Everything matters equally
  2. Multitasking
  3. A disciplined life
  4. Will power is always on Will call
  5. A balanced life
  6. Big is Bad

 

I highly recommend you buy and read this book. You will find yourself highlighting each page and writing notes in the margins.

 

Having lead sales and marketing teams for over 30 years as well as coaching salespeople, one common area salespeople must get over to achieve sales plan and hit their goals is the myth of multitasking. They believe busyness drives business… and this is simply not true. What does drive sales results is focusing on serving the customer. However when you ask a salesperson a simple question; what did you do yesterday?…you will often hear;

 

  • worked with frank in shipping to get my order out
  • I helped Joanie in customer service with…
  • I worked with engineering to quote the part #…
  • I did my call report from my last trip
  • I called and left messages with 6 current customers
  • I did some research on a guy I have been trying to sell for over a year
  • I worked with Lisa in accounting to get one of my accounts to pay their bill
  • I booked my travel plans for the meeting we are having in two weeks
  • I chased down the reasons why my order for …..did not ship on time as we promised
  • I worked with scheduling to try to move up the delivery on my order for …..
  • I did my expense report from the trip I did a month ago…
  • I entered some updates into the CRM
  • I sent email follow ups on order ship dates to some of my customers
  • I read an article in our industry trade journal about how a number of our customers are moving to …..

So what is a sales manager to do? where do you start?

I am a big fan of four legged sales calls. This is where you travel with your salespeople and meet with current customers, potential customers and often past customers you have lost and are trying to win back. One of the things I am also doing is determining how focused the salesperson is. Yogi Berra said ; you can learn a lot by observing… and what I often observe that is also occurring in a salesperson’s day they may not be aware of includes;

 

  • Multiple calls from their spouse or the person they are dating
  • a text from one of their children or friends
  • an email joke from a friend
  • junk emails with links to content salespeople read
  • LinkedIn updates on who visited their profile, who found a new job, and who may have endorsed them today
  • Facebook updates
  • Twitter updates
  • Maybe Google + updates
  • You tube videos they just have to watch
  • Good articles from industry trade journals sent to their email
  • Emails from customers needing help with quotes, order status updates, why an order did not ship
  • Reading blogs about how to improve their sales performance
  • Reading blogs and articles about their personal interests

 

* to make this even more of an interruption all of the above and more come through or cell phones.

 

You get the idea….salespeople today have a tremendous amount of distractions and can easily fall into the trap of believing being busy, having a great deal of activity , adds value. What adds value is bringing in and closing more profitable sales.

 

A great quote from the book; “ It’s not that we have too little time to do all the things we need to do, it’s that we feel we need to do too many tings in the time we have” – Gary Keller

 

What I really enjoyed about this book is how they blend in clinical research. Research shows workers are interrupted every 11 minutes and spend 30% of their day recovering from interruptions. We have an average of 4,000 thoughts a day flying in and out of our minds. We change a thought every 14 seconds so it’s easy to see how we fall into the trap of multitasking. But sales people who multitask get more done right? Wrong! Research shows;

 

  • the more complex the task you switch from when distracted the less likely you are to go back to it
  • chronic multi-tasker’s develop a distorted view of how long it takes to do things
  • workers who multitask make more mistakes
  • they have more stress
  • multitasking makes us slower witted

 

The book goes on to share more statistics and if you are like me will quickly agree we have been sold a lie with regards to multitasking.

 

How do we break this cycle of poor sales execution as a result of the multitask lie? The authors give us a grounding question to ask ourselves and our people each day;

 

What is the one thing I can do such that by doing it everything else will be easier or even unnecessary?

 

Let that question soak in, seep deep into the marrow of your bones….

 

What is the one thing your salespeople can do that by doing it everything else will be easier or unnecessary?

 

What is the one thing you as the leader can do that by doing it everything else will be easier or unnecessary?

 

What is your to-do list for today? How many to-dos do you have today?

 

How can you boil that list to one thing that you will do today that will have the most impact because you focus on it and see it to completion?

 

I highly recommend the book; The One Thing as at first it will help you, your team, and your ability to drive extraordinarily results. The hidden benefits will also arise as you apply its wisdom to your personal life….your health, your marriage, spiritual life, your relationship with your children and so on. This book, like Ctrl Alt Delete will be a resource tool in my library for years to come.

 

 

 

 

 

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