Sales Down? It May Not Be Your Salespeople

I often meet with companies that tell me, “Sales aren’t what we want them to be so we want you to train our reps.” While training sales reps is a large part of what I do, I often find that the biggest problem lies somewhere else…with the sales manager.

Part of the problem lies in how we create sales managers.
Typically a sales manager used to be a top producing rep. You’ve paid them all you can pay them, commissioned them through the roof, they’ve won every award, received every accolade and there’s nothing left to do but promote them. The rep is happy because it sounds like a move up but once they sit down behind their new desk they quickly realize that selling and sales management are two very different animals. Most companies invest little, or nothing, in the development of their sales management. BIG mistake.

The “line manager” (the person the reps report to directly on a day-to-day basis) is the lynchpin of your organization.
They’re responsible for the daily supervision of your sales team and for making sure the quotas are met. (And exceeded!) Their workload is great, their day is full. But are they being productive? When sales are down the first place I suggest you look is to the sales manager. Ask yourself, and them, these questions:

1) Are sales meetings regular and productive?
Most sales managers don’t know how to run a sales meeting. Meetings need to start on time, have a specific agenda, include training, end on time and be focused. Ask your reps if they would attend the weekly sales meeting if it was optional. If they wouldn’t, you’ve got a problem.

2) Are pipeline meetings regular and productive?
Few managers run a pipeline meeting well. Pipeline meetings need to focus on whether or not the reps have enough in their pipeline to support their goals, accurate forecasts and strategies to move sales forward to Closed. Do reps leave these meetings armed with advice that will help them be more strategic and close more business? If not, you’ve got a problem.

3) Does the manager do regular field coaching? (or office coaching for inside sales reps)
Managers tend to do as little of this as possible. It’s frustrating to watch reps struggle, knowing you could do a better job but little can help a rep to improve their performance better than a field coaching session. Managers should watch reps sell (and critique their performance afterward) as well as having reps observe them while they sell. Manager not getting into the field enough to coach reps? You’ve got a problem.

4) Does the manager interview new reps regularly (even when there’s not an opening) and know how to conduct a sales interview?
Interviewing salespeople is an art. Salespeople typically do well on interviews because they’re “selling” their favorite product…themselves. Managers tend to ask stupid questions and end up basing a hire on whether or not they like the person as a person. I don’t care whether a potential sales rep is likeable (other than to the extent that sales reps need prospects to like them)...I care that they’re going to be productive. I often consult with managers on how to interview and actually sit in on the interviews. If your sales manager isn’t asking situational questions and clearly explaining the responsibilities of the job, as well as “selling the job” to the rep, you’ve got a problem.

5) Does the manager lead by example?
Sales reps watch everything their manager says and does. Is your sales manager a complainer? Does she turn in paperwork late? Does he moan about the economy? (The company? Other managers? Etc.) Does she arrive late and leave early? Sales people take their cues from their sales manager. If your sales manager isn’t a true leader, you’ve got a problem.

Fixing your sales management isn’t the answer to every sales problem but it’s almost always the first place I look in an underperforming organization. If you can’t get your sales management running on all cylinders it almost doesn’t matter what you do with your sales reps. There are lots of programs that can help sales managers become better at their jobs. An investment in your sales managers is likely to pay off with a large R.O.I.

Take Out the (Head) Trash

Often, as a sales consultant, I’m brought in to help companies that have a sales “problem.” When I meet with the salespeople and encourage them to open up and let me know what’s in the way of them making more money, I find that in many cases they need to take out the trash. The head trash. You, like me, may have heard many times that you’re your own worst enemy. When it comes to selling, that’s often the case. Take a quick look at a few of the possibilities below and if any of them seem too familiar, perhaps you need to take out the trash!

1)The leads stink

I’ve never worked with a company where the leads were great. You can blame the marketing department if you want but it doesn’t matter where the blame lies…if the leads stink, the leads stink. You can bitch about the “Patel leads” (It’s a line from the movie ‘Glengarry Glen Ross,’ not meant as an ethnic slur) all you want but if you depend on leads to get you in front of prospects, and the leads stink, go out and develop some good leads on your own. Don’t depend on your company to supply you with them. No one cares about your paycheck as much as you do.

2)My computer (phone, CRM, etc.) is old technology

Company gave you some technology that’s more than 90 days old? Wahhhhh. Yes, it’s wonderful to have bleeding edge tools to use but if your company hasn’t upgraded in a couple of years you can whine and complain or you can go out and do your job anyway. Technology is there to assist you, not close the business for you. Do more work from home where your Internet connection might be faster and your equipment more up-to-date.

3)My company doesn’t give me the training I need

As a trainer this one breaks my heart (Hey, I’ve got bills to pay too!) but if you’re company isn’t investing in your development, maybe you should invest in yourself. There are books to read, public seminars to attend, private coaches you can hire and much more. The typical salesperson invest exactly zero in their professional development each year. Don’t be typical.

4)The economy is horrible

It isn’t where we want it but it also isn’t where it was last year at this time. Even if it was, what’s the difference? Customers are out there waiting for you. You may have to sift through more of them to find prospects that can afford what you’re selling but they’re out there. There’s not a load of low-hanging fruit but for the salesperson that prospects consistently and understands how to sell, there are still people ready to buy. From you. Now. Go out and make something happen. Or complain. Both are okay by me but it’s easy to figure out which one is going to help you pay your rent his month. I’m not saying there aren’t obstacles to selling…there are. I’m not saying all the obstacles are in your head. They’re not. But some of them are. Take out the head trash and see if it makes a difference in your paycheck. (It will!)

Beating Seasonal Slumps

I hear from a lot of salespeople that it's tough to sell in the summer. Or during "the holidays." Or in early January. Or at tax time. Or...(fill in the blank with your favorite time of year for not being able to sell) Lots of contacts are on vacation, it's hard to get appointments, you can't get people to make decisions. Here's what I have to say about that...BALONEY! Unless you're selling snow shovels in the summer (and I'd even argue that you can sell snow shovels in summer) you should be able to sell all summer long and all winter long. (Spring and Fall too) Here's the problem... (but there's a solution) people DO take more vacations during the summer. And some people do take off the week between Christmas and New Year's. It's harder to reach them. Harder to get appointments with them. It is more difficult to get them to make decisions, especially if they need some else's approval and that person is on vacation. Facts are facts, and you can't fight the facts, but you can be prepared for them. Was your office empty all summer? Probably not, and if your office wasn't empty your prospect's office wasn't empty either. Here's the "trick." (although you're not going to like it) Prospect more than usual in advance of typically slow times. Summer usually slow? Prospect twice as much late spring. Winter slow? Prospect three times as much as usual in late Fall. It might take two or three times as much, during a slow season, to reach the same amount of prospects but by preparing in advance you can still set appointments and close business. The same thing happens for most salespeople when they go on vacation. If you (not YOU...I'm mean the average salesperson) take a one week vacation, and are like most salespeople, the week before the vacation is shot. The week before is spent talking with associates about the great vacation you're going on the following week, taking care of last minute details and shopping, dreaming about where you'll be the next week. Then you go on vacation and, of course, when you're on vacation you should be enjoying yourself. Try not to think about work or think about it as little as possible. But then you get back from vacation and spend the next week talking about the great week you just had, sharing pictures and stories. You start to make calls to set up appointments but, of course, people are busy and can't see you immediately so it takes time to refill your pipeline. The smart rep takes the week before they go on vacation and doubles or triples the amount of prospecting they do so that when they come back from vacation they can hit the ground running. Yes, it stinks but it's a fact of life. Sometimes you need to prospect more than others if you want to keep your income steady. By buying into the mindset that "You can't sell during the summer" (or whatever other time of year you think is slow for you) you doom yourself to substandard income. Don't let it happen to you. Prepare, Prospect, Prosper. As always, please call or write if I can help you. It's always my pleasure. Make It Happen! Jeff

Determine the Right Amount of Activity for You

I often show salespeople and their managers how to determine the "right" amount of daily prospecting activity. For most, it's a real eye-opener! The average sales rep does as much prospecting as they have time for or as much as their manager told them they should do. Both of those are good ideas IF they get you to your goal. For most of us, they don't. That's what the average rep does and that's one of the many things that make them average. Want to be above average and earn an above-average income? (Or, at least, know what it will take to do that?) Then it makes sense to figure out the amount of activity you personally need to do each day, based on your own metrics, so that you can actually achieve and exceed your goal, rather than hope that you make it. Hope, as has been so aptly said in the past, is not a great strategy.

In order to determine the correct amount of activity the first thing you'll need to do is to track your numbers over time. I recommend a minimum of 30 days, and it will probably be 60 days before you can get metrics you can rely on but it's well worth the minimal investment in time and effort it will take to track your activity. You'll need to know the:

1) Number of distinct Dials you make (Calling the same person 15 times does not count as 15 dials)

2) Number of DMCs you make (Decision Maker Contacts - each time you speak with a decision-maker. Leaving a message and speaking with an assistant do not count as a DMC)

3) Number of Appointments you set

4) Number of Sales Visits you go on (This can be different from the # of appointments you set - sometimes people aren't there for the appt. or can't see you when you get there)

5) Number of Sales you close

6) Average Dollar volume per sale (Total $ volume of all sales divided by total # of sales)

You can only discover the above numbers for yourself by tracking them over time but you can easily set up a manual system that allows you to keep track on a daily basis. At the end of each prospecting period simply transfer your metrics to an Excel spreadsheet. By putting in a formula at the bottom of each column you'll have a running total for each of the above (Dials, DMCs, Appointments, Sales Visits, Sales) and over time your real metrics or ratios will become evident.

Once you've got your baseline numbers it's fairly easy to figure out the "right" amount of activity for you.

Here's an example:

Goal - Earn $100,000.00 in commission

Average dollar volume per sale = $800

$100,000 divided by $800 = 125

You need 125 sales for the year to reach your goal of earning $100,000 in commission. 50 week year (2 weeks off for vacation) = you need to close 2.5 sales per week.

Assume a closing ratio of 1:7* (you close 1 sale for every 7 first appointments)

*Of course you'll want to use your own numbers and any change in any of the numbers from this example changes the results. Get better at closing? You'll need fewer appointments to make the same money. Raise the average dollar volume per sale? You'll need to close fewer deals. Or you can continue on with your current activity levels and make more money to blow away your quota and reach your real goals!

2.5 (sales per week) x 7 (number of first appointments needed to close one sale based on your 1:7 closing ratio) = 17.5 first appointments needed each week

Assume a DMC to Appointment ratio of 3:1 (every 3 conversations with decision makers results in 1 appointment)

17.5 (# of first appts. needed per week) x 3 (number of decision makers needed to speak with to set 1 appt) - 52.5 conversations with decision makers over the phone to set 17.5 appointments

Assume a Dials to DMC ratio of 4:1 (Every 4 dials results in 1 conversation with a decision maker)

52.5 (# of conversations needed each week with decision makers over the phone to set appointments) x 4 (# of dials needed to have 1 conversation with a decision maker to set an appt.) = 210 dials

210 (# of dials per week) divided by 5 (# of days in a week) = 42

42 dials per day gets you 52.5 conversations with decision makers which results in 17.5 appointments per week which results in 2.5 sales per week which results in $2000 in commission per week which results in $100,000 in commission for the year.

Once you figure out that last number (42) life becomes simple...simply make certain, that no matter what else happens, each day you'll dial the phone 42 times to people who might set appointments with you.

You'll need to track your activity levels over time in order for you to figure this out for yourself but once you do, you're golden!! Sales is tough enough...make your life easier by figuring out exactly what you need to reach your financial goals...then do it.

As always, please call or write if I can help you. It's always my pleasure.

Make It Happen!

Jeff

Conversational Selling

If the key to selling is asking the right questions, and plenty of them, then the key to being a better question-asker is to make it more conversational. Nobody likes to be interrogated. It brings pictures to mind of movies where detectives have hot, blinding lights shining directly in the face of their prisoner as they hammer the prisoner with question after question. The prisoner has a sweat-covered face and a wild look in their eyes. Not a pretty picture and certainly not the way to gather useful information from your prospects. The fact is, if you ask the right questions then SHUT UP AND LISTEN, your prospects will tell you everything you need to know in order to help them get involved with your product or service. (Sell them)

I use, and teach, a very simple method for turning what could easily be seen as an interrogation into a conversation, and it's by using what I call "softeners." A softener is a word or phrase that comes before your question, and softens it. I'm just curious, would you like an example? Hey, I just used a softener! In the preceding sentence, "I'm just curious," softens the question, "Would you like an example?" (No, we didn't need a softener...I wanted to use one as an example)

"I'm just curious," "By the way," and "Out of curiosity," are all examples of softeners that I use constantly. These aren't the only softeners; they're just the ones I like to use most often. I'm sure you can come up with more!

You'll also want to be sure you're prepared to ask questions when you go on a sales call. Once you're sitting across from your prospect it's too late to prepare. You're already "on stage" and need to be completely focused on your interaction. Before you go on a sales call you should stop and ask yourself, "What information do I need to gather today in order to consider this a successful meeting?" "What questions will I need to ask in order to get that information?" Amateurs "wing it" but professionals plan in advance. You should also plan for how you're going to move the sales process forward, if appropriate, by having a Best Next Action Step in mind. The way you can judge how interested a prospect is in doing business with you is by asking for a BNAS at the end of your meeting. In fact, that's the best way to shorten your sales cycle...by never leaving a meeting or phone call without arranging the next meeting or phone call (Best Next Action Step) right then and there. If a prospect gives you some of their valuable time, and agrees to give you some more of their valuable time (by agreeing to another meeting or call) they're letting you know they're interested in continuing the conversation and possibly doing business.

Keeping it conversational and always getting a Best Next Action Step...two great ways to make selling easier and more profitable.

Amazingly Affordable Sales Coaching with Jeff!

High performers have a coach, sometimes multiple coaches. Many of you have asked me for personalized sales coaching over the years but, because of my corporate training schedule, the hourly rate has been unaffordable for most. In this still very challenging economy I've been searching for a way to help as many people as possible get more appointments with decisions-makers, shorten their sales cycle and close more business, more profitably. I've finally come up with an answer that will give you the assistance you can use to propel your sales career forward in 2011 at a rate that is amazingly affordable!

Starting on Wednesday, February 2nd, at 8:00 p.m (Eastern Standard Time) we'll begin a series of weekly, one-hour conference calls that will address the exact sales issues and challenges you currently face in order to make 2011 an outstanding year for you financially.

Here's how it works: For just $10 (USD) per week (Investment is paid monthly) you'll be on a conference call with me. Prior to each call you'll receive a reminder to email me a question or situation you're currently dealing with. (For example - "Jeff, I met with a prospect this week and they are a perfect fit for what we offer but she told me to check back next quarter. Really, our offering is exactly what they need. How do I get the deal NOW?") Each person on the call must email me at least one question per week. (That's right, you have to do some work! Just like when you go to the gym...you don't get fit by paying the annual fee...you have to work out) During the hour I'll answer an many questions as we have time for with "real-world" advice.

The beauty of this method is that even if your particular question doesn't get answered during any one phone call, you can bet that you've either experienced, or will experience, what did get discussed on the call. The result? You'll be better equipped with the tips, tools, techniques and specific advice you need to close more business and make more money!

There's no contract! We'll do one, one-hour call per week and before the beginning of the next 30 day period you'll get an email reminder to renew. If you choose not to participate there's nothing to do. Your credit card or PayPal account won't be charged unless you take action and renew for the following 30 days. If you're getting at least $10 worth of value per week and decide to continue you'll renew. If not, you're always free to rejoin us in the future but the choice is yours.

There will be a limit on the number of participants so if you're interested, invest in yourself. Cut and paste this address into your browser to go to the registration page in order to register now and join us on the kick-off call on Wednesday, February 2nd! http://stores.be-your-own-coach.com/-strse-4/Telephone-Sales-Coaching-with/Detail.bok

Questions? Call me at 516-608-4136 or email me at jeff@jgsalespro.com

I'm excited about the prospects for 2011 and working with you to help make this your best sales year ever!!

Make It Happen,



Jeff

Insatiably Curious

I’ve been giving a lot of thought lately to what makes the best salespeople good at what they do. Here are a few of the characteristics that almost all great salespeople seem to have and some thoughts on how you can develop them if you don’t. Don’t sweat it if you don’t have them all!

1) Insatiable Curiosity (Thanks, and a tip of the hat to Bruce Zutler of MCI Products Group – I mentioned curious and he threw in the “insatiable!”)

The most important part of the sales process is the questioning phase so you either have to be curious or act like you are. The more you know about your client’s world the more likely it is that you’ll be able to help them. If you don’t find out who they are and what they need it’s unlikely you’ll sell them anything. Great salespeople are genuinely and insatiably curious about everything having to do with their prospects. They ask lots of questions, over time, about their personal lives, (to establish rapport) their business, how they do what they do, what they want to accomplish and lots more areas that help them to develop a relationship and uncover what makes sense to the prospect.

Practice being more curious. Ask friends and associates lots of “why” questions. Try to get enough information to figure out what “makes them tick.” If you can do it with friends and associates, you can do it with prospects and customers.

2) Strong Sense of Self-Worth (ego)

The truth is that is almost every company and industry we hear the word “No” more often than the word “Yes.” In order to be able to handle this rejection great salespeople have a thick skin. I’ve often heard it suggested that we shouldn’t take rejection personally as they’re rejecting our product or service, not us. I disagree. People buy relationship and value. When they say “no” to us it means we either didn’t establish and strong enough bond or we failed to help the prospect see the value in what we have to offer. When they say “no” they are rejecting us but good salespeople are able to shake it off and say, “Well, I didn’t get that one but I know that it takes me 3 “No’s” to get one “Yes” so I just need to more and I’ll be in “sale city!”

Know your personal numbers. Review “wins” to discover what went right and remember these things. Review “losses” to figure out how you might have done things differently to try to reduce losses in the future. Remember that no one closes every deal that you only need to hit one of three pitches in the major leagues to be a hall of famer!

3) Strong Verbal Skills (Written too)

Sales is a communication game. The better we’re able to communicate with our prospects the more likely we are to close the deal. Great salespeople are well-spoken and well-written. They pay attention to things like grammar and punctuation in all written communications. It says you’re either lazy or ignorant if you don’t take the time to make sure even your quick emails to a client or prospect are free from spelling and grammar errors. The great salespeople are good storytellers and make sure to include verbal proof stories in their presentations. They know how to verbalize the benefits of what they have to offer and they always tie features to benefits. They understand that from the client’s viewpoint, it’s all about the W.I.I.F.M. and they make sure the client can see it.

If your communication skills need improvement take a course at a local college, join Toastmasters, attend seminars to learn to communicate more effectively. Double check and, if possible, have someone else check your written communications (especially proposals) before sending.

4) Consistent Business Development

The best salespeople know that the pipeline can dry up pretty quickly and are constantly adding new leads to their database and new prospects to their pipeline. It’s part of a salesperson’s daily grind.

There’s no way around it. Schedule time, each day, on your calendar to do business development. If it’s on your calendar it’s far more likely that you’ll do it then if you don’t plan for prospecting.

5) Great Time Management

The best salespeople respect their prospects time but they respect their own too. Time is a limited resource but most salespeople act like they’ve got plenty of it. Great (smart) salespeople protect their own time like a mother lion protects her cubs. They don’t waste time with prospects that aren’t buying and only invest their time where and when it makes sense. They actively monitor their pipeline to make sure they’re working with enough prospects at all times and only work with prospects that will give them a next action step.

Track where your time goes for three days. If you’re like most of us you’ll find that you invest a lot of time in activities that don’t pay off at all or pay off slightly. Focus your time and energy on activities that pay off. PROTECT your time.

6) Constant Improvement

The best are always looking to improve. They read books, blogs and newsletters, watch DVDs, listen to CDs and attend seminars. No one knows it all and there’s always something we can learn in order to help us do our jobs better.

What do you think makes great salespeople great? Write to jeff@jgsalespro.com and let me know what I left out.

As always, get in touch if there’s anything I can do to help you and be sure to

Make It Happen!

Jeff

Guest Post - Are You a Time Junkie? by Andrea Feinberg

You know what I'm talking about:

- You find yourself running around, with never enough time to get everything done

- Your to-do list is a mile long and seemingly getting longer by the minute

- You end each day wondering why almost everything you planned to do still needs your attention and you wonder 'what the heck did I accomplish today?'

Well - you're far from alone. In fact, over the past 11 years, I've coached hundreds of entrepreneurs and long-time business owners who have found themselves in the same exhausting position. Some were stuck in a rut, unable to achieve their goals because just maintaining the status quo was taking everything they had. Others wanted to sell their business and move on but found themselves unable to break free and wondering 'who'd ever want to buy this headache?' Over the years, a number of powerful strategies revealed themselves. Through experimentation, I discovered they have universal power to heal the Time Junkie business owner and turn her into a visionary, well-balanced master of her universe (her business). In fact, they became the basis for my newly published, first book: "Time Junkie - 101 Ways for Business Owners to Break the Habit and Get More Free Time NOW!"

Here are 6 of those strategies that, while initially freeing up hours in a week, will lead to a far more valuable result: a well-run business without the owner's ongoing presence. And this is a prerequisite for the owner to focus on her/his primary task: building the business as his primary product and asset. Think you might want to sell your business one day? Don't pass by these important tips.

Tip #1: Stop taking on so much responsibility that your time is no longer yours. Empower employees to have confidence and relevant levels of authority to make smart decisions. Once this is achieved you can delegate at will and focus on the work only you can do.

Tip #2: Learn to move forward without becoming bogged down by the past (you know you are!) We all have a tendency to wonder 'what if' or 'I wish I'd done x' over past events. The problem with this ongoing looped conversation is its power to take hold and prevent us from focusing on the very real opportunities we have now, directly in front or ahead of us; we lose track and we lose time. Best way to deal with this is to discover the lesson in the past and apply it to the present, improving performance or possibilities. Learn now to forgive - yourself or others - and you'll gain insight as well as time.

Tip #3: "Knowledge is power" is actually very far from the truth. Here's an old adage I'd love to see modified: knowledge is power only if it leads to action and change! The reason the personal development industry continues to grow so fast is because people are willing to continually open their wallets - to cd's, events, workshops, retreats, books and more - and think that's the important step that will change their lives and business. It ain't so! Only when you apply these investments to changed behaviors, attitudes, expectations and assumptions will knowledge truly become the powerful force for change you sought. Otherwise, you're wasting time with investments that are not giving you the return you expected and you're missing the opportunities (and time savings) they could provide if you apply the lessons.

Tip #4: Schedule your day so you can handle unexpected situations without throwing your whole day out of whack. Here's a bit of irony: people tend to think that by packing their day full of tasks and activities they'll get more done. So what happens when the unexpected comes along? It throws everything out the window and you do little else except worry about how to handle the prior commitments AND the new attention-getter. If you schedule just 65% of your day not only can you comfortably attend to what you've identified as important, you can also easily be responsive to the unexpected events, opportunities or emergencies that you know will arise.

Tip #5: Hire a top-flight team that can handle most of your daily operations, leaving you free to do what you do best. If you believe I AM the business or believe that only you can get work done the way it's 'supposed' to get done, you're travelling down a path of diminishing returns. You'll get trapped by less important tasks that are below your pay grade while you're not developing the team that can add value to your business and free up your time to envision the bigger picture, strategize plans, nurture relationships and alliances or just relax once in a while (remember relaxing?)

Tip #6: Ask for help without feeling like a failure or that you're letting yourself down by not knowing how to do it all. This is a lesson I learned a long time ago: if we ask help of someone who's in a position to provide it without feeling pressure or resentment, not only do we get the assistance we need (and the time we would have spent struggling with a difficult task), we also give another person a gift of pride and acknowledgment for their skills and ability to contribute. A win-win if I ever heard one! While implementing the changes I recommend, you'll be adding value to your business AND finding ways to make more money with every hour you gain!

Want more tips like these? For a limited time a special report: '5 Ways to Get More Free Time and Super Productivity from Well-Run Meetings' is available along with the Time Junkie Book. http://www.timejunkiebook.com/

Andrea Feinberg is the President and Founder of Coaching Insight. She helps businesses discover and leverage the many intangible and hidden treasures you and your business possess in order to expand your effectiveness. Andrea can be reached at 631.642.7434 or andrea@coachinginsight.com

Guest Post - How to Handle the Skeptical Prospect by Craig James

It's common knowledge that prospects are a lot better-informed nowadays than they were 10, or even 5 years ago about solutions to the problems they encounter, and for the objectives they're looking to achieve. The easy availability of information on you, your company, and your competitors has shifted the balance of power away from us salespeople, and towards prospects. No longer can we count on prospects to accept every claim we make at face value; we need to be able to convincingly support them. This is particularly pertinent if you or your company are an unknown quantity (you're a start-up, you're entering a new market, new vertical, or new geography), or if your company is a known quantity, but has had some bad press lately. The onus falls on us to back up our claims; if we don't it's just too easy for prospects to move on to a competitor with whom they feel more comfortable.

So what's the best way to do this? Before answering this question, it's helpful to understand why - in addition to the reasons above - prospects are skeptical of what we claim. Here are a few:

1) For some, it's their nature.

2) For others, it's experience. They've been duped before, so they've developed an instinctive mistrust of anyone they feel is trying to sell them something.

3) Similar to #2, you haven't yet developed a high enough trust level; they simply don't know you well enough (the start-up and new markets scenarios above)

4) What you're claiming is so hard to believe, most people would doubt it

5) They've heard bad things about you or your company, whether they're true or not (the bad press scenario above would fall into this category)

Your challenge is to provide evidence that supports your claim and that is acceptable to the prospect. The good news is that irrespective of which of these reasons applies in any given situation, you can use the same 5-step formula for dealing with and getting beyond it:

*Acknowledge the validity of and show respect for the prospect's skepticism
*Gently question why he's challenging what you're claiming
*Ask what kind of supporting evidence would be acceptable to them and would satisfy them
*Provide the evidence
*Check for acceptance that the evidence has fully addressed their concern, and that it is no longer an issue.

Let's examine each of these steps and why they're necessary:

Acknowledge the validity of, and show respect for, the prospect's skepticism. Most prospects, when they put up any kind of resistance, expect most sales reps to get defensive - because most do. This sets up a confrontational dynamic - one not conducive to conducting business. Don't be like most sales reps; instead, use the understanding you now have about why prospects are skeptical to respectfully engage them in the process of addressing and eliminating their skepticism.

Gently question why they're challenging what you're claiming. Information is power. Conversely, the lack of information will make it virtually impossible to get beyond this obstacle.

Ask what kind of supporting evidence would be acceptable to satisfy them. Different kinds of evidence will be required for different people. One person may need to see the results of rigorous testing by an independent lab. Another may need to know that you've been endorsed by a respected thought leader. Still others may be impressed to see your company mentioned favorably in the press, or see your CEO quoted in a trade magazine, or interviewed on a radio spot.

Provide the evidence. You should have (in your sales kit) a variety of proofs covering all the possible requirements prospects may have. Select the one(s) - and only the one(s) - that your prospect has told you are meaningful and convincing for them.

Check for acceptance that the evidence has fully addressed their concern, and that it is no longer an issue. Simply ask.

Here's an example:

Prospect: "I find it hard to believe you can improve on the level of service we're getting now - and to the degree you claim."

You: "I can certainly appreciate why you'd find this difficult to believe. Most of my customers intially did as well. So that I can try to address your concern, can you share with me why you find it difficult to believe?

Listen to the response, confirm with the prospect your understanding of it, and then ask, "Tell me, how can I help you feel comfortable that my claim is valid?

When dealing with skeptical prospects (or any qualified prospect with whom you're engaged in a sales cycle), keep in mind that in most cases they want you to prove them wrong. Why else would they still be talking with you? If they truly were not interested in buying what you sell, and buying it from you, they'd have already brushed you off by now.

ACTION ITEM

For each claim you might make about you product/service or company, assemble proofs to cover all the possible requirements prospects may have for you to support them. Then role-play with a colleague, or with your manager, or at your next team meeting. One of you makes a claim, and the other, playing the role of prospect, expresses skepticism with the claim. Each of the "non-prospects" responds to the "prospect" using the 5-step formula, choosing the appropriate proof to support his or her claim. Repeat this enough time so that it becomes second nature. Then, the next time you encounter a prospect that isn't quite buying what you're saying, you'll be suitably armed to handle them, and get your deal moving ahead again towards closure.

Good Selling!

Craig James is the President of Sales Solutions. You can reach Craig at 781-269-5690 or Craig@Sales-Solutions.biz

What's My Lollipop? - Guest Post by Rob Basso

One of my first sales ventures was running an ice cream truck after I graduated college. I was looking for a professional job, but was having significant challenges and needed a way to pay the rent in the house I shared with five friends. I leased the ice cream truck, hit the streets two days a week, and hired a driver the other days so I could spend time looking for a permanent career path. I had no idea what I was in for!

During the first week we inadvertently drove through another driver's territory without realizing it. We were literally chased down by the rival driver - bells and music of both trucks blaring through the residential neighborhood leaving children disappointed and parents baffled as we sped by. We were reprimanded by the owner of the leasing company in a "Soprano-esque" style meeting where we were not-so-politely told the rules of the ice cream trade.

The war behind us, we needed to find a way to increase our revenue. I made a simple decision that has had far-reaching implications in my business career. We asked everyone who bought, "Would you like (to buy) a lollipop for later?" It became the simple phrase that helped us increase our revenue by 15 percent. I didn't realize it at the time, but I had just learned how to increase revenue by selling my current clients (the ice cream buying children in the neighborhood) more products. I learned how to "sell the one you're with," yes, like the Crosby, Stills and Nash song

Salespeople need to spend more time listening to their clients and finding opportunities to sell a diverse but relevant set of products to the clients they already have. The key is to use your position as a trusted advisor to your clients; if they are purchasing a product from you, they are placing their trust in you. It's the job of the salesperson to capitalize on that trust by expanding your ancillary products and services offerings.

We realized that selling an additional ice cream cone to a kid wouldn't benefit either party; it would most certainly melt in the 90-degree heat before they ever got it home. However, a lollipop would not melt and it was just a little more money; in fact it cost just about the change they had left after they purchased their ice cream. The key is to find products that make sense.

To help promote the sale of the lollipops we posted a sign on the truck that read "Would you like a lollipop for later?" But with more sophisticated businesses, there are better ways like selling your additional products and services through e-newsletters, quarterly mailings to your client base, telemarketing calls, postcard campaigns, postings on your social media sites, and much more.

As the owner of the large privately-owned payroll company, I knew there were areas where I could offer my clients additional services that I just hadn't thought of. After several comprehensive surveys of my client base and their needs, I coupled payroll services with an expansive list of complimentary ancillary products such as human resource products, time and attendance products and software, background screenings, credit card processing services, and more. By offering these products/services to my clients, I'm able to help them save money in innovative ways and even cut their payroll costs, and more importantly, reinforce my role as trusted advisor and the vendor they turn to when they need other services.

Surprise! Revenue has increased. This concept works in any business. You simply need to put time, energy and effort into finding out, "What's MY lollipop?"

Rob Basso is a small business expert and the founder of Basso On Business, a web-based community dedicated to inspiring the entrepreneurial spirit and getting American businesses back on their feet. You can reach Rob at 516-931-0540 or Bassorob@BassoOnBusiness.com

6 Simple Tips to Increase Sales Now!

I was recently asked to write what I thought was an article for a major New York magazine. It turned out they only wanted a two sentence quote but I had already written the information that follows. I hope you find it useful!

While it's true that some of your prospects might be less likely to buy in a challenging economy, there are (in most cases) still many who are willing and able to invest in your product or service. You must consistently practice the fundamentals of selling in order to make sure you capture every sale that can be made.

Football players, who get paid millions of dollars per year for playing the game that most schoolboys can't wait to get out of school and play, (for free) don't just play the big game on Sunday or Monday. They practice the fundamentals all week long because the fundamentals are what work.

In sales there are some basic fundamentals which we all need to follow if we're going to close as much business as possible, especially in the current "challenging" economy. (which seems to be sticking around longer than most of us would like)

1) Prospect consistently. Consistent prospecting solves many, if not most, of a salespersons problems. When I say consistently, I mean every day. Do a little work on social media, (especially LinkedIn - a great resource) send some e-mails, network, pick up the phone and make some cold calls. (Like you, I don't want to cold call but it's the quickest way to an appointment!) If you do a little bit of each of these things every day you'll always have new appointments to go on and new opportunities going into your pipeline.

2) Spend time asking questions. Lots and lots and LOTS of questions. The key to selling is asking the right questions and listening to the answers. Most salespeople can't wait to "throw up" all over their prospects. We love to tell our story! ("Let me tell you why Jeff Goldberg & Associates is the company you should use to improve your sales blah, blah, blah") The problem is that if we don't find out the things that make sense to our prospect, which we can only do by asking lots of good questions, we are simply dumping information that might be of no use to the potential customer. Without the right questions you're unlikely to uncover any needs, any pains or any opportunities.

3) Listen well. We salespeople tend to stink at listening. We'd much rather talk. I'm all for talking as long as it's a conversation. Too often, I observe salespeople delivering a monologue.
Look prospects in the eye and listen to them like your life depends on it. (Because your paycheck does) Take notes to show that what the other person is saying is important to you as well as to help you remember what was said. Never interrupt your prospect when they're talking. (I know it sounds obvious but I can't begin to tell you how often I observe sales reps in the field interrupting their prospects) It's rude and you might cut them off from saying the thing that was about to help you close the deal.

4) Always "come from" helping. It's easy to spot a salesperson that is broke and needs to make a sale. They have a look and, almost, an odor that stinks of desperation. The perception, on the part of the customer, is that they'll say and do anything to close the deal. I suggest you walk into a prospect with the attitude, "I'm a helper. How can I help you today?" Zig Ziglar said, "If you help enough people get what they want, you'll get what you want." If you always, truly, try to do the right thing to help your customer they'll "feel" it and will want to do business with you. Remember, you aren't always the right solution for their situation so while I expect you to be optimistic and have a positive attitude, don't expect to close everything. No one does.

5) Make people feel special. When you're on a sales call (or on the phone) give people your complete and undivided attention. In the digital age we are bombarded by messages and interruptions and few people feel like anyone is paying attention to them. When you sit with a prospect they should be feeling like they're the most important person in the universe to you at that moment, because they are.

6) Ask for the business. The #1 reason that salespeople fail is they never ask for the order. Let people know you believe you have something that will benefit them (focus on features a little and benefits a lot) and let them know you want to do business with them. Psychologically, people like to be desired. Ask for the order. Let them know you "want" them.

Follow these 6 simple tips and increase your sales NOW!

As always, call or write if I can help you.

Make It Happen!

Jeff

3 Essential (and Easy!) Steps to Getting More Referrals

Like you, I LOVE referrals. I'd rather use referrals to get appointments than pick up the phone and cold call any day. Don't get me wrong, I teach cold calling and still believe it's one of the most cost effective and time efficient ways to get an appointment, but if it comes down to a choice I want a referral. A referral is far more likely to get you an appointment (if it's handled well) and in many cases a strong enough referral can take you half way to a sale.

Here are three crucial tips for being more referrable:

1) When someone gives you a referral, follow up right away.

I find it very annoying when I take the time to give someone a referral only to find out later on that they didn't follow up on it. When I give you a referral, it typically means I've contacted the person I'm referring you to on your behalf so that they're expecting your call. If you don't follow up, it makes me look bad. Follow up within a few days at the latest. Then, let me know that you followed up.

2) Conduct yourself professionally and with 100% integrity.

There's nothing that will stop me from giving you referrals quicker than me thinking I can't trust you or that you'll be less than professional. Think about it, when I give you a referral I'm giving you access to my clients and associates. These connections are extremely important to me and if you meet them after I give you a referral, and act with less than 100% honesty and professionalism it reflects back on me. I could lose a client or friend and I'm just not willing to do that.

3) Help others refer you by giving them a "form" letter they can use.

A while back a dear friend, and trusted business associate, offered to refer me into a well- known company I very much wanted to do business with. I was excited to hear she had a connection for me. The same day that she told me about the lead I followed up with her via email to let her know I was excited and how much I appreciated her being willing to refer me. She replied saying, "I'm swamped. Can you please write the referral and I'll forward it?" It never occurred to me to write my own referral letter but then I thought, "Who better than me to write what I want someone to read about me??!!" Put together a letter that others can use to refer you. Here's mine, as an example:

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Dear __________,

I'm writing you to introduce Jeff Goldberg. Jeff is a trusted business associate. He's a sales consultant, trainer and coach as well as an author. He works with companies like yours to help them create, or improve, and nurture their sales culture. This usually results in him working with the top executives and middle managers on sales management strategies as well as training and coaching the salespeople to teach them how to get more appointments, shorten their sales cycle and close more business, more profitably. When he works with companies, they make more money.

I've given Jeff your information and asked him to contact you. I'd appreciate it if you would accept his call. I know you'll thank me after you meet with Jeff.

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This letter resulted in me getting in touch with a huge company that I had wanted to penetrate for quite a while and although it didn't result in business, it did do what it was meant to do, get the conversation going with a solid referral.

Remember to regularly let your network, as well as any business associates, (including customers) know what you're looking for, (you have to know and be able to express what constitutes a good lead for you) ask for the referrals and make it easy for others to refer you. Hey, it beats cold calling.

Make It Happen!

Jeff

Qualifying - Are You Talking Yourself Out of Meetings & Sales?

Salespeople need to be masters at using their time effectively. We can’t waste time chasing deals that are dead, attending meetings that are useless, (or don’t apply to us) filling out paperwork that doesn’t truly serve a purpose or anything else that prevents us from seeing more prospects, taking care of our current customers and regularly closing more business.

One of the ways that many salespeople protect their time is by qualifying prospects over the phone before setting an appointment. Is this a good idea? In theory, it absolutely is. Would you want to go to an appointment only to find out the prospect doesn’t fit your customer profile? If the possibility of a sale doesn’t at least exist, you’d be foolish to waste your time (and the other person’s) by meeting with them. How do we find out if a potential customer fits our profile? We ask qualifying questions. So far, so good.

In my experience as a trainer, coach and observer of professional salespeople, however, more often than not salespeople ask too many qualifying questions. Typically salespeople ask lots and lots of questions to determine if they should invest some of their valuable (and irreplaceable) time to meet with a possible new customer. They ask question after question after question, waiting to hear the one reason why they shouldn’t meet. It often seems like they’re trying to ask everything under the sun but, “Will you buy from me?” over the phone. Of course, in a perfect “sales world” you WOULD be able to ask someone if they’ll buy from you before you take a first appointment but so far I haven’t figured out how to do that. So why are salespeople asking so many questions? To protect their valuable time.

Here’s the problem: Good things can potentially happen when you put yourself in front of a prospect but nothing happens if you don’t. (Obviously, inside sales are an exception to this rule) Personally, my goal is to put myself in front of as many people as possible who could potentially do business with me. Do I want to waste my time or want you to waste yours? Of course not. But by asking too many questions I believe you might be talking yourself out of sales visits that could bring you sales and money.

I’ve worked with hundreds of companies over the years, in almost every industry and have yet to find a product or service that needed to ask more than two qualifying questions before setting a first appointment. (The exception to this would be one where you have to travel by air or drive more than 90 minutes) Personally, and I know this doesn’t apply to everyone, I ask NO qualifying questions when setting a first meeting UNLESS I have to travel more than 90 minutes. I clearly let people know who I am and what I do when I set an appointment. If I tell you, on the phone, that I’m a sales consultant and trainer and would like to meet with you to discuss those things, when I get to your office are you going to tell me you don’t have any salespeople? Pretty unlikely, so in my case I don’t need to qualify. But I’m not saying that you shouldn’t. What I’m saying is, boil it down to the one or two questions that make sure the prospect is truly a prospect and then GO MEET THEM!

I once worked with a group of financial representatives from Smith Barney teaching them how to get more appointments. During the session, a rather prosperous looking gentleman raised his hand and said, “Jeff, I’ve been doing this a long time and have been very successful. I ask about time minutes worth of qualifying questions before I’ll set a meeting to make certain I don’t waste my extremely valuable time. In fact, I won’t work with anyone unless they have a half million dollars they can invest with me right now.” He went on to share a laundry list of questions that he asks people before he’s willing to meet with them. Each and every question was designed to give him very valuable information that would help him sell the person on investing with him. Should the rep ask those questions? Absolutely, but he should ask them in-person, after meeting them and establishing rapport. The questions he was asking were crucial to his sales process but not his qualification process. After a brief conversation he realized the one, and only, question he needed to ask was, “If you like what I show you, and of course that decision would be yours and yours alone, are you currently able to invest $500,000 with me?” 6 months later I received a call from him telling me that his already successful career had skyrocketed, as he was taking more meetings, seeing more people and closing more business.

What about you? Are you asking too many questions and talking yourself out of appointments and sales? Figure out what things you absolutely MUST know before you’re willing to set a first meeting and ask those. Save the rest for when you’re in front of your prospects. I’d rather “waste” my time sitting in front of a prospect that might not be a perfect fit than sitting in the office doing paperwork. Even if they’re not right for me, or I’m not right for them, perhaps they might know someone they can refer me to, right now, who has a need for what I offer.

As always, contact me if there’s anything I can help you with.

Make It Happen!

Jeff

One Crucial Sales Tip!

I get lots of questions. It goes along with the job. When you’re a consultant, coach, trainer, author and professional speaker people seem to think you know what you’re talking about. (And it’s a darned good thing! If I don’t know what I’m talking about when it comes to selling then it’s about time for me to find a new career) The questions come in all shapes, sizes and flavors from how to find a new job, how to make more money in your current job and heck, I even had a guy who came to me for coaching on how to meet the woman of his dreams and get married. (fyi – I did some private coaching with him and he met the girl of his dreams within six months. They were married a year later and still are!)

Of all the questions I get, however, the one that seems to pop up the most is, “Jeff, if you could only offer me one piece of advice with regards to selling, what would it be?” Me only give one piece of advice on selling? That’s like trying to eat one potato chip. Nearly impossible, but here are some that are among my top three things most likely to improve your sales results.

1)Fill your pipeline and keep it filled with new opportunities

If I had to choose just one piece of advice this would be it. Most salespeople dislike prospecting and often avoid it like the plague. Especially when we get busy working on proposals and servicing existing clients we tend to drop the ball on looking for new clients. This is a sure recipe for paycheck disaster. Even in an industry like insurance where, if you do things right, you eventually build up a client base that just needs to be serviced regularly and they’ll keep renewing, you still should prospect (at least a little) each day. In most industries, which do not provide residual income, daily prospecting is the thing most likely to improve your income. We salespeople need a steady stream of people who might be interested in doing business with us. Prospecting, however you choose to do it, helps to provide you with that steady stream. Your sales skills could stink but if you see enough people, some will buy. Improving your skills should improve your closing ratio but you still need to see enough prospects If you intend to meet, and exceed, your quota.

2)Always get an action step

This suggestion is about my favorite way of shortening your sales cycle. Assuming you’re interested in doing business, never, ever, leave a meeting or a phone call without setting up the next meeting or phone call right then and there. When a prospect agrees to another meeting they’re sending you a message and the message is, “I’m interested.” They’re not saying they’ll definitely buy from you but almost no one will give you more of their precious time and attention if they aren’t interested in what you have to offer them. (The exception can sometimes be procurement officers – they sometimes make a buying decision but still need to get competing prices to show their boss they’re doing their job) By setting the next meeting before you leave someone’s office you can usually shave one to three weeks off your sales cycle each time you do it. The longer your sales cycle, the more important this philosophy becomes.

3)Always provide WAY more value the your customer expects

Customers, including us, are used to being treated poorly and not getting what we feel we paid for. It’s a sad state of affairs but, for the most part, its’ just the way things are. This provides us with an amazing opportunity to set ourselves apart. By providing expected service you almost automatically look better to your clients than 90% of the companies in business today. (Because most salespeople and companies overpromise and under-deliver) If you actually go the “extra mile,” and provide more than the customer really expects you become a superstar in their eyes and you are one step closer to not having to worry about them taking their valuable business elsewhere. Customers are extremely precious commodities. THRILL them by delivering sooner than expected, more than expected and better than expected and they’ll pay you back with more business and referrals.

I could go on and on but since you only wanted ONE selling tip, I’ll close here for now!

As always, call or write if there’s any way I can help you. It’s always my pleasure.

Make It Happen!

Jeff

Have You Got Your 10,000 Hours?

In his latest book, “Outliers,” Malcolm Gladwell (The author of “Blink” and “The Tipping Point”) takes a look at what makes successful people successful. While there seem to be some factors which we have no control over, that can greatly influence success, there is at least one that we can influence. Gladwell says that highly successful people, in any field, have spent at least 10,000 hours studying and practicing. Want to be a concert violinist? 10,000 hours. Play professional tennis? 10,000 hours. Does this mean that anyone who practices for 10,000 hours will become Serena Williams? Nope. But, to me, it does mean that (If Gladwell is correct) if you want to become an expert in your field it will take 10,000 hours. (If you read the book you'll find the arguments and proofs very compelling)

So how does this affect you? If you're in sales, and want to become an expert, does it mean you need to study and practice selling for 10,000 hours? Perhaps. But in a more day-to-day, useful, way I believe it means that if you want to improve to any degree, you'll have to work at it. (Stop whining, I don't want to work at it either but I do want to constantly improve and there doesn't seem to be any way to do it except work at it. Tony Robbins calls this CANI – Constant And Never- ending Improvement)

When was the last time you picked up a book about your chosen field. (Be it sales or any other) Read a newsletter? Role-played with a partner? Attended a seminar or workshop? When was the last time you went to your manager and said, “Hey boss, I want to improve my negotiating skills. Can you help me? What do you suggest I do?” (You can replace the word “negotiating” with whatever other area you'd like to improve)

The average salesperson invests exactly zero hours each year on their own improvement. No books, no seminars, no workshops. Nothing. Yet, these same salespeople, if asked, would almost definitely say they'd like to see more prospects, put more opportunities in the pipeline, close more business and make more money. Do you see a problem here? They want things to change but don't do anything differently to effect that change. I think, by now, we all know the definition of insanity. (Doing the same thing, over and over, and expecting different results. – Albert Einstein – a pretty bright fella!)

Are you taking advantage of tools like blogs and Twitter to follow experts in your field? As an example, if you're in sales and you don't read Paul Castain's blog and follow him on Twitter you're missing out. (There are many more wonderful pros out there offering great advice on how you can improve – Mr. Castain just happens to be a sales rock star I highly respect)

Are you taking the time to work “on” your business? A fabulous coach I know taught me that there are two things we have to do to be successful but most of us only do one. The first thing is working “in” our business. Working in your business means you do the daily tasks needed to be successful. If you're in sales that typically means you invest time to develop leads, set appointments, go on sales calls, do paperwork, attend meetings and a million-and-one other activities that salespeople need to participate in to get the job done.

The second thing is working “on” your business and this is the one most of us don't do. Working “on” your business involves taking the time to think. (I know, SCARY THOUGHT!) Think about what we're doing and how we can do it better. Think about what processes we can improve. Think about how we can be more efficient, more effective, more productive. Think about anything we might change that could help bring us more business, more quickly. Most of us never take the time to work “on” our business because we're so darned busy working “in” our business that we don't have the time. If that's the case for you I'll share two thoughts.

1) The President of the United States exercises every day. If Mr. Obama has time to fit exercise into his daily schedule I'm pretty sure you can find time to work “on” your business. Yes, you might get a little less sleep, or watch a little less TV, but when was the last time that Dancing With the Stars put any money in your pocket or food on your table?

2) When I was taught this I committed to investing three hours each week doing nothing other than thinking and strategizing. (working “on” my business) Does three hours sound like a lot to you? It did, and does, to me. But I can tell you that making this investment of time business literally transformed my business from plodding along to highly successful.

I'd like you to take note that I said I “invest” the time to work on my business, not “spend” the time. I invest the time to learn, not spend the time. Investments often pay off and while some don't, one rarely succeeds without making some type of investment. Bill Gates invested lots of time studying and practicing programming as did Bill Joy, the man that wrote much of the software code which allows you and I to be able to access the Internet. The Beatles (my favorite band of all time) played in Hamburg, Germany before they got famous. They sometimes played for 8 hours at a time, 7 nights a week. 8 hours of playing in front of drunk kids. Hundreds and thousands of hours that made them better and better as musicians and performers. Bill Gates became fairly successful. (You may have heard of his little software company, Microsoft) The Beatles? Pretty successful. Bill Joy was one of the founders of Sun Microsystems so he became pretty successful too.

How much time have you invested in your chosen field? More importantly, what are you going to do today, and tomorrow, and the next day to make sure you move closer and closer to the success you're looking for?

As always, call or write if I can help you.

Make It Happen!

Jeff

It's Mid-January. How Are Those Resolutions Holding Up?

Okay, once again it’s a new year. The gyms are selling memberships like crazy to people who have resolved to become healthier this year. What you may not know, that the gyms do, is that the majority of people who join in January won’t put in an appearance from February on. It’s not because these folks don’t have the very best of intentions (they do) but because they’re resolved but not committed.

How about you? Did you make some resolutions? Are you committed to achieving your goals this year? If so, let me give you some thoughts on how to be more productive in 2010.

1)Plan your day

Each evening, before “calling it a day,” plan tomorrow. As a coach I’ve observed that most people start their day by eating a roll and drinking a cup of coffee (or whatever you like to bring to your desk for breakfast) while they figure out what to do first. Typically they start on that project and continue until they get sidetracked by whatever “fire” happens to develop. While “fires” sometimes need to be put out immediately that’s not always the case. You’re more likely, however, to jump to whatever pops up on your radar if you haven’t planned your day. This is not usually the way to have a productive day. Professionals plan, amateurs “wing it.” By starting the day with a well thought out plan for what you need to do and what you are committed to accomplishing the likelihood of actually doing so increase exponentially.

2)Understand how you spend you time

You’re busy, right? (if not, you need to GET busy!) But are you being as productive as possible? I’m not talking about working at a furious pace every minute of the day without breaks. I’m talking about being as productive as possible when you are working. I use a fairly narrow definition for a productive day if you’re in sales. Did you open up a new opportunity to work on? Did you move a sale forward in your pipeline? Did you close a deal? If not, you might have been busy but you weren’t very productive. If you’re not in sales you’ll need to define a productive day for yourself. It’s important that our efforts are productive but it’s difficult to assess how we invest our time because most of us are acting like robots. We seldom take the time to work ON our businesses because we’re so darned busy working IN our businesses.

I highly recommend the following exercise: For three days track everything you do on a legal pad and include how much time you spent doing it. If your husband called to chat, write it down and how long the conversation lasted. Went to the cafeteria to get a cup of coffee because you needed a boost? How long did it take from the moment you stopped working until the moment you got back to your desk? Making cold calls? Right it down. Whatever activity (and I mean ALL activities) you engage in during these three days write them down. BE HONEST with yourself. You might not be happy with the results but it will be useful information. At the end of the three days take some time to read over what you did and how long it took. Be sure to take a look at:
Was this activity necessary?
Was this activity productive?
Could I have done this quicker?
Could I have had someone else do this?
Was this the best use of my time?
What can I do to prevent myself from spending any more time than is absolutely necessary on non-productive activities? (At some point you probably need to go to the bathroom. Do you really need to read a newspaper while you’re there? It’s fine by me if you want to “multitask” on the toilet but I find that by concentrating on one thing at a time I tend to get more accomplished)


3)Protect your time

If you work in an office with other people it’s likely that at some point during the day someone will want to interact socially with you. While I’m always glad to discuss what happened on last night’s episode of “House” with another fan it doesn’t tend to help me be more productive. When someone wants to take more than a few seconds of your valuable time for non-work related discussions, I suggest you make an appointment to take a break together, have lunch or cocktails with them. (Yes, the cocktails should be AFTER working hours!) I’m not suggesting you be antisocial. I’m suggesting you’ll make more money and be more productive by protecting your time.


4)Make certain that your WILL IS UNSHAKEABLE and your WORD IS LAW.

Want to have happier customers? Make promises and keep them. Better yet, do MORE than you promised. Your customers will be stunned.
While most of us a pretty good at keeping the promises we make to others we stink at keeping the promises we make to ourselves. Did you set goals for 2010? Did you write them down? If so, great! The challenge is, just like for all those people who are joining a gym right now, keeping the promises you made to yourself when the going gets tough. (which it so often does)
I’d rather cut off my own arm then break my word to you. But in the past I’ve been way less stringent about keeping my word to myself. Hey, I love me and I know how much stuff I have to do and how many obstacles life likes to throw at me. I’m very good at giving myself a break when I don’t keep my word to myself. If you’re anything like I’ve been in the past, find people to make your promises to, other than yourself. Make your commitments public. You’re more likely to keep your word when someone else knows about your promises. Even better, keep your word to yourself as if you made your promises to someone else.

I see 2010 as a year filled with opportunities and possibilities! If I can help you achieve your goals in any way, please let me know.

Make It Happen!

Jeff

Do You HATE YOUR JOB?

It seems like lately I’m getting a lot of requests, from the people I meet, to coach them on how to find and get a new job. I spent five years as a headhunter, prior to becoming a trainer and coach so I suppose people think I have a magic formula for career changers. Maybe it’s a sign of the times and the economy or perhaps it’s simply coincidence (something I don’t believe in) but for whatever reason, people want to know, “How do I figure out what to do next?”

There are two sides to this equation. The first is finding the “job” and the second is “getting” it. Here’s my best advice on the subject of finding a job:

Don’t try to find a job.

“What?” you might be saying. “I need to make money, Jeff. How am I supposed to do that without a job?”

I didn’t say don’t work. I suggest you don’t want to find a job. I understand that you need money to survive and thrive; I’m just suggesting that one more job isn’t going to be the answer. If you’d like to be more fulfilled and make more money, here’s the question I have people answer when they come to me for advice on this subject. “What would you do if the money didn’t matter?” Don’t get me wrong, I know that the money does matter, but that’s not the point. The “trick” is to find what you love doing and to monetize it. For example, if you like standing in front of an audience and being the center of attention, and you enjoy helping people; perhaps a career as a professional speaker is right for you. (Know anyone like that???) Do you love dancing more than anything else in the world? Maybe if you’re not good enough to make a living as a professional dancer you could still teach others to dance, or offer dance therapy classes, or something else that will help bring you money and allow you to “play” at your job instead of grinding it out, day after day.

How do you figure out what it is you want to do? Take an inventory of who you are and what you truly enjoy. So far no one has been willing to pay me to sit at the beach drinking martinis and eating sushi but I was able to figure out that I love being in front of an audience. I’m self-aware enough to know that I like being the center of attention. Fortunately, through my long experience in the world of sales I’ve found a topic I am able to speak about with expertise so am able to attract people who will pay me to do what I love doing. What is it for you? What do you know about yourself? What are you really good at? What do you really love doing? What would you do if the money didn’t matter?

Once you figure out what it is you want to do you need to find a way to make money doing it. That’s too broad a topic to cover here and even when you figure out what you want to do you still might need some help coming up with a way to make money doing it. A good coach can often help with that. (Feel free to call me if you need help with this. If I can’t help you I can usually recommend someone who can)

As for the second part of the equation, if you have decided that you do want a job how do you get one, I have lots of tips for doing great on an interview and can lead you in the right direction but this article is already too long so we’ll leave it for next time! (I have a document I can send you to help you prepare for an interview if you’re interested) In the meantime, feel free to call or write if you have any questions.

Make It Happen!

Jeff

Selling Lessons from Howard Stern!

You either love him or you hate him but either way you've got to admit that "shock-jock" Howard Stern, the self-proclaimed "King of All Media," is amazingly successful. Over the years he's gone from one radio station to another, steadily growing a legion of millions of rabid fans, and finally ending up at Sirius satellite radio with a Five Hundred Million Dollar 5 year contract. That's right, One Hundred Million dollars per year! Is he worth it? I don't know, but I do know one thing, Howard Stern can teach us all a few things about selling so if you want to increase the number and size of the sales that you're currently making, take heed to the lessons from the master!

1) Honesty - Howard has built his career on one main premise, honesty. He's brutally honest, some might say too honest sometimes, with his audience. On a daily basis (okay, four days a week) Howard gets on the radio and shares his innermost thoughts and feelings with his listeners. He tells them the truth of what's happening in his world. He shares stories about his parents, wife, friends and family. Often these are deeply intimate details like the time his (now) ex-wife had a miscarriage, things the average human doesn't share with the rest of the world. Howard has become known for being honest about all aspects of his life with his audience. What about you? Are you honest with your clients? Do you tell them the truth about your products or services? Do you give them realistic expectations or do you tend to over-promise and under-deliver? It's crucial that our prospects and customers view us as completely upfront and honest in all aspects of the relationship we share with them. My personal and professional experience is that people always appreciate it when you set expectations properly rather than promise the world and not be able to deliver. If you expect your customers to answer your questions (the KEY to selling - asking the right questions and getting good answers) honestly, doesn't it make sense that you should be honest with them?

2) Enthusiasm - When Howard reads a commercial it often includes him telling a story about how he used the product and how much he liked it. In fact, I recently heard him tell of a product he discovered that he was enjoying. The manufacturer of this product, a deodorant, is not an advertiser on his show but Howard shared his joy in using this product like it was something spectacular and something that everyone should be using. It's hard to get excited about deodorant but I couldn't wait to get home and check out the company's website after hearing Howard rave on and on about how great it was. The company called his show a couple of days later to say the product was selling out and that retailers were placing huge orders. Enthusiasm is contagious. Do you state the facts about the features and benefits of what you sell or do you share your unbridled enthusiasm? If you're not excited about what you're trying to sell, why would you expect your customer to get excited and do business with you?

3) Rapport - Listening to Howard Stern is a lot like watching the TV show "Seinfeld" for me. Again, you may not have been a "Seinfeld" fan but if you were you know that watching Jerry, George, Kramer and Elaine each week was like hanging out with old friends. You learned their personalities, their quirks, their likes and dislikes and what made them tick. You shared in their dating lives, their financial or job situations and everything that happened to them. Same thing with Howard. Listening to his show each day is like hanging out with your best buddies. Howard and Robin, Fred and Artie, Gary (his long-suffering producer) and the rest of the freaks on the show become a family to his listeners. We learn of their triumphs and foibles, their positives and negatives. We come to "know" them in a way that we do not with most "celebrities." I'd bet that almost any of Howard's listeners would jump at the chance to hang out with him in person, even though Howard describes himself as miserable and annoying to be with. We feel like we know and love him, like a best friend. Do you create relationship with the people you do business with? Do you share information about yourself or do you expect them to do so simply because it will help you to sell them? I can tell you from personal experience that my best customers learn about me and my life and I learn about theirs. If it's true, and it is, that people buy from people they like and trust are you doing everything you can to establish and nurture your relationships with your prospects and customers?

4) Humor - While many might disagree, Howard is (if nothing else) funny. You might not appreciate his sense of humor but he is a funny guy. He's vastly intelligent and understands what his audience is looking for and Howard attracts listeners (customers) with the same sense of humor that he has, sophomoric. Howard seems to be stuck at the age of about 16 or 17, when expelling gas was still among the funniest things you could imagine. (Yes, his audience is made up of far more men than women but women love him to!) He's clever and has a quick mind which is augmented by a staff of writers who think much like he does. He also appreciates the humor found is most of life and is often cracked up by what goes on around him. While I'm not suggesting you tell "fart jokes" to your prospects I am suggesting that a smile every now and then goes a long way. Lighten up and have a good time with the people you're trying to sell and there's a good chance that they'll lighten up too. When you make dealing with you an enjoyable experience you dramatically increase the odds of a sale.

I was recently wandering the frozen food aisle in my local grocery store and passing the ice cream I decided to pick up some Klondike bars, a type of ice cream. I got them home, stuck them in the freezer and a few days later I ate one. It was okay but I didn't love it. I remembered having Klondike bars when I was a kid and not liking them then either. "Why did I buy them?" I asked myself and suddenly realized that Howard had recently done a commercial for Klondike bars. Do you have that type of influence with your "audience?" Can you help them choose to buy products or services from you simply because you recommend they do? Whether you like him or not, take some lessons from Howard Stern and watch your sales soar!

Make It Happen,

Jeff

It Doesn't Matter What YOU Think

Provocative title, right? It can be taken many ways. Clearly, in terms of achieving goals and having the things you want in life your attitude and the things you think are extremely important. What I'm talking about here is that between you and your customer, it doesn't matter what you think. The only important thing is what your valuable customer thinks.

I recently had an experience that humbled me and taught me a lesson. Those of you who have seen me work know that I tend to use a lot of humor in my presentations. I do so because I enjoy it, the people I'm working with seem to enjoy it and, in my mind, it's a way to keep you involved and to prevent you from getting bored while learning new techniques that might help you be more successful. This hasn't been a problem in the past. About a week ago, however, I actually lost an engagement I was very much looking forward to. Among the reasons my valuable ex-client gave me for choosing to not work with me further was that he felt some of my humor was inappropriate for his team.

Before you jump to conclusions, I didn't (and don't) use foul language or sexual innuendos during my presentations. But I did say some things that clearly offended this client. When the client shared his feelings with me I listened carefully, apologized and wished him the best. The truth of the matter, though, is that while listening to the things he felt were offensive my mind was saying, "Wow, how could you be offended by that? Are you nuts? Don't you have a sense of humor? Didn't you hear your entire sales team laughing along with me?"

Later, while thinking about the situation it suddenly dawned on me. Like everyone else in the world, I do the things I do because those things make sense to me. I dress a certain way, speak a certain way, train a certain way. To some extent it's true that you can't please everyone and it's also true that while I'm a good fit for most organizations I might not be a good fit for everyone.
But it's also true, and far more important to realize, that it doesn't matter what I think. The important thing is what this customer (and all customers) thinks.

I feel the humor I used was funny and completely appropriate. Does that matter? Not one bit. I still lost the gig and while, typically, no one customer makes my month or year I greatly value and appreciate everyone who does business with me. What matters here is that my customer didn't find my humor appropriate. To me, it's not about the money. Losing the money wasn't very important, you can always make more money. In fact, I didn't charge the client. What was important was that this customer felt let down and, to me, that's completely unacceptable.

So how does this apply to us as salespeople? How often do we sit across from prospects and clients in a selling situation and think to ourselves, "This person doesn't know what they're talking about. I hope this jerk will stop talking soon so that I can dazzle them with my brilliance." I suggest that by having this type of mind-set we often talk ourselves out of business, simply because what we think (even to ourselves) usually gets expressed in some way.

In order to be more effective sellers we have to be better listeners. Part of listening means turning off our inner conversations. You know, the little voice inside your head that's whispering to you almost constantly while the other person is talking. To be a more effective listener we need to come from the fact that the most important person in the sales relationship is the customer. They've got a situation, problem or need that you might be able to help with, fix or fill. If we listen through the filter of, "I hope they stop talking soon because I don't really care what you think, I just want to show you what I've got," we'll miss what the prospect or customer is saying.

By practicing turning off that inner voice and realizing that the customer has the most important things to say to us (how we can help them and how we can sell them) we'll deepen our relationships, be better listeners and close more business. Tough lesson for me to learn but it's the tough ones that make us stronger and better!

Make It Happen,

Jeff

Look for the Fish That Are Biting

We salespeople are optimists! I like being optimistic and having that quality is one of the things that allows us to do our jobs well. Let's face it, typically more prospects say, "No," to our offering than say, "Yes." Unless you have a better than 50% closing ratio you hear the word "No" far more often than "Yes." If we weren't optimists, believing that everything will work out fine, we couldn't do our jobs very long in the face of the massive rejection most of us salespeople face each day. That's where the problem lies. The same optimism that makes us believe that "Yes" is right around the corner often blinds us to when people are saying "No" and we end up chasing every prospect equally. In a perfect world (one without clocks) that would be fine but in this world we have a limited amount of time. Unfortunately most salespeople act as if time is unlimited.

Since it's a given that we only have so many hours each day and each week that we can do what we do (sell) we need to find a way to make the most of every minute and highly respect the fact that we can only work with so many prospects at any given time. We also need to figure out how to decide which prospects are worth pursuing and which aren't. We need to know when "No" means "No" and when it means, "I need some more reasons to buy and then I might become a customer." One of the things that makes this difficult is that we salespeople are generally very likeable and people don't like to say "No" to us. They'll use different words and methods for saying "No" so that they don't offend us but we salespeople take those words to mean "Yes."

The first thing you should understand is that "No" is a gift. When a prospect tells you they're not buying, and they really mean it, they've given you the gift of time. If they really aren't buying you can shake their hand, tell them you've enjoyed meeting them and would love to do business with them anytime they're ready and you can move on to another prospect that might actually buy from you. In other words they give you time to go find a fish that might bite. I love when I get a real "No" from a prospect. I don't like it as much as I like "Yes" but "No" is a very close second. What I don't like, and try my best to avoid, is anything other than "Yes" or "No." Things like, "I need to think it over," or "I need to speak with my partner." (my accountant, the committee, etc.) These are the things that steal your time and your attitude and often mean you're not getting the sale but the prospect just doesn't want to use the word "No."

It's the same whether your selling your product or setting (selling) the appointment. You want to look for the fish that are biting. If you saw the movie, "The Perfect Storm," you'll remember that the fisherman on the Andrea Gale weren't having much luck. Their captain decides they should head someplace else. Why? Because he knew that it was foolish to fish where the fish weren't biting and it was far smarter to fish where they were biting. (of course it's a good idea to avoid being in the middle of three storms colliding while you're fishing but that's another story) It sounds so simple but take a look at the prospects in your current pipeline. How long have you been "chasing" them? What's your typical sales cycle? How far past your typical sales cycle are you? (the likelihood of closing a deal decreases dramatically the further you exceed your typical sales cycle) Are they returning your phone calls? Are they stalling you? ("Call me next week, month, quarter, century) If you're chasing the fish that aren't biting and devoting the same amount of time and attention to them as the fish that are biting (returning your calls, setting next action steps with you) you're not investing your valuable time wisely.

Not closing enough business? Perhaps you're spending too much time working with fish that aren't biting. Try another vertical. See if previous clients are ready to buy again. (previous or existing clients are generally far easier to see than someone who hasn't done business with you before) Fill your pipeline with new prospects while keeping your eyes and ears attuned to the signals that mean "No" and be sure to fish where the fish are biting!

Make It Happen!

Jeff