Sales Training To Grow People. And Grow Businesses

So what do you need to be good at? I know that sounds like a crazy question but it might be relevant. In our sales training business, we believe this: If you’re struggling with ANY part of the sales process, then it’s probably a result of insufficient skill in that area. So, in this episode, Bill and Bryan talk about a few of the new competencies that the salesperson of the future needs to have. Then you can sign up for the rest of them online at www.2009salescompetencies.com.

 

 2009 Sales Competencies (12:36): Play Now | Play in Popup | Download

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One of the great things about training and coaching people is the chance to meet really cool people. I work with high achievers—mayors of cities, top-notch salespeople and high performance executives.

Sure, there are the jerks from time to time, but rarely.

The thing that makes these people cool is their ability to extinguish their egos and look at themselves…and how they can change their own skills to accommodate the market.

They come to us and say, “What I’m doing seems to be working OK, but I want to break down my game to see what’s really possible.”

Now is that cool or what?

And I’ve noticed lately that my response to the question of “What can I do better?” is “Become an expert in your niche.”

I’ve seen this work time and time again, where a top salesperson takes what they know about the problems they solve—the solutions they bring, the trends facing their customers—and they create “expertise around that.”

That could be in the form of published articles, live seminars, webinars, speeches or podcasting (my favorite). The list is forever. But whatever it is, it must share your insight with your prospect base so they can see what they’ll be missing if they decide NOT to call you.

That’s what really separates the high achievers from the also-cans: The ability to think differently about their business in a way that changes the very game they play—the ability to create an environment where they’re calling you—pleading with you—to help them.

So as you’re planning 2009, get creative. Take this post; pass it around to the powers and say, “How can we really change the game in 2009 by how we show up?”

Be an expert. Be a knowledge worker. (You already are that, but maybe your knowledge isn’t packaged right.) Be a subject matter guru. And watch people line up to buy.

If you need some private coaching on how to do this, my schedule has some openings over the next 60 days. If you’re interested, fill out the box below. Tell me what your issue is and what you want to accomplish in 2009.

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Our trainers, Bryan Neale, Brooke Green and I sat in a room last week and talked about 2009. Less ’strategic planning’ and more ‘future of training.’ One thing we concluded is that our selling system might be outdated–along with the hundreds of other sales programs.

Not to the point of trashing it. But to the point of modernizing it.

What Makes Us Think That?

Simple. People are buying differently now. Think about your current sales approach–and your results with that approach. The million dollar question: Are you getting the results you’ve dreamed of with your current sales strategy? Are your tactics cutting edge? Does your approach leave the prospect ‘demanding more?’ (Or, are my questions now starting to insult you?)

It’s amazing how we dilute a sales strategy to the point where it’s so uncompelling it’s boring.  And then we wonder why people don’t buy from us.

Are You Demonstrating Value?

The question in the post title is still valid. How do you demonstrate value? Or do you? Is it easier for your prospect to say “no” or “yes”? Show me your pitch and I’ll give you the answer.

We hire sales people who are outgoing–translated: They talk a lot. But is that truly the skill you want them so have? When they’re talking, are they saying anything, or just talking?

When you’re talking, you’re not demonstrating value. Your talking about your value. A huge difference.

2009. A Year To Get Serious About How You Communicate Your Value

Your goal for 2009- a year which is the most uncertain I’ve seen in 30 years–should be to improve your skills (dramatically) in demonstrating your value–not just talking about it.

TIP: You can do it through stories–through case studies–through giving your wisdom away (at least a little of it)–through the diagnostic you take the prospect through to see if there’s pain (it has to be more than merely a list of questions)–through a podcast where you talk about challenges and how you’ve fixed them with clients–through a live talk/seminar where you educate your prospect to the challenges they face–on and on the list goes.

But all of these demonstrate you know how to a) recognize/identify the customer’s problem and b) how to bring your solutions to bear to fix it.

Much better than just talk.

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This is the Skinner Box, designed by BF Skinner and brought to life again by Gregory Berns in a NY Times article last Sunday. 

I love the analogy because it has to do with the impact of “prospect fear” on your business–and on you.  It also might shine a little light on why you feel the way you do now in this economy. 

The bottom line is that ‘fear paralyzes.’ It stops us from taking risks and doing the very things we should do to grow our businesses. And if you can’t get past it, you’re in trouble. 

But…

…right outside the fear is a place full of opportunities and abundance. Like FDR said, “Nothing to fear but fear itself.” This article is a good read.

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Today’s interview is with Dawn Replogle, Vice President & Branch Manager, URS Corporation. Dawn has the unique position of being a female in a male dominated world, as well as running a small business within a large corporation. Listen as she discusses her journey and strategies for success.

 

 Interview with Dawn Replogle (13:56): Play Now | Play in Popup | Download

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Here’s a recent rant by Tom Peters.

“Instant, mindless cutting of … training or sales force travel in the face of a downturn is often counterproductive - or, rather, downright stupid. Tough times are golden opportunities to get the drop on those who respond to bad news by panicky across-the-board slash and burn tactics that de-motivate and alienate the workforce at exactly the wrong moment.” –Tom Peters

Tom nails it. In the last few months, I’ve witnessed panic-attacks on the part of Sales Leaders. They’ve shut down interviewing. They’ve shut down incentive programs. They’ve bought into the hype around the slowdown and they’ve become paralyzed.

Your People Need Training Now More Than Ever

Don’t do that. The world keeps moving. Your people need to be the best developed sales team on the street in order to compete today–and in 2009. Your people need to know how to handle things today they couldn’t have dreamed of two years ago.

TIP: Ask your team what is “one thing” they want to accomplish next year. Then create curriculum that helps each of them do that one thing. It’s not brain surgery (It’s better).

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Sometimes we come across a person—a client in this case—who embodies our principles (and does what we say!!). In this case, the Direct Mail Diva (Stephanie Summers), sits down with us and tells us how she’s created a blog that is helping her sales efforts. She’s truly a sales 2.0 type—and you’ll learn from her.

Also, you’ll get access to a PDF report on blogging—just for our listeners. Email us at listener@advancedsellingpodcast.com Put BLOGGING in subject line.

Check out Stephanie’s blog at www.directmaildiva.blogspot.com

 

 Why Salespeople Should Blog (13:56): Play Now | Play in Popup | Download

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I watched with amazement as the reports came back on the Big 3 Automakers and their meeting with Congress. Let’s not forget, the purpose of the meeting was to ask for BILLIONS of dollars—again.

They arrived in private jets (3 separate flying from the same origin to the same destination), no plan, no notes, no nothing but a huge sense of ENTITLEMENT. What really amazed me is their astonishment that Congress sent them away and said “try again.”

It reminded me of a large number of salespeople out in the marketplace—those that love the hunt, but suck at the management of clients and their business.

Now more than ever, you have to be a great relationship manager. This is not the time to take your business or your clients for granted. As tight as everyone is holding onto their money, there are that many (or more) hungry salespeople out there targeting your customers.

As a salesperson, what should you always be doing to keep your clients engaged?

• Treat every interaction as if it’s your first. Stay curious.
• Continue meeting more people within the organization that are impacted by what you do. There is no longer “A” decision maker.
• Be clear on identifying and communicating the value of what you do. This isn’t about your “stuff”—it’s about you.
• Continue asking questions that allow people to talk to you about their problems. You make more money when you solve more problems.
• Keep your intent about helping your client, not selling more stuff.

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You’re getting ready to go see a suspect who actually invited you in to see them. You had a short conversation as you were prospecting one day. Your manager says to you, “So what’s your agenda?” You say, “Hell. I don’t know. I was just going to go talk to him.”

Your manager says, “Come on, Bill. You gotta do better than that. What are you going to talk about?”

And the game begins. He urges you to have 10 things to talk about. You know in your gut that there is something about showing up the right way and asking good questions.

So how do you create an agenda? Or, better, “how do you prepare for a sales call?” Here are some tips:

1. Get Your Mind Right.

You knew that would be my first didn’t you? It’s always our first since we’re convinced most of our minds are not right when we go to the market. We’re needy. We’re thinking about our pains and problems and quotas. We’re thinking about our product. So get your mind wrapped around your “intent” which is to help them discover and solve a problem. Get it wrapped around how to express your value (below).

2. Get Your Upfront Part Right

Have a place you can begin the call–”Mr. Prospect, I’m not really sure I can be of help, but here’s what I thought we could do today.” Think “process” not “product.”

3. Get Your Value Expression Right

Given the business he’s in and the position he holds in the company, how will you express your value? This is soooooo important. If you’re speaking with a CEO, then he might never hear about the functions of your product. He might hear about how it helps other CEO’s solve CEO problems. And if you haven’t done that inventory yet, don’t make another call until you do.

4. Get Your Questions Right

Make a list of no more than 10 questions that will help you understand his business landscape and any problems he might have that warrant a solution–such as yours.

5. Get Your Notetaking Right

Go prepared to take notes. Be a sponge for his information. Ask permission and then write like hell.

TIP: If you must, go on to the prospect’s website and learn a little about him. Google his “name” and see what comes up. But be very careful about what you allude to when you meet with him. I did that the other day–alluded to seeing his LinkedIn profile and seeing that he went to UCLA. He was a bit creeped out by my bringing it up. Even though he put it up there. So my lesson was to not be so “clever” about it.

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