Modern Sales Training–What’s Smoke? What’s Real?

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Since we train business sales organzations, I thought I’d devote one post to the notion of sales training. (This applies not just to the sales team, but to the technical team, the executive team and the customer service team. All need good training).

I realize a lot of sales managers (VPs of Sales and the like) read this blog. And I also know many of you are looking for ways to train your people. Moreover, I know we aren’t the right sales training company for everyone, so I thought I’d give you some hints on what to look for when you get ready to invest in your people.

–1  Is the sales problem clearly identified? Great question…seldom answered. Because no one wants to look deeper at the real issue. Here’s a tip. When you identify a problem–say, not enough prospecting activity, then look in two places for the cause: a) the mechanical and b) the conceptual.

The mechanical is ‘I don’t know how to do it’ and usually gets back to lack of skills. The ‘conceptual’ means ‘I don’t have the capacity to do it,’ meaning too much fear…poor inner game…lousy self concept. Every sales problem has a ‘conceptual’ component to it. I know many of you hard-hitters think this is psycho-babble. Sorry, but it’s not.

–2   Reinforcement. If you’re going to train, you have to reinforce. You can do this through meetings and phone calls, or, better, you can do it through technology–podcasts, blogs and video blogs. In your business it may be difficult to introduce a topic through the PC, but you can surely reinforce it. I just set up a podcasting service for one of our clients who wanted to get our content out to their large, remote sales force. Podcasting is easy.

–3   Measurement. Inspect what you expect. Most sales programs have very little measurement. We’re sometimes guilty of that as well. Your return on investment will be higher if you inspect behavior and measure results. You can’t just look at how sales training impacts revenue. You have to look at the soft inputs, too. Things like: Are your people having better conversations? Are your people more confident? Is your team discarding prospects from the funnel if they aren’t real? Those are clues too.

If you’re a sales leader, take heed. Some of your competition is using training and professional development as a hiring point. Are you investing in your people? If done properly, investing in sales training will pay back 300-1000% as an ROI. Where else can you get a return like that? Take these three tips and implement them in your world. Or, call me and I’ll walk you through how to do it.

“Safety is the final danger…”

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–RUMI

Every day, a sales professional is faced with danger–not physical danger–emotional danger. Think about it. Fear of rejction. Fear of loss of deals. Fear of non-acceptance. You can discount these feelings, but that only serves to make them more paralyzing.

So what? How do you change? Move through them.

We’ve always taught that the way “out of your comfort zone” is to move through the danger. But, that sounds scary. It can be but only if you fail to reconstruct reality.

The reality is that these kinds of dangers won’t kill you. They WILL make you stronger. So how does one reconstruct reality? Simple. Each of these dangers has one thing in common. Do you know what it is?

It has to do with the orientation of your reality. In all of these cases, the dangers are all ME oriented. We are all so concerned with how “we” look, how “we” will be thought of that we get consumed with fear.

No mention is made of the real issue and that is ‘how does our fear affect our prospect?’ A true sales professional is able to ‘set the ego aside’ long enough to do what’s right FOR THEIR PROSPECT. Begin a list (yes, another list). On that list, write down how your fear affects your ability to solve the prospect’s problem.

When you take yourself OUT of the equation, you’re left with a “you orientation.” And that, friends is the way to move past your fear and expand your comfort zone.

Easy? Yes. Simple? No. But it’s a start. RUMI was right–safety is a danger. When you feel the fear, you have a choice–shrink to safety–or reconstruct reality to allow you the power to move through it.

Rule #23 – Know Upfront…

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Have an upfront understanding prior to a sales call.

I’ve been called on by a lot of sales people over the years. And few–very few–ever tell me what the call is going to look like. They never send an agenda upfront–they never tell me the process they’ll use–they never tell me what the outcome could be.

Shame…shame…shame….

If you are in professional sales–and make face to face calls on prospects, Rule #23 says, always have an upfront agreement prior to the call. What that means is have a conversation with your prospect on the phone talking about the topics of conversation for the meeting–maybe some of the questions you’ll ask–and maybe what the potential outcomes are (we meet again, we abort the process). Have a “process” agenda.

We always speak the line, “I respect your time,” yet when it comes down to it, very few of us respect our prospect’s time by sharing an agenda for the call, upfront. Do it and watch the level of truthfulness soar.

Are Your Canaries Still Breathing?

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You know the story of how canaries were used in coal mines–miners would take the birds down because their metabolism was sensitive to poisonous fumes. If the canary died, that was a leading indicator of danger for the miners.

As an advanced sales professional, you have to have your own set of canaries to serve as indicators for what’s happening to you in the sales process. The best indicators are words used by both you and your prospects. Here are three phrases that are warning signs your sales process is in trouble.

[1] “This is a done deal.” Typicalliy this is spoken by you when descibring the deal to your manager. As a sales coach, when I hear a person say this, I know the deal is in trouble. If you feel a deal is a “done deal,” then you will get sloppy. Usually, this sloppiness happens at exactly the wrong time in the process. If you find yourself saying this–or your people say it to you—beware. The deal is about to unravel.

[2] “That was a very good presentation.”  Usually spoken by a propsect after a lame presentation. You don’t want your presentations to be “good,” you want them to move people to “action.” When I hear I did a “good job” I know I fell short. If you hear that, say to the prospect, “I’m not sure I hit the mark. What didn’t you like about it?”

[3] “He just needs a little more information.”  Usually spoken by a sales person after the prospect has asked for more stuff. I have some bad news…there is never enough stuff (info) to share. If you’re hoping to fill up the belief gap (that gap that must be filled before a prospect will believe you have the right solution and act on it) with information, you’re dreaming. More information never sold anyone. What sells people is the pain they experience by not getting what you have. IF you can’t communicate that, then you’ll keep believing that information is what’s lacking.

These are just a few indicators that your sales process is messed up. I coach people that it’s better to do something about these indicators when you hear them, than to have your head in the sand.

Habits To Break

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Since the name of this blog is called Advanced Selling Strategies, I can think of no better post than to coach you a bit on “habits to break.” I see these habits so ingrained that you may not even think they are ‘bad.’ But they are.

[1]  Talking Excessively. I know–this doesn’t sound very advanced–but it’s simple. Just shut up and stop convincing people of how much you know. Let your buyer work a little bit. They will.

[2]  Presenting Before You Know The Problem. It’s hard isn’t it? Every fiber in your body is screaming to present your knowledge. But if you do it too quickly, they won’t have a chance to *make the connection* between what you have and what they need.

[3]  Doing Something Without an Agreement.  What that means is if someone asks you, as a sales person, to give them a price or give them a demo, slow down. Don’t do it unless you have a fairly good understanding of what will happen next. You control the process so never do anything without a clear agreement.

[4]  Having a Meeting Without an Agenda.  I see this mistake made even by seasoned pros. Always have an agenda on a first call. You can send it to them in advance, or you can bring it with you. But have one. It helps you. It helps them. Stop winging it.

[5]  Saving The Money Discussion for the End. In the sales process, talk about money early–right after the prospect admits his problems to you. You bring it up. But always do it in the context of the cost of the problem to be fixed. There are two sides to the economics discussion–the cost of the problem, and the cost of the solution. Cover both. Don’t let your buyer talk about the *price* side only.

One Great Question

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Sometimes a client will ask a question that I don’t know how to answer. I had just such a situation last week, which prompted me to write this and add an Audio.

“What is The Ideal Sales Process?”

As long as I’d been in training I don’t think I’d thought about that–from the very beginning (in the marketing stage). So I went into the studio and recorded this Advanced Lesson.

Download IdealSalesProcss11khz.mp3  (Dnload Time: :03 Secs./Listening Time: Approx 12 Mins)

A Simpler Way to Beat the Competition

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Link: A Simpler Way to Beat the Competition.

STRATEGY is hard, and most business books that have tried to explain it haven’t made it easier. I like the idea that the traditional strategy is dead.

I prefer these three books, all of which I’ve purchased.

Sure We’re Sane, Or Are We?

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I’ve always heard the definition of insanity is: Doing the same thing and expecting different results. But I happened on another definition the other day that I think it applies to the business world. That definition is: Trying to manage things we can’t control.

When you think about it there’s a whole lot more things we can’t control than can. Yet we make a valiant effort to create certain outcomes–when certain outcomes are going to happen no matter how bad we want them.

Take the average sales process.

We work, and we work, and we work trying to create an optimum process that ushers people from the suspect stage to the prospect stage to the client stage. Granted there is quite a bit of “influence” we can have on that process. But control it? No way.

So in my training I tell people that creating some influence and input into the process is quite sane. Trying to control it is total insanity.  By determining what is “in” and “out” of our control we can create a clearer pattern of thinking that allows us to do the next right thing in an attempt to influence the outcome of the sale–yet stop short of driving ourselves crazy when we are dealing with complex, irrational (and sometimes insane) buyers.

Raise The Yellow Flag!

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It’s your responsibility as the seller to raise the yellow flags. What are yellow flags? They are those objections that customers usually raise–but in our method, it’s up to us to raise.

If you are going to control the sales process–which you should–then you have to be the one raising objections. The person with the power in the sales process is the one with the objections. That’s why we teach salespeople never, ever try to overcome the prospect’s objection.

Instead, think of all the things that could get in the way of the sale and make that your Yellow Flag List. Not talking to the right person? Yellow Flag it. Never bought from you before? Yellow Flag it. They haven’t convinced you they really have a problem worth solving? Yellow Flag it.

Stop using the old selling system of Persuade, Convince and Defend. Instead, be more discernng about who you work with. Make them come to you!