Wednesday, July 16, 2014
Custom Software Applications
Wednesday, June 25, 2014
What's Your Strategy?
Thursday, March 27, 2014
Selling to C-Suite - 3 Ways to Establish the Kind of Crediblity that gets you Asked Back.
Monday, March 10, 2014
Three Easy Ways to Build Excellent Rapport
Wednesday, January 1, 2014
Things to let go of in 2014
My great friend Maureen Ennis of Coleman Ennis Change Management posted this the other day from Mind, Body, Green website (www.mindbodygreen.com) and I thought it was so great I had to repost! I especially love the one about regretting decisions. Lord knows I have a good amount that I question....
Happy New Year and here's to a great year!
Here are 20 things to let go of in order to reach unlimited happiness.
1. Let go of all thoughts that don't make you feel empowered and strong.
2. Let go of feeling guilty for doing what you truly want to do.
3. Let go of the fear of the unknown; take one small step and watch the path reveal itself.
4. Let go of regrets; at one point in your life, that “whatever” was exactly what you wanted.
5. Let go of worrying; worrying is like praying for what you don’t want.
6. Let go of blaming anyone for anything; be accountable for your own life. If you don’t like something, you have two choices, accept it or change it.
7. Let go of thinking you are damaged; you matter, and the world needs you just as you are.
8. Let go of thinking your dreams are not important; always follow your heart.
9. Let go of being the “go-to person” for everyone, all the time; stop blowing yourself off and take care of yourself first … because you matter.
10. Let go of thinking everyone else is happier, more successful or better off than you. You are right where you need to be. Your journey is unfolding perfectly for you.
11. Let go of thinking there's a right and wrong way to do things or to see the world. Enjoy the contrast and celebrate the diversity and richness of life.
12. Let go of cheating on your future with your past. It’s time to move on and tell a new story.
13. Let go of thinking you are not where you should be. You are right where you need to be to get to where you want to go, so start asking yourself where you want to go.
14. Let go of anger toward ex lovers and family. We all deserve happiness and love; just because it is over doesn’t mean the love was wrong.
15. Let go of the need to do more and be more; for today, you've done the best you can, and that's enough.
16. Let go of thinking you have to know how to make it happen; we learn the way on the way.
17. Let go of your money woes — make a plan to pay off debt and focus on your abundance.
18. Let go of trying to save or change people. Everyone has her own path, and the best thing you can do is work on yourself and stop focusing on others.
19. Let go of trying to fit in and be accepted by everyone. Your uniqueness is what makes you outstanding.
20. Let go of self-hate. You are not the shape of your body or the number on the scale. Who you are matters, and the world needs you as you are. Celebrate you!
Tuesday, December 31, 2013
Getting people to Stop and Take Notice
I'm in Lake Tahoe with my family for Christmas break and the other day I took a long ride around the lake, which is astonishingly beautiful, to find a particular ski shop. On the way there I was looking at the beautiful scenery but then something caught my eye - a sign on a small building that said "Living Out Loud". I couldn't help but wonder what that was but I was going about 40 miles per hour and didn't want to slow down on that windy road. I made sure on my way back however to stop and take notice. It was a small company with the sign "Living Out Loud....www.livingoutloud.com". What a cool name for a company! I just loved that!! As soon as I got home I went on to my computer to check it out. To no surprise it is a coaching/motivational company and I am definitely going to look more into them when I return to NJ.
This made me stop and think. It is so important to create those "Wow" moments. As busy as I was this Christmas season, I did stop and watch the West Jet Christmas miracle video a few times because I loved it. I stopped and noticed. I actually tear'ed up! If you haven't watched it yet, click here to see it! It also made me think of how many people stopped and took notice and had great conversations with us on the campaign trail this past fall, when Shelly Aberson of ANW Inc in Westfield designed a cool pack of gum with our campaign sign as a cover. If you haven't worked with Shelly you should check out her website at www.anwinc.com. The gum wasn't nearly as expensive as the West Jet video and it certainly wasn't as large as an effort as re-naming a company, but it was impactful. It made people stop and take notice.
Now is the time for new strategies, new ideas and new creativity. There's a new year in front of us. A blank slate. Let's come up with at least one stop and take notice initiative.....I am starting to think already of mine!!
Happy New Year!!
Monday, October 7, 2013
A Compassionate Leader
I just read this great article about being a compassionate leader and if you have the desire to be one, then you should look at your mom. How true! I'm at the age where a lot of my friends have kids in school full time and after years/decades of not working... they have a strong desire to re-enter the work force. Often they find its not that easy and often come to me for advice. This article gives credence to what I've always told them! There is no better career training than being a mom! Who else is better at multi-tasking, focusing on the issues, leading a crowd and getting results, day in and day out. Being a compassionate leader is critical in today's economy because top talent is in demand and employer loyalty is at an all time low. How often have we worked for someone who we would work weekends for....stay late on the friday before Memorial Day for.....take three airplane connections for....just because we didn't want to let them down and wanted to make them proud. Tom Anthony, this means you!! :)
Here's the article. Take a quick read and tell me what you think!
"Want to be a Compassionate Leader?"
Thursday, March 7, 2013
Being Impulsive
Being impulsive has always served me well. I detest lingering over decisions, weighing all the pros and cons and doing analysis. Recently, however, this has bit me in the butt. In the middle of January, I bought a dog on an impulse. Within 48 hours I decided to get a dog, found one and brought it home. This has proven to be one of the most challenging experiences of my adult life. Having a new puppy with all of its associated responsiblities was more than I can ever imagine. It nearly brought me to the brink of a nervous breakdown. Today I started to reflect.......why have I been so impulsive my whole life?
Springing into action is always a good thing. Not having a thought out plan first is usually not. I usually put alot of planning into my work and customer life. Why don't I do it with my personal life? Is this a characteristic of salespeople everywhere? Again after much reflection, I think it may be.
Weigh in on this. Let me know if you think salespeople by nature are personally impuslive. Oh and by the way did I mention that I may be running for NJ Assembly. Something 48 hours ago that wasn't even on my radar?
Let me know what you think about impulsiveness and sales techniques. Have a great March!
Visit us at www.triplewinsales.com
Sunday, July 15, 2012
Treating Prospects like Potential Suitors
I've often told people that I treat my customers/prospects like my men. . .meaning I always play hard to get. Its worked for me for 22 plus years. . . yet I never realized there was a science to it until I received Brian Tracy's latest newsletter (yes I'm a huge fan of his thanks to one of my greatest friends/colleages of all times - Ned Beaver)! Remember when approaching new prospective clients that its all in the attitude. Everyone wants to be with a winner. So be one!
From Brian Tracy's newsletter:
As a salesperson, the first thing you need to do, is view yourself as a consultant.
One particular self-image attribute, possessed by high-achieving salespeople, is that they see themselves as consultants rather than as salespersons. They see themselves as problem solvers with their products or services rather than as vendors looking for someone who will trade them money for what they have to offer.
There are four strategies that effective people use to become the best in their industry.
Strategy #1
The first strategy is the “approach.”
Effective salespeople approach people as “clients.”
They do not approach their customers with hat in hand, hoping for a sale. They approach their "clients" with the attitude that they are consultants calling on the prospect to help him or her solve a problem or achieve a goal.
Strategy #2
The second strategy is to ask Questions and listen carefully.
Seeing themselves as consultants, they ask questions carefully and listen intently. They focus all of their energies on understanding the customer’s situation so that they can make intelligent recommendations based on what the customer really wants and needs.
Strategy #3
Third, you must become an expert in your field.
As consultants, the people who become most successful are those that recognize that they must be experts, authorities in their field. They know their products and services from one end to the other. They invest many hours familiarizing with every single detail of what they sell, and of what their competitors sell as well. They know the strengths and weaknesses, the advantages and shortcomings, the features and benefits of what they are offering. They have excellent product knowledge which their clients can sense, and which gives both their clients and themselves greater confidence throughout the sales conversation.
Strategy #4
Fourth, you must be able to differentiate yourself from your competitors.
Top salespeople, positioning themselves as consultants, see themselves as resources for their clients. They see themselves and carry themselves as advisors, mentors and friends. They become emotionally involved in their transactions and they are generally concerned that their product or service be the ideal solution to the real needs of the prospects they are dealing with. They differentiate themselves from their competitors by being more concerned with helping their prospects than with selling their products or services. Their customers often feel that they care more about them than they care about making a sale. And it's true.
More info:
Contact Triple Win Sales to Put these Strategies to Work!
Thursday, December 29, 2011
My 12 New Years Marketing Resolutions
Here's my first:
I resolve to build a killer keyword strategy and get my business to rank higher in Google organic search results.
Visit our website at:
www.triplewinsales.com
I resolve to build a killer keyword strategy and get my business to rank higher in Google organic search results.
Visit our website at:
www.triplewinsales.com
Sunday, October 16, 2011
Buzz Words
I am in the middle of watching the NY Giants play the Buffalo Bills (and what a great game it is). .. its 2 minutes before half time and I stay tuned for this somewhat cool and fast paced Fed Ex Commercial about delivering something to a doctor. At the end of the commercial it says "Innovative Medical Solutions. . .by Fed Ex". Innovative Medical Solutions?? Yes, they are delivering something to do with a medical solution but come on. . .Innovative Medical Solutions???
And so there goes my aha moment of the day! No one pays attention to buzz words anymore. In fact they can often have the reverse effect. If I had a dime for every time I read the words "innovative" or "solution" in a given day, I'd be cooking lobster for dinner instead of spaghetti and meatballs. . .although my meatballs are delicious. In this economy, people who are stressed out and short on time need us sales people to back off the buzz words and get to the point of our conversation. What can we do for our customers? That's the only question we should be asking ourselves before we start yapping. Forward thinking problem solving is in and yes, buzz words are out.
This week the theme of all my sales training and sales strategy planning will be doing away with the buzz words!
Have a great week and go big blue!
And so there goes my aha moment of the day! No one pays attention to buzz words anymore. In fact they can often have the reverse effect. If I had a dime for every time I read the words "innovative" or "solution" in a given day, I'd be cooking lobster for dinner instead of spaghetti and meatballs. . .although my meatballs are delicious. In this economy, people who are stressed out and short on time need us sales people to back off the buzz words and get to the point of our conversation. What can we do for our customers? That's the only question we should be asking ourselves before we start yapping. Forward thinking problem solving is in and yes, buzz words are out.
This week the theme of all my sales training and sales strategy planning will be doing away with the buzz words!
Have a great week and go big blue!
Friday, July 22, 2011
No more sales commission?
Comment and let me know what you think of this gentleman's point:
Paying Sales People Commission an Antiquated Concept
June 22, 2011 by colin_patrick_cairns
I’ve been reading and thinking about sales processes, building sales teams, and what makes organizations effective in growing market share and I have come to an interesting conclusion. Everything we know about sales for the last 100 years is wrong. I see a need for a fundamental shift in the way companies build and structure sales organizations, and more importantly, the way they motivate them.
If we look at the history of the sales profession (starting from when the role was stand-alone, not inventor or service provider selling their own products/services or snake oil), we see that every technique that has been identified, generally accepted, taught and ingrained in sales people and the organizations that employ them have later been determined to be detrimental to the sale…that “sales” gets in the way of “buying”. Most people hate to be sold, but most people like buying. New stuff is cool whether it’s a personal iPhone, or a new data center, or marketing campaign for your organization. But no one likes the sales guy, unless it is lunchtime or happy hour and we want a freebie. I contend that the reason is because the system is flawed—we still use antiquated roles and compensation plans.
It wasn’t long ago at all that “closing” was the predominant skill required of the sales staff, and organizations hired individuals that could name the most techniques in the interview (“Ben Franklin”, “1, 2, 3”, “Alternative Close”, “fear of Loss”, etc.). Neil Rackham’s book SPIN Selling came out in 1988 and proved based on (somewhat questionable) qualitative and quantitative research what everyone intuitively already knew–that “closing” has a negative correlation in results, but a perceived personal positive correlation to the sales person implementing the technique, and that the correlation increases in line with the complexity and sophistication of the product/service or purchaser. Simply, the smarter the buyer and the more money they are spending, the more likely they are to see through, and be turned off by a cheezy sales tactic. But, because sales people are trained and paid to use hard closes, they believe that when they do get the sale, it is a direct result of their action. When they do not get the sale, they will see it as unrelated to their action, or related to not enough action.
Though many organizations and individual still employ and teach these closing techniques, much of the world has finally moved on. The next big jumps in selling have been Value Selling, Solutions Selling, Question Based Selling, Relationship Sales, etc. Most of these ideas are built on the simple concept that large deals with any degree of complexity are typically completed based on trust and mutual understanding of business value in win-win relationships for the provider and the client. The deals are not off-the-shelf, require custom relationships and the ability of the sales team and selling organization to make changes to offerings to provide a REAL solution for their customer.
Great! This is a huge step forward in building a sustainable ethical business community that people can support and get behind; something that provides people with purpose and satisfaction in their jobs. It is a recognition that a company’s goal (and the sales organization’s goal) is not only to produce profit, but also recreate a scenario in which they can make profit in the future. But the question remains, how many sales guys/gals do you trust? I would guess not very many. Let’s face it, sales teams are all still focused on their commission. Of course they are—at least %50 of their compensation packages built on assumed commission.
So how do you build a sales team that is motivated to grow marketshare, close business, build new relationships with new clients and extend relationships with existing clients if you don’t have a carrot? The answer is really interesting. There is a great video by RSA Animate, “Drive: The surprising truth about what motivates us” that is not only some of the coolest whiteboard animation I’ve see, but is also a great look into the question of motivation. It documents a study done by four economic professors from MIT, Carnegie Mellon and the University of Chicago that suggests that a sliding scale, monetary reward works really well for simple, linear tasks. But, once the task required even rudimentary cognitive ability, higher rewards led to poorer performance. The more cognitive ability required, the more financial motivators had a negative correlation to performance…carrots did not work to achieve better results for complex work.
The concept is intuitive when you think about it, in the same way that hard closing techniques backfire on a sophisticated sale. The more intelligent, talented, educated, sophisticated the individual, the less likely it is that they want to be treated like a horse.
The business world is starting to recognize this, and capitalize it on a real way. The video also talks about another great example. If someone told me 20 years that they were going to get a bunch of really intelligent, skilled experts from around the world to do highly complex work free. These are people that are the top of their field, have high paying jobs, and they’re going to volunteer their time, sometimes 30 hours a week. Then, we’re going to take what they produce, and we’ll give it away. And we’ll make millions of dollars…it would have sounded ludicrous, but we have 1 out of 4 corporate servers in fortune 500 companies power by linux—Apache, Wikipedia, etc…
So what is the motivation? According to Dan Pink in the video, the answer is three things: Purpose, Autonomy, and Mastery. Great, how do we institutionalize these concepts into defined processes, roles, compensations packages, etc. to get repeatable results from a sales organization of a major company?
The first step is to attract the talent—candidates with the brainpower and personal motivation to do the job. A company has to create a place where this fundamental shift in the way business is done can happen. For some organizations this will require a fundamental shift in the way they do business, away from solely profit motive driven to encompassing some real transcendent purpose motive. This can happen through sophistication of products, missions, etc.
Where do we draw the line in complexity/scope for products and markets that can work with old-school sales techniques, and organizations that need to build commissionless sales teams? I would say that it has to do with the degree to which an organization needs to, or is willing to make these shifts. If the company has a real and defined purpose motive, chances are it needs to stop paying sales people commission.
The second step is to pay them enough that money is not an issue. This is a fairly simple point, but really the root behind why this method works, and why you see the converse effects on performance of bonuses for highly skilled requirements. Maslow’s hierarchy of needs articulates that only after the basics of life are fully covered, can the real problem solving and contribution begin AND that after those needs are met, it is a necessary progression. This is also why lower salaried, higher commission sales people are more likely to focus on short-term profit and hard closing techniques that backfire.
The third step is get out of their way and wait. Provide resources, education, co-define and document goals, measure progress, etc., but let them have the autonomy to create and implement strategies individually and as teams. Find and define more and more complex engagements and goals. Acknowledge and reward mastery.
That’s it.
I know large organizations are complex, that making changes are not that simple, that things have been working this way for a hundred years. But I also know that when organizations start to make these changes in their sales teams, we will see tremendous results, real and profitable collaborations, and measurable growth.
Ten years ago, before I’ve seen this scientific research on motivation, before I have looked back on my personal career, and organizations I’ve worked for or engaged with, I would have made the exact opposite argument. I thought that every member of staff should have financial rewards for performance to tie the goals of management and labor together. I now understand that the profit motive will not accomplish this tie in a real way. Only through aligning on Purpose, allowing for Autonomy, and being a place where Mastery can happen will the talents of people unite with the goals of an organization.
Paying Sales People Commission an Antiquated Concept
June 22, 2011 by colin_patrick_cairns
I’ve been reading and thinking about sales processes, building sales teams, and what makes organizations effective in growing market share and I have come to an interesting conclusion. Everything we know about sales for the last 100 years is wrong. I see a need for a fundamental shift in the way companies build and structure sales organizations, and more importantly, the way they motivate them.
If we look at the history of the sales profession (starting from when the role was stand-alone, not inventor or service provider selling their own products/services or snake oil), we see that every technique that has been identified, generally accepted, taught and ingrained in sales people and the organizations that employ them have later been determined to be detrimental to the sale…that “sales” gets in the way of “buying”. Most people hate to be sold, but most people like buying. New stuff is cool whether it’s a personal iPhone, or a new data center, or marketing campaign for your organization. But no one likes the sales guy, unless it is lunchtime or happy hour and we want a freebie. I contend that the reason is because the system is flawed—we still use antiquated roles and compensation plans.
It wasn’t long ago at all that “closing” was the predominant skill required of the sales staff, and organizations hired individuals that could name the most techniques in the interview (“Ben Franklin”, “1, 2, 3”, “Alternative Close”, “fear of Loss”, etc.). Neil Rackham’s book SPIN Selling came out in 1988 and proved based on (somewhat questionable) qualitative and quantitative research what everyone intuitively already knew–that “closing” has a negative correlation in results, but a perceived personal positive correlation to the sales person implementing the technique, and that the correlation increases in line with the complexity and sophistication of the product/service or purchaser. Simply, the smarter the buyer and the more money they are spending, the more likely they are to see through, and be turned off by a cheezy sales tactic. But, because sales people are trained and paid to use hard closes, they believe that when they do get the sale, it is a direct result of their action. When they do not get the sale, they will see it as unrelated to their action, or related to not enough action.
Though many organizations and individual still employ and teach these closing techniques, much of the world has finally moved on. The next big jumps in selling have been Value Selling, Solutions Selling, Question Based Selling, Relationship Sales, etc. Most of these ideas are built on the simple concept that large deals with any degree of complexity are typically completed based on trust and mutual understanding of business value in win-win relationships for the provider and the client. The deals are not off-the-shelf, require custom relationships and the ability of the sales team and selling organization to make changes to offerings to provide a REAL solution for their customer.
Great! This is a huge step forward in building a sustainable ethical business community that people can support and get behind; something that provides people with purpose and satisfaction in their jobs. It is a recognition that a company’s goal (and the sales organization’s goal) is not only to produce profit, but also recreate a scenario in which they can make profit in the future. But the question remains, how many sales guys/gals do you trust? I would guess not very many. Let’s face it, sales teams are all still focused on their commission. Of course they are—at least %50 of their compensation packages built on assumed commission.
So how do you build a sales team that is motivated to grow marketshare, close business, build new relationships with new clients and extend relationships with existing clients if you don’t have a carrot? The answer is really interesting. There is a great video by RSA Animate, “Drive: The surprising truth about what motivates us” that is not only some of the coolest whiteboard animation I’ve see, but is also a great look into the question of motivation. It documents a study done by four economic professors from MIT, Carnegie Mellon and the University of Chicago that suggests that a sliding scale, monetary reward works really well for simple, linear tasks. But, once the task required even rudimentary cognitive ability, higher rewards led to poorer performance. The more cognitive ability required, the more financial motivators had a negative correlation to performance…carrots did not work to achieve better results for complex work.
The concept is intuitive when you think about it, in the same way that hard closing techniques backfire on a sophisticated sale. The more intelligent, talented, educated, sophisticated the individual, the less likely it is that they want to be treated like a horse.
The business world is starting to recognize this, and capitalize it on a real way. The video also talks about another great example. If someone told me 20 years that they were going to get a bunch of really intelligent, skilled experts from around the world to do highly complex work free. These are people that are the top of their field, have high paying jobs, and they’re going to volunteer their time, sometimes 30 hours a week. Then, we’re going to take what they produce, and we’ll give it away. And we’ll make millions of dollars…it would have sounded ludicrous, but we have 1 out of 4 corporate servers in fortune 500 companies power by linux—Apache, Wikipedia, etc…
So what is the motivation? According to Dan Pink in the video, the answer is three things: Purpose, Autonomy, and Mastery. Great, how do we institutionalize these concepts into defined processes, roles, compensations packages, etc. to get repeatable results from a sales organization of a major company?
The first step is to attract the talent—candidates with the brainpower and personal motivation to do the job. A company has to create a place where this fundamental shift in the way business is done can happen. For some organizations this will require a fundamental shift in the way they do business, away from solely profit motive driven to encompassing some real transcendent purpose motive. This can happen through sophistication of products, missions, etc.
Where do we draw the line in complexity/scope for products and markets that can work with old-school sales techniques, and organizations that need to build commissionless sales teams? I would say that it has to do with the degree to which an organization needs to, or is willing to make these shifts. If the company has a real and defined purpose motive, chances are it needs to stop paying sales people commission.
The second step is to pay them enough that money is not an issue. This is a fairly simple point, but really the root behind why this method works, and why you see the converse effects on performance of bonuses for highly skilled requirements. Maslow’s hierarchy of needs articulates that only after the basics of life are fully covered, can the real problem solving and contribution begin AND that after those needs are met, it is a necessary progression. This is also why lower salaried, higher commission sales people are more likely to focus on short-term profit and hard closing techniques that backfire.
The third step is get out of their way and wait. Provide resources, education, co-define and document goals, measure progress, etc., but let them have the autonomy to create and implement strategies individually and as teams. Find and define more and more complex engagements and goals. Acknowledge and reward mastery.
That’s it.
I know large organizations are complex, that making changes are not that simple, that things have been working this way for a hundred years. But I also know that when organizations start to make these changes in their sales teams, we will see tremendous results, real and profitable collaborations, and measurable growth.
Ten years ago, before I’ve seen this scientific research on motivation, before I have looked back on my personal career, and organizations I’ve worked for or engaged with, I would have made the exact opposite argument. I thought that every member of staff should have financial rewards for performance to tie the goals of management and labor together. I now understand that the profit motive will not accomplish this tie in a real way. Only through aligning on Purpose, allowing for Autonomy, and being a place where Mastery can happen will the talents of people unite with the goals of an organization.
Tuesday, May 3, 2011
There's been alot of Change in 10 years
Yesterday, upon news of the killing of Osama bin Laden, I was one of the few that wasn't jumping up and down with joy. I couldn't really wrap my finger around why I wasn't ecstatic, other than maybe it was my fear for what might happen next as an act of revenge. Maybe those feelings of anxiety out-weighed any feelings of satisfaction. Maybe it was the resurgence of all of those memories that came flooding back from that beautiful September day, when I was 9 months pregnant, still working, and on my way into the city to meet with Empire Blue Cross Blue Shield at 2 WTC. Whatever it was, there was a definite somber mood to my day.
And when we experience somber moods, there sometimes comes periods of deep reflection. That was definitely the case for me. After all of the personal reflection of what changed for me in 10 years, I couldn't help but think of all that changed for our Commander in Chief, who 10 years ago was virtually an unknown. In fact, he probably watched the television that beautiful September day, much like the rest of us, hearing all of it's horror broadcast from the cable and news networks. Yet fast forward 10 years, he is the one that ends up catching the guy responsible for the atrocity. The most wanted man in the world is captured and killed on his watch. So I start to think, what did Obama do to get himself from being someone quite ordinary, to the most powerful person in the world. From someone watching the September 11th attacks on TV, to someone being responsible for capturing the mastermind in charge.
I usually leave the subject of change to my partner and friend Maureen Ennis, CEO of ColemanEnnis Consulting, but this time I must talk about it myself. How do we go from ordinary, mediocre and average to leader and master of an extraordinary life? Of course it all starts with a vision. A vision that inspires others. A vision that moves people to passionate action. That's where it starts, but its certainly not where it ends. Execution is often the part that differentiates people with great ideas and dreams, from people that transform from ordinary people to extraordinary leaders and holders of extraordinary lives.
By the way, both Maureen and I have extraordinary lives and we have it by planning strategically and executing to the best of our ability calling in trusted advisors and resources when we need to. We can be your trusted advisors and resource and help you have one too!Here's to great change for the years to come!!
www.triplewinsales.com
www.colemanennis.biz
And when we experience somber moods, there sometimes comes periods of deep reflection. That was definitely the case for me. After all of the personal reflection of what changed for me in 10 years, I couldn't help but think of all that changed for our Commander in Chief, who 10 years ago was virtually an unknown. In fact, he probably watched the television that beautiful September day, much like the rest of us, hearing all of it's horror broadcast from the cable and news networks. Yet fast forward 10 years, he is the one that ends up catching the guy responsible for the atrocity. The most wanted man in the world is captured and killed on his watch. So I start to think, what did Obama do to get himself from being someone quite ordinary, to the most powerful person in the world. From someone watching the September 11th attacks on TV, to someone being responsible for capturing the mastermind in charge.
I usually leave the subject of change to my partner and friend Maureen Ennis, CEO of ColemanEnnis Consulting, but this time I must talk about it myself. How do we go from ordinary, mediocre and average to leader and master of an extraordinary life? Of course it all starts with a vision. A vision that inspires others. A vision that moves people to passionate action. That's where it starts, but its certainly not where it ends. Execution is often the part that differentiates people with great ideas and dreams, from people that transform from ordinary people to extraordinary leaders and holders of extraordinary lives.
By the way, both Maureen and I have extraordinary lives and we have it by planning strategically and executing to the best of our ability calling in trusted advisors and resources when we need to. We can be your trusted advisors and resource and help you have one too!Here's to great change for the years to come!!
www.triplewinsales.com
www.colemanennis.biz
Saturday, January 29, 2011
Nothing to do with Business
This has everything to do with Humanity. An article from the Martha's Vineyard Times, a newspaper on my favorite island and favorite place on earth:
The Martha's Vineyard Times
Notes of kindness span generations and the nation
By Nelson Sigelman
Published: January 26, 2011
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It was a chance conversation between strangers in the departure terminal of Logan Airport in Boston the Sunday following Christmas. Waiting for their flight, an Island mother and her two young girls sat next to a man returning to California, carrying an unseen burden of grief.
Photo courtesy of Bruce Bailey
Judy and Bruce Bailey in a recent Christmas card.
They boarded the same plane. During the flight the children each handed Bruce Bailey a note that he tucked in his pocket unread. The plane landed, and they went their separate ways.
Later, at home in San Diego, Bruce Bailey read the notes. As the weeks passed, he wanted to contact the girls to let them know how their words and simple, unadorned kindness had eased his grief over the recent loss of his wife and had affected his outlook on life.
He knew from the notes that the girls were named Kaya and Grace. He recalled that the family said they were visiting relatives. He knew they lived on Martha's Vineyard but little else beyond the bare details of mutual loss they shared in conversation while waiting for their plane.
A lawyer by profession, first in private practice and now for the city of San Diego, Mr. Bailey called the Vineyard Haven post office. Perhaps, he thought, the postmaster in a small community would know a mother with two children named Kaya and Grace.
Postmaster Joe Massua did not. He recommended Mr. Bailey call The Martha's Vineyard Times.
A late evening call
Two weeks ago today, Mr. Bailey called The Times office. It was late. He caught a reporter on his way out the door. Mr. Bailey asked him if he could spare a few minutes to listen to his story.
He explained that eight months ago his wife had died of pancreatic cancer. "Judy and I had been married for 39 years," he said. "I met her in law school at the University of Toledo. She was one of three females in the class."
It had happened quickly. On March 9, his birthday, the doctor delivered a grim prognosis. "Two months and three days later, she passed on. Excuse me," he said as he paused a moment, "I'm still getting over this."
In December, Mr. Bailey decided to travel East for one week, a trip he described as a memorial tour. He visited New York City where through a stroke of luck he was able to get into a sold out show by trumpeter Chris Botti. Three years earlier he and his wife had seen Chris Botti together.
He spent Christmas with his relatives in Marblehead. "It was healing for me to get away," he said.
He left for the airport early that Sunday, anxious to avoid a snowstorm that was expected. The terminal was crowded as he waited for a Southwest Airlines flight to San Diego.
Mr. Bailey said he still attends counseling sessions through Hospice. "One of the things that I am getting through is not only the grieving process but where I can talk to people without crying," he said. "And I am getting there, I'm doing fine."
That Sunday
A woman with two children sat in the only empty seats, next to him. "I started talking to mom, and I don't remember her name. I know she was Italian and just a wonderful lady."
She was traveling with her daughter, Kaya, 7, and stepdaughter, Grace, 13. He thinks they said something about traveling to Carlsbad.
He learned that the woman's first husband had died suddenly a few years earlier and she had remarried a man who had lost his wife, Grace's mom, five years earlier.
"Grace was sitting on the other side of mom so I had to look around mom to say hi to Grace. And Grace said to me, 'You know, Mr. Bailey, my mom died of pancreatic cancer too, and that was five years ago.' And I said, gee you were eight years of age."
"We talked about it just briefly," he said.
The conversation was casual despite a few tears as the older man, mother, and children shared the details of their lives. After about 40 minutes, they said goodbye and boarded their plane.
Two notes
"Before the plane landed in Phoenix the two girls came up and said, 'Mr. Bailey, here,' and they handed me two notes."
He briefly looked at the notes and placed them in his pocket. Later, he caught a glimpse of the family across the luggage pickup area.
"I didn't have a chance until I got home to read them and understand what they really were," he said. He said they were both lovely notes, but Grace's in particular struck a deep chord. "That an eight-year-old who loses her mom and who is now 13 could write a letter like that to me — I was just floored by it.
"Grace's insightfulness has given direction to this 65 year old dealing with his grief," he said.
Mr. Bailey made copies of both notes and he carries both with him. He placed the originals in a memorial booklet dedicated to his wife.
Mr. Bailey, a partner in a private law firm, was in semi-retirement when he decided to take a job with the city of San Diego, which is engaged in litigation against several major companies in connection with a series of devastating wildfires.
He said he loves his new job and the direction it provides, and he wrestles with the loss he feels. But he is quick to add that he is getting through it. "I am so blessed," he said.
Asked what he would want Grace and Kaya to know when they are older, Mr. Bailey said, "What I would like them to know is that even at their young age they can help the world be a better place, and I'm a perfect example of it. They have helped me immeasurably in my outlook on getting through grief. That's what they should know.
"And if I never reach out to them, they'll never know what those simple little 40 minutes that they spent with me and their mom, and then their little notes — they'll never have an idea of how much I want to thank them and let them know that I'm making great steps forward thanks to them."
Editor's note: Mr. Bailey hopes to hear from the family. The Times will forward contact information to him.
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The Martha's Vineyard Times
Notes of kindness span generations and the nation
By Nelson Sigelman
Published: January 26, 2011
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It was a chance conversation between strangers in the departure terminal of Logan Airport in Boston the Sunday following Christmas. Waiting for their flight, an Island mother and her two young girls sat next to a man returning to California, carrying an unseen burden of grief.
Photo courtesy of Bruce Bailey
Judy and Bruce Bailey in a recent Christmas card.
They boarded the same plane. During the flight the children each handed Bruce Bailey a note that he tucked in his pocket unread. The plane landed, and they went their separate ways.
Later, at home in San Diego, Bruce Bailey read the notes. As the weeks passed, he wanted to contact the girls to let them know how their words and simple, unadorned kindness had eased his grief over the recent loss of his wife and had affected his outlook on life.
He knew from the notes that the girls were named Kaya and Grace. He recalled that the family said they were visiting relatives. He knew they lived on Martha's Vineyard but little else beyond the bare details of mutual loss they shared in conversation while waiting for their plane.
A lawyer by profession, first in private practice and now for the city of San Diego, Mr. Bailey called the Vineyard Haven post office. Perhaps, he thought, the postmaster in a small community would know a mother with two children named Kaya and Grace.
Postmaster Joe Massua did not. He recommended Mr. Bailey call The Martha's Vineyard Times.
A late evening call
Two weeks ago today, Mr. Bailey called The Times office. It was late. He caught a reporter on his way out the door. Mr. Bailey asked him if he could spare a few minutes to listen to his story.
He explained that eight months ago his wife had died of pancreatic cancer. "Judy and I had been married for 39 years," he said. "I met her in law school at the University of Toledo. She was one of three females in the class."
It had happened quickly. On March 9, his birthday, the doctor delivered a grim prognosis. "Two months and three days later, she passed on. Excuse me," he said as he paused a moment, "I'm still getting over this."
In December, Mr. Bailey decided to travel East for one week, a trip he described as a memorial tour. He visited New York City where through a stroke of luck he was able to get into a sold out show by trumpeter Chris Botti. Three years earlier he and his wife had seen Chris Botti together.
He spent Christmas with his relatives in Marblehead. "It was healing for me to get away," he said.
He left for the airport early that Sunday, anxious to avoid a snowstorm that was expected. The terminal was crowded as he waited for a Southwest Airlines flight to San Diego.
Mr. Bailey said he still attends counseling sessions through Hospice. "One of the things that I am getting through is not only the grieving process but where I can talk to people without crying," he said. "And I am getting there, I'm doing fine."
That Sunday
A woman with two children sat in the only empty seats, next to him. "I started talking to mom, and I don't remember her name. I know she was Italian and just a wonderful lady."
She was traveling with her daughter, Kaya, 7, and stepdaughter, Grace, 13. He thinks they said something about traveling to Carlsbad.
He learned that the woman's first husband had died suddenly a few years earlier and she had remarried a man who had lost his wife, Grace's mom, five years earlier.
"Grace was sitting on the other side of mom so I had to look around mom to say hi to Grace. And Grace said to me, 'You know, Mr. Bailey, my mom died of pancreatic cancer too, and that was five years ago.' And I said, gee you were eight years of age."
"We talked about it just briefly," he said.
The conversation was casual despite a few tears as the older man, mother, and children shared the details of their lives. After about 40 minutes, they said goodbye and boarded their plane.
Two notes
"Before the plane landed in Phoenix the two girls came up and said, 'Mr. Bailey, here,' and they handed me two notes."
He briefly looked at the notes and placed them in his pocket. Later, he caught a glimpse of the family across the luggage pickup area.
"I didn't have a chance until I got home to read them and understand what they really were," he said. He said they were both lovely notes, but Grace's in particular struck a deep chord. "That an eight-year-old who loses her mom and who is now 13 could write a letter like that to me — I was just floored by it.
"Grace's insightfulness has given direction to this 65 year old dealing with his grief," he said.
Mr. Bailey made copies of both notes and he carries both with him. He placed the originals in a memorial booklet dedicated to his wife.
Mr. Bailey, a partner in a private law firm, was in semi-retirement when he decided to take a job with the city of San Diego, which is engaged in litigation against several major companies in connection with a series of devastating wildfires.
He said he loves his new job and the direction it provides, and he wrestles with the loss he feels. But he is quick to add that he is getting through it. "I am so blessed," he said.
Asked what he would want Grace and Kaya to know when they are older, Mr. Bailey said, "What I would like them to know is that even at their young age they can help the world be a better place, and I'm a perfect example of it. They have helped me immeasurably in my outlook on getting through grief. That's what they should know.
"And if I never reach out to them, they'll never know what those simple little 40 minutes that they spent with me and their mom, and then their little notes — they'll never have an idea of how much I want to thank them and let them know that I'm making great steps forward thanks to them."
Editor's note: Mr. Bailey hopes to hear from the family. The Times will forward contact information to him.
--------------------------------------------------------------------------------
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http://www.mvtimes.com/marthas-vineyard/article.php?id=4317
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Monday, November 1, 2010
Eliminating Price as an Objection
This was sent to then passed on to me today by one of my all time favorite clients, Shelly Aberson a brilliant marketing mind and owner of ANW inc. in Westfield NJ. (www.anwinc.com) It has much of the same content that I speak of regularly to Triple Win Sales clients and is a good reminder!
At a seminar today in Kitchener, Ontario, (an hour north of Toronto for those of you without Google Maps) James Perly, of Perly Consulting Group, came up to me during a break and said, “I have a new closing method.”
I said, “Great! What is it?”
“We beat our customers over the head with a value stick until they close us, and ask us to buy. We don't have brochures, and the whole meeting is about how exactly we would deliver massive value to the client, all done in a friendly, professional manner. We give the client a full strategic map of how they profit if we’re hired. They buy because they believe we are capable of implementing the plan we have offered.”
I smiled.
James continued, “At the end of our sales conversation we have provided our customers with so much value and perceived value that they ask questions like, “OK, what’s the next step?” or “How do we get started?”
NOTE WELL: This is a pretty interesting concept when you consider that 99% (and I may be a bit low on that number) of salespeople (you included) are trying to figure out some manipulative way of closing the sale or asking for the sale. Or worse, they’re wondering when the best time to close is.
Think about it. Is it more powerful for you to ask for the sale, or for the customer to want to buy? Is it more powerful for you to ask for the sale, or for the customer to ask, “When can we get started?”
Your big question at this moment is, “OK, how do I do that?”
But a bigger question is: Are you willing to jump off the product pitch and price comparison proposal horse and buggy, and onto the value rocket ship?
VALUE is a combination of what you offer that you perceive is in favor of the prospective customer, combined with what the prospective customer actually perceives is in favor of them. Sometimes those are two very different perceptions.
What is your “value proposition?” Do you even have one? What are you saying to a prospect that goes beyond what you do and how you do it and what your product or service is, and how it works? Hard question. Harder answer.
BE AWARE: There are 9.5 key areas where value can be perceived:
1. Ease of doing business with you.
2. Ease of contact with you and anyone in your company.
3. Ease of use after purchase.
4. Increase in productivity for the customer.
5. Availability of service when the customer needs it.
6. Boost in customer moral after product or service is installed.
7. Reasonably affordable and market price aligned. NOT the cheapest – rather the best value.
8. Additional profit to the customer (not savings of money). How does the customer really monetarily benefit from overall use?
9. Assurance to the customer, and perception by the customer that there is a perfect fit.
10. Assurance that there is no risk in doing business or purchasing. Otherwise stated as “their peace of mind.” Total reduction or elimination of their perceived risk in doing business with you. Without this, the first nine points don’t matter.
10.5 Continued value messages to help the customer AFTER the purchase has been made.
SALES REALITY: All prospects and customers want to know the same thing: What’s in it for me? How do I profit? And of course: How much is it? When these elements are part of an overall value presentation, you (the seller) win.
If the customer needs it, wants it, and feels there’s a fit – then they will compare perceived value with price.
Most people buy what they PERCEIVE is best for themselves. They first look at the value and quality. How does this suit me, how does this feel, how comfortable with this (and this salesperson) am I? Or better stated: What is THE FIT?
Then they justify the price – or not. The decision to buy is made emotionally, and then justified logically.
BEWARE: Keep in mind that what I have just told you has NOTHING to do with your literature, your sales pitch, your sales techniques, or your product description. It has everything to do with how the customer perceives things will happen after they take ownership or after they get started.
PRICE REALITY: Don’t worry about a price objection – price is just a customer’s way of telling you that the value is lacking, or not evident.
At a seminar today in Kitchener, Ontario, (an hour north of Toronto for those of you without Google Maps) James Perly, of Perly Consulting Group, came up to me during a break and said, “I have a new closing method.”
I said, “Great! What is it?”
“We beat our customers over the head with a value stick until they close us, and ask us to buy. We don't have brochures, and the whole meeting is about how exactly we would deliver massive value to the client, all done in a friendly, professional manner. We give the client a full strategic map of how they profit if we’re hired. They buy because they believe we are capable of implementing the plan we have offered.”
I smiled.
James continued, “At the end of our sales conversation we have provided our customers with so much value and perceived value that they ask questions like, “OK, what’s the next step?” or “How do we get started?”
NOTE WELL: This is a pretty interesting concept when you consider that 99% (and I may be a bit low on that number) of salespeople (you included) are trying to figure out some manipulative way of closing the sale or asking for the sale. Or worse, they’re wondering when the best time to close is.
Think about it. Is it more powerful for you to ask for the sale, or for the customer to want to buy? Is it more powerful for you to ask for the sale, or for the customer to ask, “When can we get started?”
Your big question at this moment is, “OK, how do I do that?”
But a bigger question is: Are you willing to jump off the product pitch and price comparison proposal horse and buggy, and onto the value rocket ship?
VALUE is a combination of what you offer that you perceive is in favor of the prospective customer, combined with what the prospective customer actually perceives is in favor of them. Sometimes those are two very different perceptions.
What is your “value proposition?” Do you even have one? What are you saying to a prospect that goes beyond what you do and how you do it and what your product or service is, and how it works? Hard question. Harder answer.
BE AWARE: There are 9.5 key areas where value can be perceived:
1. Ease of doing business with you.
2. Ease of contact with you and anyone in your company.
3. Ease of use after purchase.
4. Increase in productivity for the customer.
5. Availability of service when the customer needs it.
6. Boost in customer moral after product or service is installed.
7. Reasonably affordable and market price aligned. NOT the cheapest – rather the best value.
8. Additional profit to the customer (not savings of money). How does the customer really monetarily benefit from overall use?
9. Assurance to the customer, and perception by the customer that there is a perfect fit.
10. Assurance that there is no risk in doing business or purchasing. Otherwise stated as “their peace of mind.” Total reduction or elimination of their perceived risk in doing business with you. Without this, the first nine points don’t matter.
10.5 Continued value messages to help the customer AFTER the purchase has been made.
SALES REALITY: All prospects and customers want to know the same thing: What’s in it for me? How do I profit? And of course: How much is it? When these elements are part of an overall value presentation, you (the seller) win.
If the customer needs it, wants it, and feels there’s a fit – then they will compare perceived value with price.
Most people buy what they PERCEIVE is best for themselves. They first look at the value and quality. How does this suit me, how does this feel, how comfortable with this (and this salesperson) am I? Or better stated: What is THE FIT?
Then they justify the price – or not. The decision to buy is made emotionally, and then justified logically.
BEWARE: Keep in mind that what I have just told you has NOTHING to do with your literature, your sales pitch, your sales techniques, or your product description. It has everything to do with how the customer perceives things will happen after they take ownership or after they get started.
PRICE REALITY: Don’t worry about a price objection – price is just a customer’s way of telling you that the value is lacking, or not evident.
Wednesday, August 4, 2010
Selecting Top Talent - Luck or Logic?
I reread this today on the Solutions4Hiring Website (one of our strategic partners for Top Sales Performers) Lately, I would believe that the statistics are even less that 14% of traditional hiring processes yielding successful hires. In a bad economy, resumes are stretched and exaggerated more than ever. Read on for the solution.
The story repeats itself over and over again, in every business: "Our new hire had all the right experience, good references, and interviewed like a champ! But here it is six weeks later, and he's not working out. We can't ignore the fact that he's wrong for the job, and we made a hiring mistake. Now, we have to start all over again!"
Better luck next time? Not necessarily - that is, if you continue to select talent the way you always have, hoping that you'll be luckier next time!
According to research by Michigan State University, the typical interviewing process in use by most companies is at best only 14% effective in predicting successful job hires. The remaining 86% keeps your recruiting manager extremely busy managing the proverbial revolving door of resumes, applications, hires, and fires. In turn, your business profits suffer from lapses in staff coverage that equate to lost opportunities, erosion of customer satisfaction, continual training expenses, and burnout for the remaining employees. That's not counting your plummeting business reputation as seen by the outside world. Negative impact is so serious from continual talent churn that studies now show it is a contributing factor to the decline of company stock prices - and a reason for quality employees to carefully avoid working for those companies.
So, now that talent churn has been proven as a serious negative impact on your company's bottom line, what are the options to remedy ineffective hiring practices? Choose one:
1. Interview more people, faster!
2. Throw all your resources at recruitment!
3. Find and implement a more effective process!
If you chose "3" above, then you are on the right track. You are beginning to realize that continuing to hire as you always have will not move your business forward successfully. Today, with intangible assets (intellectual talent) accounting for up to 80% of the total market value of US corporations, something has to change. A new emphasis on identifying and retaining top talent is far overdue.
One such emphasis is on creating a clearer definition of the key jobs your company has to fill. You will have a much better chance of finding the right fit for a job if you DEFINE THE JOB and then HIRE THE MATCHING TALENT to fill it. A logical approach, the concept is still too new for many businesses to comprehend, as they repeatedly practice talent mismanagement through "fire, ready, aim" instead of "ready, aim, fire!" Besides, is it possible to measure a JOB and then apply the SAME measurement to TALENT?
Yes, you can do it. You can define jobs and identify matching talent with factual, unbiased measurements to improve the rating on your company's talent management scorecard. It's a matter of beginning your next hiring process by assessing the JOB first, and quantifying its top 3-5 "key accountabilities." The result will be a template for objectively assessing and hiring MATCHING TALENT.
Add this new assessment methodology to your current hiring process to help prevent poor hires, and the related drain on your business profits. Investments made in selecting the right talent for evolving jobs continue to be the most valuable investments in the future success of any business. You can increase your "luck" in finding the right person for the job by adding a new and measurable "logic" to hiring talent!
www.topsalesperformers.biz
The story repeats itself over and over again, in every business: "Our new hire had all the right experience, good references, and interviewed like a champ! But here it is six weeks later, and he's not working out. We can't ignore the fact that he's wrong for the job, and we made a hiring mistake. Now, we have to start all over again!"
Better luck next time? Not necessarily - that is, if you continue to select talent the way you always have, hoping that you'll be luckier next time!
According to research by Michigan State University, the typical interviewing process in use by most companies is at best only 14% effective in predicting successful job hires. The remaining 86% keeps your recruiting manager extremely busy managing the proverbial revolving door of resumes, applications, hires, and fires. In turn, your business profits suffer from lapses in staff coverage that equate to lost opportunities, erosion of customer satisfaction, continual training expenses, and burnout for the remaining employees. That's not counting your plummeting business reputation as seen by the outside world. Negative impact is so serious from continual talent churn that studies now show it is a contributing factor to the decline of company stock prices - and a reason for quality employees to carefully avoid working for those companies.
So, now that talent churn has been proven as a serious negative impact on your company's bottom line, what are the options to remedy ineffective hiring practices? Choose one:
1. Interview more people, faster!
2. Throw all your resources at recruitment!
3. Find and implement a more effective process!
If you chose "3" above, then you are on the right track. You are beginning to realize that continuing to hire as you always have will not move your business forward successfully. Today, with intangible assets (intellectual talent) accounting for up to 80% of the total market value of US corporations, something has to change. A new emphasis on identifying and retaining top talent is far overdue.
One such emphasis is on creating a clearer definition of the key jobs your company has to fill. You will have a much better chance of finding the right fit for a job if you DEFINE THE JOB and then HIRE THE MATCHING TALENT to fill it. A logical approach, the concept is still too new for many businesses to comprehend, as they repeatedly practice talent mismanagement through "fire, ready, aim" instead of "ready, aim, fire!" Besides, is it possible to measure a JOB and then apply the SAME measurement to TALENT?
Yes, you can do it. You can define jobs and identify matching talent with factual, unbiased measurements to improve the rating on your company's talent management scorecard. It's a matter of beginning your next hiring process by assessing the JOB first, and quantifying its top 3-5 "key accountabilities." The result will be a template for objectively assessing and hiring MATCHING TALENT.
Add this new assessment methodology to your current hiring process to help prevent poor hires, and the related drain on your business profits. Investments made in selecting the right talent for evolving jobs continue to be the most valuable investments in the future success of any business. You can increase your "luck" in finding the right person for the job by adding a new and measurable "logic" to hiring talent!
www.topsalesperformers.biz
Friday, July 30, 2010
Blue Ocean Strategy for Small Business
I recently finished a Blue Ocean Marketing Workshop Strategy for a small business client of mine. I've been all over converting big business strategies (utilizing my own spin of course) to small business ones and working with clients to implement and execute them. Of course I've been doing this mostly because I've been re-reading some of my all time favorite business books this summer. The objective of creating and executing a Blue Ocean Strategy is to get out of the crowded competitive (red) ocean waters and focus on a market strategy where there is uncontested market space (blue ocean) and unlimited upside potential. A great exercise for every small business to utilize is the Eliminate-Reduce-Raise-Create grid, which helps identify this uncontested market space,giving you a greater value proposition and unparalleled differentiation in the mind of potential new clients. There is no better time to create some new and effective marketing and sales strategies than summer, and no better time to execute than the third and fourth quarters of the year. As usual, call us at Triple Win Sales with any questions or requests for help. Have a wonderful end to July!!
Monday, July 19, 2010
Master these 6 skills to get more Sales
My biggest challenge with new sales training clients is to migrate them from the "we do this and we do that and we've been around forever.." style to one of "this is how we can help you achieve your business goals, mr. customer". This is why I particularly appreciate these 6 tips that will help small business and large business grow their sales.
1. Learn the Power of Silence . You probably have a list of strategic questions to ask along with clarifying questions that you will use as the need arises. After you've asked a question, be silent and let the other party speak. On far too many occasions, I have heard sales people answer their own questions. I have heard sales reps drag out their questions in order to fill a silent gap. I have heard other members of the sales team jump in with their versions of the answer to show off their prowess and knowledge. In any conceivable scenario involving two people communicating with each other, the same rule of thumb applies--the person that is asking the questions is directing the conversation. If you are doing all of the talking, then your prospect or client is directing the conversation. Learn to be silent and listen.
2. Use Vocal Control to Direct the Conversation . Back in the '90s, I picked up a series of educational sales tapes by Zig Ziglar. On one of those tapes, Ziglar ran through an exercise that highlighted the importance of vocal intonation. By taking a single statement, like "I did not say he stole the money," and applying emphasis on the different words, he showed how we could give this one simple statement seven meanings. A question like, "What do you do here" can also have several meanings with the appropriate verbal markings. Asking, "What do you do here?" can be taken as a generic question referring to your contact's company. On the other hand, asking, "What do you do here?" places the focus on the individual you are speaking with. Moreover, asking, "What do you do here ?" references the current location over everything else. Again, by verbally marking certain words in your questions and statements, you can better structure your consultations to carry more impact and meaning.
3. Ask for Clarification . If you are unsure of a statement or a question that your prospect has put on the table, do not be afraid to ask clarifying questions. As human beings trying to communicate with one another, we sometimes forget that everyone has different experiences, which gives everyone a unique and different perspective. If we communicate using vague instructions and concepts while assuming that everyone is familiar with what's in our heads, we can count on a certain level of misunderstanding to take place. If a client or prospect says that they have problems with employee engagement, ask them for examples and scenarios that clarify what employee engagement means to them. Then, once you have concrete examples of what they mean, recap to the best of your understanding to check if both of you are on the same page. If yes, then you can move forward with the sales process. If not, go back and gather more examples. The last thing you want to do is to expend resources solving something that your prospect does not consider a problem because you misunderstood what they were saying.
4. Maintain Mental Awareness . If you have asked a question and your client is speaking about their challenges or their environment, you have an opportunity to focus and understand their statements and combine ideas to design a solution. You can also focus on the fact that your numbers are down and how much you really need to make this sale. Or, you can even drift off to how much you are looking forward to your "date night" and you can't wait for 5:30 to arrive. Even after you have mastered the skill of asking questions and you are adept with letting your prospect talk, you need to maintain mental awareness and stay focused on what your prospect is saying. We talk a lot about the dwindling attention span of our prospects and how little time we have to get their attention. Attention deficit is not something that only our prospects suffer from. Sales people suffer from the same challenge. To listen effectively, we need to exercise our will to keep our attention focused on what our prospects are saying. Don't stray and think about your shopping list or date night. Stay focused on the conversation and take notes on the discussion at hand. Not only will you create a viable solution, but your prospects will appreciate the attention.
5. Take Your Ego Out of the Picture . Sometimes it is hard to take the emphasis off of us. We want to appear knowledgeable and we want to make a good impression. We want to position our presence in our client's minds as the top dog with all of the answers, or at least more answers than our competitors. At this point, the sale becomes all about us and how we can look good, sound good and feel good. When this happens, our perception is clouded and our goals become murky. The reason we are there at the client site becomes "we want to look good." Remember that the best way to make a lasting impression with a client or prospect is to pay attention to them and show them some appreciation. Put your ego on the sideline until after the sale is complete.
6. Leverage All of Your Informational Resources . Now more than ever, you always need to do your research before you show up at your prospect's door. However, their website is not going to tell you everything. Your greatest source of information is your network of contacts inside and outside of the company. Become a skilled investigator, adept at asking questions to gather relevant information and assemble that information to create a credible picture of their environment. Social networking sites like LinkedIn will let you see which of your contacts are networked with a possible prospect company. Get as much information from as many sources at your disposal to gain a more complete picture of your prospect's situation and create a solution that will turn them into raving fans.
When you are conducting your consultation, remember that it's all about them, the prospect. Enhance your skills in listening and awareness and put the focus of this newfound power on your prospect or client. As long as you keep your attention focused on them and not on what you are doing, you'll have an excellent chance to collect exquisite information on your prospect. Enough to move the sales process forward to the next stage.
Good Selling! As always you can always email Triple Win Sales for help! laura@tabnewjersey.com
1. Learn the Power of Silence . You probably have a list of strategic questions to ask along with clarifying questions that you will use as the need arises. After you've asked a question, be silent and let the other party speak. On far too many occasions, I have heard sales people answer their own questions. I have heard sales reps drag out their questions in order to fill a silent gap. I have heard other members of the sales team jump in with their versions of the answer to show off their prowess and knowledge. In any conceivable scenario involving two people communicating with each other, the same rule of thumb applies--the person that is asking the questions is directing the conversation. If you are doing all of the talking, then your prospect or client is directing the conversation. Learn to be silent and listen.
2. Use Vocal Control to Direct the Conversation . Back in the '90s, I picked up a series of educational sales tapes by Zig Ziglar. On one of those tapes, Ziglar ran through an exercise that highlighted the importance of vocal intonation. By taking a single statement, like "I did not say he stole the money," and applying emphasis on the different words, he showed how we could give this one simple statement seven meanings. A question like, "What do you do here" can also have several meanings with the appropriate verbal markings. Asking, "What do you do here?" can be taken as a generic question referring to your contact's company. On the other hand, asking, "What do you do here?" places the focus on the individual you are speaking with. Moreover, asking, "What do you do here ?" references the current location over everything else. Again, by verbally marking certain words in your questions and statements, you can better structure your consultations to carry more impact and meaning.
3. Ask for Clarification . If you are unsure of a statement or a question that your prospect has put on the table, do not be afraid to ask clarifying questions. As human beings trying to communicate with one another, we sometimes forget that everyone has different experiences, which gives everyone a unique and different perspective. If we communicate using vague instructions and concepts while assuming that everyone is familiar with what's in our heads, we can count on a certain level of misunderstanding to take place. If a client or prospect says that they have problems with employee engagement, ask them for examples and scenarios that clarify what employee engagement means to them. Then, once you have concrete examples of what they mean, recap to the best of your understanding to check if both of you are on the same page. If yes, then you can move forward with the sales process. If not, go back and gather more examples. The last thing you want to do is to expend resources solving something that your prospect does not consider a problem because you misunderstood what they were saying.
4. Maintain Mental Awareness . If you have asked a question and your client is speaking about their challenges or their environment, you have an opportunity to focus and understand their statements and combine ideas to design a solution. You can also focus on the fact that your numbers are down and how much you really need to make this sale. Or, you can even drift off to how much you are looking forward to your "date night" and you can't wait for 5:30 to arrive. Even after you have mastered the skill of asking questions and you are adept with letting your prospect talk, you need to maintain mental awareness and stay focused on what your prospect is saying. We talk a lot about the dwindling attention span of our prospects and how little time we have to get their attention. Attention deficit is not something that only our prospects suffer from. Sales people suffer from the same challenge. To listen effectively, we need to exercise our will to keep our attention focused on what our prospects are saying. Don't stray and think about your shopping list or date night. Stay focused on the conversation and take notes on the discussion at hand. Not only will you create a viable solution, but your prospects will appreciate the attention.
5. Take Your Ego Out of the Picture . Sometimes it is hard to take the emphasis off of us. We want to appear knowledgeable and we want to make a good impression. We want to position our presence in our client's minds as the top dog with all of the answers, or at least more answers than our competitors. At this point, the sale becomes all about us and how we can look good, sound good and feel good. When this happens, our perception is clouded and our goals become murky. The reason we are there at the client site becomes "we want to look good." Remember that the best way to make a lasting impression with a client or prospect is to pay attention to them and show them some appreciation. Put your ego on the sideline until after the sale is complete.
6. Leverage All of Your Informational Resources . Now more than ever, you always need to do your research before you show up at your prospect's door. However, their website is not going to tell you everything. Your greatest source of information is your network of contacts inside and outside of the company. Become a skilled investigator, adept at asking questions to gather relevant information and assemble that information to create a credible picture of their environment. Social networking sites like LinkedIn will let you see which of your contacts are networked with a possible prospect company. Get as much information from as many sources at your disposal to gain a more complete picture of your prospect's situation and create a solution that will turn them into raving fans.
When you are conducting your consultation, remember that it's all about them, the prospect. Enhance your skills in listening and awareness and put the focus of this newfound power on your prospect or client. As long as you keep your attention focused on them and not on what you are doing, you'll have an excellent chance to collect exquisite information on your prospect. Enough to move the sales process forward to the next stage.
Good Selling! As always you can always email Triple Win Sales for help! laura@tabnewjersey.com
Saturday, July 3, 2010
Cruising and Safety Signs
It never occurred to me how many safety label and warning signs there are out in the universe until I spent the last week aboard a cruise with my family. Maybe it was more obvious than before because I've spent the last three months working with the sales force at Clarion Safety Systems out of Milford, Pa. A hazardous warning system is something that we are always, even if perhaps unconsciously, looking out for. It took my 3 kids and 4 nieces and nephew's obsession with falling overboard or getting hurt to realize just how many signs there were all around us attempting to keep us from harm's way.
What signs are there in your organization that are telling you that your sales or marketing efforts aren't working?? There are probably a lot more than your conscious is telling you so. Every time I walked around the deck of the ship this week, I made an affirmation to do something differently yet positively about my life. Make one of those today and call Triple Win Sales (www.triplewinsales.com) to help you increase your sales and marketing! 973 635 0177 And for more info on Clarion's safety warning systems contact Derek or Gary today at derek@clarionsafety.com or gpomes@clarionsafety.com.
Have a wonderful 4th of July!
What signs are there in your organization that are telling you that your sales or marketing efforts aren't working?? There are probably a lot more than your conscious is telling you so. Every time I walked around the deck of the ship this week, I made an affirmation to do something differently yet positively about my life. Make one of those today and call Triple Win Sales (www.triplewinsales.com) to help you increase your sales and marketing! 973 635 0177 And for more info on Clarion's safety warning systems contact Derek or Gary today at derek@clarionsafety.com or gpomes@clarionsafety.com.
Have a wonderful 4th of July!
Thursday, February 11, 2010
What the Heck is Sales 2.0 and Why you Should Care
I found this blog online today at Hubspot although it was written by Nigel Edelshain and edited by me. It speaks to exactly what we help our clients with!
I've got three young kids. My youngest is very little. I've noticed that when my kids go on play dates, they spend the first several minutes sizing up "the opposition" before they dive into play. Once they get going on the play portion of the event, they never look back. In fact, it's usually hard for them to hear me at all, which presents particular problems when it's time to leave.
Right now the inbound marketing movement and the Sales 2.0 movement are around 3 to 4 years old, and I believe we're sizing each other up rather like my kids, deciding whether it's OK to play together.
My prediction is we're about to get on like a "house on fire" and not want to go home. To me, inbound marketing and Sales 2.0 are natural playmates.
So what the heck is Sales 2.0 anyway?
Sales 2.0 is about sales people using Web 2.0 tools and social media to sell more effectively.
The inbound marketing movement has realized that traditional "interruption based" marketing is becoming less-and-less effective and that era is coming to an end. Similarly the Sales 2.0 movement has realized that "interruption based" selling is becoming less effective (particularly volume cold calling) and that era is coming to end too. (We sales people are slower to learn than marketers, as most innovation in the sales profession took place in the 1890's. So that era is certainly due to end.)
I have to admit I'm an inbound marketing "fan." But there are cases where inbound marketing is not enough on its own. In these cases, Sales 2.0 is going to be essential to small business owners and marketers. Some cases:
1. Target Accounts: If your business is about selling something expensive, you often have a finite target account list. Depending on how specialized the thing is you sell (usually equated with how expensive it is), then there may only be between a few hundred and a few dozen companies that want it and can afford it. In this scenario, you need a proactive approach to selling. Inbound marketing alone is not going to be enough.
I always imagine a sales rep in this scenario whose boss comes to him and says "how are we getting on penetrating GE" and the rep who loves inbound marketing too much says "we're waiting for them to hit our website and download a white paper".
2. After Inbound: So what happens after someone does download that white paper from your website (after they've been magnetically attracted by your inbound marketing)? You get in touch with them, right? If they fill in the right values in your Web forms, you get in touch with them fast. You may even call them.
When you call, you are suddenly in "outbound land." Sure, you have a bit more permission since the person hit your site and filled out a form, but usually you still have a lot of selling to do. So being smart about selling is still going to critical, otherwise you are going to blow your hard earned inbound lead with some ineffective "Sales 1.0" sales techniques.
3. Further down the Funnel: Whichever way the lead gets to you, sooner or later it's going to be the sales team's ball. There's a whole bunch of tools now that can make sales people smarter in the ways they progress deals to closure. All these tools fall under the Sales 2.0 mantel...but I'm not going to talk about them on this post.
I believe inbound marketing and Sales 2.0 are natural playmates. Inbound marketing has been conceived by marketers for marketers. Sales 2.0 has been conceived by sales people for sales people. Both have been catalyzed by the Internet and all the changes it has brought about in buyer behavior.
With a bit of luck, inbound marketing and Sales 2.0 together may even fix the infamous divide between marketing and sales departments. If that happens, we will truly never "want to go home".
email Laura at laura@tabnewjersey.com
I've got three young kids. My youngest is very little. I've noticed that when my kids go on play dates, they spend the first several minutes sizing up "the opposition" before they dive into play. Once they get going on the play portion of the event, they never look back. In fact, it's usually hard for them to hear me at all, which presents particular problems when it's time to leave.
Right now the inbound marketing movement and the Sales 2.0 movement are around 3 to 4 years old, and I believe we're sizing each other up rather like my kids, deciding whether it's OK to play together.
My prediction is we're about to get on like a "house on fire" and not want to go home. To me, inbound marketing and Sales 2.0 are natural playmates.
So what the heck is Sales 2.0 anyway?
Sales 2.0 is about sales people using Web 2.0 tools and social media to sell more effectively.
The inbound marketing movement has realized that traditional "interruption based" marketing is becoming less-and-less effective and that era is coming to an end. Similarly the Sales 2.0 movement has realized that "interruption based" selling is becoming less effective (particularly volume cold calling) and that era is coming to end too. (We sales people are slower to learn than marketers, as most innovation in the sales profession took place in the 1890's. So that era is certainly due to end.)
I have to admit I'm an inbound marketing "fan." But there are cases where inbound marketing is not enough on its own. In these cases, Sales 2.0 is going to be essential to small business owners and marketers. Some cases:
1. Target Accounts: If your business is about selling something expensive, you often have a finite target account list. Depending on how specialized the thing is you sell (usually equated with how expensive it is), then there may only be between a few hundred and a few dozen companies that want it and can afford it. In this scenario, you need a proactive approach to selling. Inbound marketing alone is not going to be enough.
I always imagine a sales rep in this scenario whose boss comes to him and says "how are we getting on penetrating GE" and the rep who loves inbound marketing too much says "we're waiting for them to hit our website and download a white paper".
2. After Inbound: So what happens after someone does download that white paper from your website (after they've been magnetically attracted by your inbound marketing)? You get in touch with them, right? If they fill in the right values in your Web forms, you get in touch with them fast. You may even call them.
When you call, you are suddenly in "outbound land." Sure, you have a bit more permission since the person hit your site and filled out a form, but usually you still have a lot of selling to do. So being smart about selling is still going to critical, otherwise you are going to blow your hard earned inbound lead with some ineffective "Sales 1.0" sales techniques.
3. Further down the Funnel: Whichever way the lead gets to you, sooner or later it's going to be the sales team's ball. There's a whole bunch of tools now that can make sales people smarter in the ways they progress deals to closure. All these tools fall under the Sales 2.0 mantel...but I'm not going to talk about them on this post.
I believe inbound marketing and Sales 2.0 are natural playmates. Inbound marketing has been conceived by marketers for marketers. Sales 2.0 has been conceived by sales people for sales people. Both have been catalyzed by the Internet and all the changes it has brought about in buyer behavior.
With a bit of luck, inbound marketing and Sales 2.0 together may even fix the infamous divide between marketing and sales departments. If that happens, we will truly never "want to go home".
email Laura at laura@tabnewjersey.com
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