Sales - Perpetuating the Myth
Monday, January 29, 2007
Why are salespeople still viewed as fast-talking, slick and selfish?
More importantly, why do new salespeople believe that's what's needed to succeed in sales?
********************************************************Before I launch into our topic this week, I'd like to thank all of you who alerted me to the problems you were having posting comments. The Invaluable Leader readers will benefit immensely from your insights. With the help of the technology folks, we've eliminated the need for you to sign in prior to posting a comment. The sign-in boxes still appear on the screen, but you can ignore them. If you still experience problems, please let me know. I want other readers to benefit from your wisdom. Back to our topic!
********************************************************Recently, a young woman told me that she needed my help to become a better salesperson. I asked her to share her perception of a salesperson. She said, "Someone who has a quick mind, can handle objections and knows how to push for the sale." "Is that the kind of person with whom you like to deal?", I asked. Her answer was "No!"Why is it that, after decades of consultative selling, this misperception about salespeople still exists? There are several reasons:- our minds have been conditioned to relate "salesperson" to selfish motives
- there are still significant numbers of salespeople who, lacking training, push for the sale when they don't know what else to do
- even the best salespeople hit a slump occasionally - it's easy to become pushy when we're hungry
What's the solution to this problem? Change the mental image your salespeople carry with them. Change their focus from: - making the sale, to building rapport with the customer
- handling objections, to supporting the buyer in making an informed decision
- convincing marginally interested buyers, to finding your ideal customers
It's counter-intuitive, but these changes allow salespeople to view themselves in a better light. That's the first step in getting the public to view them in a better light. Is there a nagging question that's keeping you from taking your business to the next level? If so, send me a brief synopsis at dale@furtwengler.com. I'll address the topic in a future posting. I assure you complete anonymity.
Are Leaders Born or Made?
Monday, January 22, 2007
This age-old question is the wrong question.What questions should we be asking?
In my work with high school students I try to avoid having them limit their potential through misconceptions about their abilities. During our discussions, the leadership question (born or made?) always surfaces. Here's how I answer that question."There are times in your life when you will be the one with the superior knowledge and experience and it will make sense for you to lead. At times, others will possess greater knowledge and experience and your role will be to follow. Finally, there will be times when those who possess greater ability refuse to take the lead and you'll take the lead in order to get the result you seek. This is a true in our personal lives as it is in business."Over the years I've observed people, many of whom who claim not to be leaders, step up in difficult situations and make wonderful things happen. The keys to their willingness to take on the leadership role are confidence and desire. What I've observed is that when people are confident in their abilities, they readily accept leadership responsibilities. When they're not confident, they resist unless there is no one else willing to take on the leadership role. Then it's not a matter of confidence as much as desire - the desire to see a good result in whatever situation they're facing.What's my message? Leadership isn't a question of born or made; it's a question of confidence and interest. If you want to increase the leadership capabilities in your organization, help your employees gain these qualities. How? To improve confidence help your employees establish goals that stretch their capabilities, then celebrate their achievements. To garner your employees' interest, involve them in the planning process. Their upfront involvement will generate interest in the final result. It's counter-intuitive, but leadership capability is a function of confidence and interest. Qualities that each of us possess; qualities that can be nurtured. Share your wisdom with Invaluable Leader readers, click on comments and add your thoughts. If you have other topics you'd like me to address email me at dale@furtwengler.com.
A House Divided Cannot Stand
Monday, January 15, 2007
Lincoln's words couldn't be more true.How do you deal with a divided house?Let's say that you have been hired to take over a dysfunctional team or a company filled with unhappy employees. How do you deal with these situations?
Depending on your temperament, your natural tendency will be to either mend fences or clean house. Mending fences is a risky business. Often you'll be accused of taking sides by all "aggrieved" parties. Cleaning house means a loss of talent, experience and skills. So what's the alternative?Find a common enemy! Find another team that's competing for resources in the company and focus on outperforming that team. Look at a competitor who has been gaining on your company and let people know what that could mean to the lifestyles they enjoy. The fear of economic loss and the desire to win - to be viewed as the best in your field are both powerful tools for overcoming infighting within organizations.It's counter-intuitive, but focusing on a common enemy can help people view their differences as minor issues in light of the bigger picture. This approach works regardless of the size of the organization. It works for teams, departments, divisions and even for nations. If the Iraqi government created a message and frequently reminded the Iraqi people that overcoming their factional disputes could:- produce jobs that would improve their lives
- protect their country from attack by a neighboring nation
- rid themselves of a U.S. presence
It's likely that the reasonable among the Iraqis would put pressure on the extremists to stop their terrorist activities. If that pressure didn't work, they'd notify the goverment of the location of these extremists so that they could be stopped. This approach works because the well-reasoned are the majority in any organization. Please let me know if there are topics you'd like me to address. My email address is dale@furtwengler.com.
Productivity - Goal or Byproduct?
Monday, January 08, 2007
This isn't just a play on words.
The results you get depend heavily on your view of productivity.
A little over a month ago Marc Bulger, the St. Louis Rams' quarterback, chastised his teammates for not caring about winning. As a result, they not only won their last three games; in their last game they ran up an amazing 41 points against a highly-touted Minnesota Vikings defense. Would the same result have been achieved if Mr. Bulger had encouraged his teammates to increase productivity? Not likely. Why?
First, increasing productivity implies that we aren't as productive as we should be. Who wants to make that admission? Even the most enlightened among us, those who realize that no one ever achieves his/her full potential, bristle at the thought that they're underachieving.
Second, increasing productivity doesn't have any pizzazz. It's hard to get excited about being more productive. So what's the alternative?
Do as Marc Bulger did, make winning your focus. Outperform your competitiors! Focus on outperforming them at every step of the process from the initial sales call to handling the paperwork at the end. It's exciting for you and your employees to hear others tout you as the best in your field. It's fun to watch your competitors scramble to keep up with you. It's an honor to be recognized as the premier provider in your industry.
If you want productivity increases don't make that your goal. Instead, focus on outperforming your competitors. Productivity increases will occur as a natural byproduct of your winning efforts, just as it did for the Rams. This approach is counter-intuitive. Maybe that's what makes it so effective.
Do you have a particular idea or concept you'd like to share? Include it in your comment. If you'd like me to deal with an issue that's specific to your industry, email me at dale@furtwengler.com and I'll get back to you. I assure complete confidentiality.
Old Receivables
Tuesday, January 02, 2007
Problem or Opportunity?
They're gold mines waiting to be discovered.
All too often we look at our accounts receivable aging and bemoan the over 60 and over 90 day customers. After all, they're not upholding their end of the bargain, right? The reality is that often our customers aren't paying on time because we aren't performing as promised. Here are some possible explanations for why they're not paying: - your quality has declined
- you consistently miss delivery dates
- your invoices go out with errors in them
- you've changed the terms, payment or delivery, without checking with them
A few years ago I met with a controller who had decided to go paperless and send electronic invoices to his customers. When I asked him whether he'd surveyed his customers to see what that decision would do to them, he said "No, we need to do this to reduce our costs." He didn't care what impact it had on the customer or what difficutlties it might pose for them. Nor did he see that he opened the door for them to take their business elsewhere or, at least, slow their payments as a way of penalizing him for the inconvenience he caused them. If you want to WOW your customers, take a look at your old receivables. They'll tell you how you're disappointing your customers, then change your practices accordingly. It's counter-intuitive, but old receivables are maps to gold mines hidden in your business. Happy New Year! May 2007 be your best year yet! This month's special report is "Vision: The Blessing of a Chosen Few?" You can order this report by clicking on the Special Report tab. Please let me know how I can make your 2007 more successful, simply email me with topics of interest to you. My email address is dale@furtwengler.com.
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