Developing World Class Sales Teams
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Posted by: In: TSC 21 Oct 2014 0 comments

The greatest expense in any company is LOST SALES

You don’t realize it because it never hits your books – it hits the other guy’s books. If you had to write off lost sales they would become visible and your CFO, CEO, and the analysts will be clamoring for better hiring and sales training.

Research from CSO Insights in 2012 showed that less than 50% of forecasted deals actually were won. About 24% stalled and bought nothing from anyone. About 30% were lost to competition. This is a huge failure rate on deals that sales reps thought they were going to win.

Many salespeople have taken courses early in their career over the last 30 years to teach them how to do consultative selling or selling solutions – learning how to discover pains, link their solutions, and present a proposal based on how they would meet the customer’s needs with a good ROI.

This is a sound fundamental selling skill but it is no longer enough to win complex sales in today’s economy. In any committee buying process today you must have a political strategy, a relationship strategy, a competitive strategy and a closing strategy or you are going into a gunfight with a knife. Your reps will get outsold and over half their time in a year will be wasted.

Here are 12 insights, flaws and developments that we have discovered that make additional competencies and processes necessary for your salesforce or you will be consistently outsold.

1 They Often Don’t Really Know What They Need

One of the most successful companies in the world, Apple, doesn’t do any market research. It figures out what people want and builds great products for them. Quite often people haven’t even imagined a product like this was possible to have it be a need or a pain? Nobody ever wrote an RFP looking for an iPhone or iTunes, but when they first saw it they had to have it.

2 They Don’t Agree

We do an organizational assessment of a salesforce’s best practices and performance as a free service to companies that are interested in improving sales performance. For about 50 best practices we simply ask “How important is this to you?” and “How well do you execute?” It produces an eye-opening snapshot telling you where to improve the most and the fastest.

But what we were not expecting was that the CEO, The VP of Sales, sales managers, and the sales reps often differed on what they thought their problems were. This is why committees seldom reach a consensus in the complex sale. They disagree on what’s needed from the beginning. It often results in a power struggle where the most powerful person with the most strategic business problem prevails. It is in this phase that salespeople lose half their forecast and it is not addressed in other sales methodologies.

The CEO says this best practice is important and we are terrible at it, sales managers say it’s not very important and they’re pretty good at it, and the sales reps say that it’s very important and that we stink at it. If you ask them what keeps him awake at night you will get different answers. This is when politics enters in because the needs of the most powerful people usually prevail.

I experienced this at the end of an evaluation for sales methodology at a major software company where we had just won but while we were packing up we mentioned that we had a training program just for sales managers. The client said, “Sit back down. We actually need that first. We’ve got several camps of culture due to acquisitions and we need to get everyone aligned again.” We had done discovery with the middle management and they had never mentioned that problem. Why not? They were the problem.

3 Needs Change During an Evaluation

How often has the client told you that they wanted one thing and then bought from someone else based on a feature they never mentioned?

Neil Rackham, who did the original research on consultative selling, actually documented this phenomenon. Prospects want something early in the sale and different things at the end.

But what he didn’t address is that good salespeople can change the prospect’s needs in their favor by helping them understand their own problem better or by showing how they can solve a problem that they haven’t thought of yet.

4 They Actually Need More Than They Say They Want

Henry Ford said, “If I had asked people what they wanted, they would have said ‘Faster horses.’” Sometimes clients ask for a myopic solution to a problem that is only a symptom of a deeper root cause. Or they ask for a product or technical feature that ignores the issue of behavior change management. In both cases the customer probably will not get the results that they hoped for.

A common sales strategy is to show them a more complete solution that addresses all aspects of functionality, service, installation, and sustainability, but the stakeholder needs to be someone who can see the bigger picture and has the power to shift the vision of a solution.

5 Some Needs Are Personal, Political, or Hidden Agendas

Often some of the most powerful buying motives are hidden but very powerful. Political benefits can’t be discussed in a group but can often shape the outcome of a sale much to the surprise and disappointment of a sales rep. You must uncover them by building rapport with each stakeholder, then get them by themselves and ask what they are looking for from this engagement or solution.

Political agendas may include: Peer respect, satisfied boss, promotion, job stability, retirement, unions, influence, image, reciprocity, personal agendas, revenge, or risk. These may sometimes be at odds with the organizational agenda (resume padding) or even illegal (bribes, conflicts of interest) so be very careful.

6 Not All Needs Are Equal

Some needs are operational, technical or tactical. Executives need solutions to strategic pains (or gains). Solving the bigger problem for a more powerful stakeholder usually trumps the operational issues and often means you have a better chance at winning a big deal than a small one. You not only get competitive advantage, you also get better dollars.

7 Stakeholders Don’t Agree on Priorities

Evaluations often start out logical but turn emotional and political when the buyer discovers that there is not a consensus and that they can’t get everything from one vendor. And they don’t have a formal process to decide when they can’t decide and deals stall out.

Often power struggles break out in what we call “the crucible.” What the prospect said in the initial discovery can now change drastically. This is where half of pipelines disappear and also where most methodologies are weak.

At this point a stakeholder analysis that includes Pain, Power, Part, and the decision Process can give you a strategy to either get the individual’s key votes or live without them. Quote and hope salespeople are usually clueless of what is going on at this critical time.

8 Not All Stakeholders Are Equal

Some power in a company is invisible. By power we mean influence without authority. The people who will prevail in a selection and who can kick a deal across a CFO’s desk have built it or lost it in over 60 different ways that we have identified.

You can’t afford to nor do you need to spend time doing pain discovery with everyone. The quicker you sort out who has power and define a political strategy as to how you will get to them, and what you will say, the less time you will waste selling to the wrong people.

9 Competitors Create “Needs”

Often the prospect says they need one thing and them buys another. This is because you were outsold. The competitive sales rep convinced them that they really needed some capability or feature that you don’t have. If you had known about it through good competitive intelligence, you could have anticipated and predicted it or qualified out if it was a “must have.”

10 Approve Needs Differ From Selector Needs

In today’s selling, getting approved after you have been selected often takes as long as getting picked. New stakeholders arise from legal, procurement, IT, HR or Finance. They want all new things so new discovery aimed at their needs is required at this point in order to define a closing strategy.

11 Discovery With Executives is Different

You can no longer go into an executive’s office and ask “Well what keeps you awake at night?” You should have either done that discovery with other people, or online, or be enough of a vertical industry expert to anticipate their pains.

12 Demand Creation Selling Has a Different Rhythm

In this down economy, salespeople are finding that marketing and customer bases cannot generate enough leads for them to make goal. They must pick up a phone and call a stranger – and most haven’t prospected in years.

If the prospect has invited you, they will probably allow you a day or so to do discovery or they will provide you with an RFP and a chance to ask questions if you make the short list.

But if you called the prospect, you don’t have time to play “twenty questions.” When you reach them, (which is another part of the process for a different time) you have about twenty seconds to engage them with a provocative point of view statement in order to get the next five minutes in order to get an appointment for a longer call.

The “cadence” or rhythm of the sales call is different and faster since most executives are busy and many have trouble focusing. Here again you should have either done your discovery elsewhere before the call or addressed the strategic issues of your industry in which you are an expert and have vital information to share to help them do their job better. And you also need a provocative “one-floor elevator pitch” that quickly positions what your company does differently or better than the others.

If you are only doing discover-link-present training without opportunity, account, political, solution, and competitive strategies you have in incomplete process and training regimen.

You wouldn’t play golf with only one club and you need about 4 to 6 training programs to give your sales force a full arsenal of the skills and strategies that they need to compete. Hope is not a strategy for developing sales talent either.

 

No matter what markets you compete in, The Complex Sale can help you win more business. TCS is a premiere sales enablement and methodology company that helps you drive revenue by creating pipeline, winning more opportunities and dominating your strategic accounts.

We provide the sales training, coaching, metrics and change management approach you need to make winning a habit in your organization.

Founded in 1994 by Rick Page, author of sales bestseller Hope Is Not a Strategy – The 6K eys to Winning the Complex Sale and Make Winning a Habit- 20 Best Practices of the World’s Greatest Sale Forces, TCS has trained thousands of salespeople and managers and transformed sales organizations all over the world. Contact us to find out how TCS can help you create a process that sticks and provides sustainable results.

By Graham Roberts-Phelps

Selling goods and services requires many skills, but to achieve truly profitable results every salesperson must master the demanding skills of negotiation. In selling you don’t necessarily get what you deserve; you get what you are capable of negotiating. The skill of negotiation in selling is a crucial factor that, when mastered, will ensure you always make the profitable sales.

One of the areas of successful negotiation is to master the art of price pressure.

When a customer applies price pressure, it creates tension. Most salespeople (and most people in general) are uncomfortable in such situations, and strive to make the tension go away.

Unfortunately, tension over price is a natural part of today’s competitive selling environment. Successful sales professionals are able to “stay with” this tension. Rather than giving in and making quick price concessions, they use the Price Pressure Model to explore customer needs further, and uncover new ways to justify more profitable pricing.

Make Demands

Communicate what you want and need from the negotiation, and encourage the customer to defer discussion of price until needs are fully explored.

Ask Open Questions
Uncover information, especially about underlying customer needs, and the rationale behind the price objective.

Test and Summarise
Clarify customer needs and build up relationship.

Propose Conditionally
Generate creative solutions to solving the customer “price problem.”

Make Trades
Break impasses and close sale price, which satisfies all parties.
By using these behaviours when price objectives arise, top salespeople strike a balance between standing firmly for their company’s interests, and taking actions, which build long-term customer loyalty.

By Graham Roberts-Phelps

There is an old fable of an ambitious young man who travels the world in search of riches. While he is away his neighbours discover a rich seam of diamonds in his old home town.

Many of you reading this will be constantly searching for new customers, often at considerable expense. However, the secret to increasing your business results might well be within the customers and contacts you already have.

If you haven’t already noticed, the business world has changed, is changing, and will continue to change. I am not talking about the recession or our new government full of youngsters in their first political job, but some deeper underlying trends that these events mask.

Many of these changes are connected with the speed and access of choice afforded to us by the Internet, but also changing demographics and attitudes by customers – both consumers and corporate. Many products are now being relegated to ‘commodity’ status – where price becomes all too important and the only solution seems to spending large sums on price promotions, branding and ‘differentiation strategies’. In reality customers are becoming increasing cynical and disinterested in such efforts. Instead, value, honesty, service experience and convenience are coming to the fore.

A large number of businesses have yet to fully grasp these changes and continue with old (tried and tested?) methods. This is particularly true when it comes to increasing sales – more of the same is not perhaps the best plan. For example, take HMV retail – experts say retail is dead, killed by the Internet, yet HMV recently posted great results from their High Street store. How? By doing many of the things suggested in this article.

Consider how you might be trying to attract customers with special offers or price incentives. Too often companies that should know better reward adulterous customers over loyal ones. How many times have you changed insurance companies, mortgages, credit cards or mobile providers because you get a better deal as a new customer than an existing customer? Thankfully this is changing with more business now looking at rewarding loyalty and retention – making it even harder for you to win-over customers from your competitors!

However, not everyone has got the message: I recently saw a TV advert for a major bank offering a £100 for anyone that opened a new account and closed a competitors.  I have been a customer with this organisation for many years and all they send me is endless direct mail for products I already have…a £100 for my loyalty would be nice!

The way forward for smarter sales people, managers and business owners is to start focusing on growing the revenue stream from customers you already have. Here are some suggestions and tips for beginning to tap the potential reserves that exist in your current client’s budgets and wallets.

1.    Deliver brilliant customer experience consistently at every opportunity
2.    Build-in a ‘service with a sale’ mentality throughout your organisation.
3.    Focus on customer retention.

 

By Graham Roberts-Phelps

1.   Whatever you do, do it fast

In a world where everything is fast, and everything is time based, speed will give you the competitive advantage.  Time is the scarcest commodity in the world.  So when dealing with your customers deliver fast service which adds value, it shows you care and it secures trust.

2.  Positive communication

Take responsibility for your communication – the purpose of your communication is the response you get.  Speak the customer’s language and cut out jargon. Make written communications short, specific and simple.  Talk benefits not features.

Use side by side language
“I see what you mean”
“Let’s see what we can do about this” “I would be as concerned as you are”
“I’m sure we’ll be able to find a solution” “Do you see any possibilities that I haven’t considered?”

Positive phrases get positive results

  • I can…
  • You can..
  • I will…
  • Will you please…
  • Could I ask you to…

3.  The personal touch

You build a business, one customer at a time;  one contact at a time.  People like to deal with people they like, know and trust.  Always be courteous and be polite.  Use the customer’s name regularly in conversation.  Accommodate customers special requests wherever possible.    Get to know your customers all of them.  These are simple keys to building trust, respect and loyalty.

4.  Keeping customers

68% of customers go elsewhere because the people they deal with are indifferent to their needs.  The cost of attracting a new customer is FIVE times as much as keeping a new one.

What are you doing to keep your existing customers happy?

5.  Turn complaints into opportunities

Complaints are opportunities in work clothes.  Problems are wake-up calls to let you know something is wrong.  Customers who complain are people of value, they want to stay customers and are simply telling you how to achieve it and keep them customers.

6.  Create moments of truth

Customers are only interested in two things:  solutions to problems and making them feel good.
Everything counts, each time you meet or contact (or don’t contact!) your customer, your status in the mind of that customer is either improving or diminishing.

7.  Exceed expectations

How often do your customers go WOW?  The world is full of mediocrity.  Any idiot can do something a little cheaper or quicker, it takes vision and commitment to make or do something better.  Don’t do anything if you can’t do it excellently!  Establish clear expectations and then exceed them.

8.  Systems are as important as smiles

Make quality your number 1 priority.  Customer service and quality should be a part of everybody’s job.  Lead by example and set quality customer service objectives and goals.  Reward customer service excellence.

9.  Follow up and follow through

You don’t know how well you are doing unless you ask.  Surprise the customer and show you are interested in their opinion.  This directs the attention to the quality of your service.  Gives you directional feedback and draws your customer’s attention to just how good you really are.

10.  Deliver

Competence wins every time.  Training is not a cost, it’s an investment.  Standardise systems to ensure consistency.  Think through processes and methods to pre-empt all situations.  Aim for success and plan for failure.

 

Posted by: In: Social Media 28 Oct 2013 0 comments

By Graham Jones

Television journalist Andrew Marr reckons that bloggers are “bald young men sitting in their mother’s basements ranting”. In a speech to the Cheltenham Literature Festival, he enraged many bloggers; after all not all of them are bald. It is a rather naïve view, suggesting that blogging is something that is only done by strange individuals. But, he is not alone in his thoughts. You can find plenty of articles saying things like “Twitter is a complete waste of time”. And that’s to say nothing of the long line of articles telling us that Facebook is responsible for all sorts of things, including cancer and sexually transmitted disease..! In fact, almost everywhere you look you will find people saying that any kind of online social activity is the path to nowhere.

Yet, you can also find people saying they earn millions from online social networking. So who is right? Is social networking going to bring you a return, or is it going to waste your time? Luckily, there has been some quite intensive research on this topic. A significant study was completed by EngagementDB in 2009 which showed that, rather like the opinions on social networking, the business world is similarly divided. The study looked at the extent to which each of the world’s Top 100 brands used social networking and social media. It then plotted the amount of use against the financial performance of the company, as revealed in their annual accounts.

There were two, clear, positions. Some companies in the Top 100 did almost nothing social online, maybe the occasional blog which was updated every once in a while was as far as they went. A second group of companies were fully engaged online – they had multiple pages on Facebook, several blogs, a number of Twitter accounts. And, importantly, these active companies used this multiplicity of channels constantly. They were really busy online.

Now the crunch. The companies with the highest rise in turnover and the biggest increase in profits were the highly active ones. Indeed, the companies that largely failed to use any kind of social media saw their turnover fall and most of them go into the red during 2009. There was a clear relationship between the extent of the use of social media and income and profits.

Earlier this year, a different kind of study was conducted by HubSpot. They confirmed that this relationship did indeed exist – profitability in 2010 is clearly linked to the extent of the social networking and social media activity undertaken by a business. But their study went into specific detail over the use of blogging. The research found that companies who blogged every day were almost certain to generate new business leads each week as a result. The study also showed that companies that blogged more than once a day ALWAYS got new business as a result of their online activity, yet firms which blogged only once a month rarely got any business from their online activity. The HubSpot research found a clear link between income and the frequency of blogging.

The study from HubSpot and the earlier work from EngagementDB confirm one thing – blogging and other online social activity adds to the bottom line. If you don’t do it, you are missing sales.

But therein lays the problem for most businesses. If they concentrate on loads of blogging, tweeting and poking about on Facebook, they feel as though it isn’t “proper business”. They start to “play about” with such social media, then give up – often before it has a chance to work. The difference between the brands in the EngagementDB study which made money and those which did not is stark. The successful companies allow considerable staff freedoms; the ones that are not doing so well in the modern social web are the companies that have controlling cultures.

With freedom comes the opportunity for staff to blog, tweet and write on walls as often as they like. It becomes part of their daily routine and activity, rather than an “add on”. This is crucial if businesses are to succeed with online sales. Rather than perceiving the social web as an extra channel, the successful firms see social media as the central point from which all other channels emanate.

Step One in ensuring you get an ROI from social media is to put it at the centre of your sales operation.

Step Two, as the HubSpot research shows, is to undertake extensive amounts of online activity. That means allowing staff the freedom to do this, but also means you need a strategic approach. Simply doing “bits” of social media will not work. All of the successful brands which are making millions from the likes of Twitter treat these channels in the same way they would operate a sales force – they have plans, targets and so on. Dabbling does not work.

However, none of it works unless it becomes “everyday”; online social activity needs to become a normal part of your business culture – a habit. Unfortunately, new psychological research shows that it takes at least 66 days of any kind of activity to become a habit, assuming it is done every day. If it is only completed “most days”, it takes 82 days for a habit to form. This means that Step Three in your online social plan is doing it daily and being prepared to wait for almost three months before you start to see any results. Most bloggers give up just at that “tipping point” when they were about to move from being an unknown scribbler to a popular writer. You have to be prepared to keep going.

Once you have established a regular amount of social activity online – blogging, tweeting and so on – you will start to see results. But there are still some things you need to be sure of to get a return on the time in you invest in all this social activity.

You need, for instance, to have items which will engage your audience – this may be video, audio or downloadable items. You need to be using social media to spread your additional content. Make sure you have that content first; otherwise your investment in social media will be wasted.

You also need to spend some time in analysing the social media world you engage in – looking for new contacts, finding relevant links, sharing new ideas and information with your audience. Merely treating social media as a way to promote your stuff is the sure-fire way to losses.

Remember it is “SOCIAL” so treat your online social activity in the same way as you would offline. Rushing up to people and saying “buy this” doesn’t work in the real world, so do not expect it to do so in the virtual one.

Ultimately, though, you will get the biggest return from our investment in your social media time when it becomes central to your business and is so familiar you can’t imagine life without it. When that happens you will be profiting from your investment.

Step One: Put social activity as central to your online business

Step Two: Blog, Tweet, connect online every day – more than once a day if possible.

Step Three: Be patient – it could take three months to see the results

Step Four: Create content you can share socially

Step Five: Take an analytical and strategic approach – don’t just dabble

About Graham Jones Graham Jones is an Internet Psychologist who helps companies understand how their customers behave online. He runs masterclasses, webinars, mastermind groups and speaks at conferences to ensure companies engage in more appropriate ways with their online customers. See: http://www.grahamjones.co.uk/

By Richard White

I was working with a sales manager this week who was saying how difficult it was getting a few of his sales team motivated. When I asked him whether he had done goal setting sessions with his team he told me that he had but some of his team were ‘half empty’ kind of people and they could never work out what they wanted.

This sales manager was involved in technical sales where this can sometimes be a problem. People with a technical background often have a different way of motivating themselves to the archetypal sales person who will never have a problem telling you exactly what they want! This does not mean that technical people do not want things. It just means we need to adopt a slightly different approach when helping them find motivational goals.

At a very simplistic level, there are two different ways people motivate themselves. The first is focusing on what they want. People good at sales typically think this way. They want things and are motivated to move towards achieving them. You ask them what they want and a few minutes later they have reeled off hundreds of things and they have only just got warmed up! The challenge is to get them to focus on specific key goals and link achieving those goals to hitting their sales targets.

The second are motivated to move away from what they don’t want.  You ask them what they want and often they will struggle to tell you. Ask them what they don’t want and they will wax lyrical!

For example:

  • They don’t want to work for the rest of their life
  • They don’t want to struggle to pay their bills
  • They don’t want their kids to go to a state school

Finding out this information, however, is only half the story. You need to ask them what they want instead so that you can link it to their sales activity.

If they don’t want to work for the rest of their life then when DO they want to work until and how much will they need to have saved up to retire at that age?

If they don’t want to struggle to pay their bills then how much money DO they need to earn so that paying their bills would no longer be a struggle and they can actually start saving?

If they don’t want their kids to go to a state school – what school DO they want their kids to go to? How much would it cost per term?

People who think in this way can get just as motivated as any other person. They sometimes just need a different approach to get there.

These approaches to motivation tend to be fairly ingrained and take a lot of time and effort to change. It may be quicker to help them discover their goals by starting off with what they don’t want and then regularly reminding them of their goal and why it’s important to them.

The way people motivate themselves is something you should be looking out for during the recruitment process and there are ways to spot an individual’s approach to motivation by simply listening to the words they use. The benefits of learning how people are motivated go well beyong getting your sales team firing on all four cylinders. The ability to spot how people motivate themselves is something that’s also incredibly useful when motivating prospects to buy!

By Richard White

Feedback is an important tool in the Sales Manager’s coaching toolkit. You want your sales people to increase their sales results and feedback is an excellent way to help them identify how to make improvements. So often, however, offering feedback is like asking someone if they want to be criticised!  How does one deliver feedback in a positive way that is not only embraced but actively sought?

What is your Intension?
The first step on our improving the quality of our feedback is to examine our intension in giving feedback.

  • Do we want to show how much better we are at selling than the sales person?
  • Do we want to make them feel guilty at the mistakes they have made?
  • Or do we want them to improve their sales performance?

Hopefully you chose the last answer!

Your intension will greatly influence how the person perceives the feedback. If your intension is to criticise then they are very likely to feel criticised. Worse, they will probably feel manipulated too!

The sandwich method
The traditional approach to giving feedback is commonly known as ‘The Sandwich Method’. When done properly it can be very effective. Basically it has three stages:

  • Commend – Point out all the things you thought were good about their performance
  • Recommend – give one or two things that you feel they can improve upon and give examples of how they could do it
  • Commend – Summarise the performance in and encouraging and positive terms

The sandwich method is often wrongly seen as the way to soften the blow of criticism by sandwiching it between two positives. The recommend stage should not be used to criticise. Instead you should be recommending what they should try next time.

An enlightened approach to feedback
The best way to give feedback turns out to be asking your sales person to give themselves their own feedback! After using this approach for a while sales people  will begin to give themselves their own feedback when you are not there. They are also more likely to implement their own feedback.

Such feedback is conducted by the following three questions:

  • How do you think that went?
  • What did you do really well?
  • What would you do differently next time?

Offering input

If the sales person has correctly assessed the situation then all you need to do is agree and perhaps give some encouragement. Sometimes they may say that they would not change anything and you might agree with them.

If the sales person is being particularly self critical then I suggest you emphasise some of the things they did well to help put it all into perspective and balance things. Some people are self critical enough and they would welcome you pointing out some of the positives.

The problem comes when they have given themselves glowing feedback and have not noticed errors, perhaps because they do not understand what they did wrong. Rather than just leaving it or launching into old style criticism, give them a way forward by offering some suggestions:

Ask them ‘Are you ok with me sharing some observations?’ (you can do a Macabe nod if you think they need encouragement to say yes!)

Then follow a simple pattern:

  • What did you think they did really well?
  • What did you notice?
  • Ask if there was a particular reason
  • What could they do differently next time?

By sharing that you or others used to make similar mistakes you take the heat out of the feedback and it shows that it is possible to change. You are then able to provide suggestions that provide a positive way forward.

Example

Sales manager: ‘I agree that the meeting went very well and you asked some great questions. Do you mind if I make an observation?’

Sales person: ‘Sure’

Sales manager: ‘ I thought you looked very confident and there seemed to be a great rapport between you and the prospect.  I did notice that you were doing a most of the talking and that the prospect mentioned a problem they were having on several occasions and you let it pass. Was there any particular reason?’

Sales person: ‘No I did not spot that’

Sales manager: ‘ That’s not a problem. I used to miss opportunities because I was talking too much. What I found was that when I limited my talking to asking questions and follow-on questions I began to pick up so many more opportunities that previously had passed me by. What could you do differently next time to pick up on the cues your prospect is offering you?

Sales person: ‘I know I should improve my listening but when I get nervous I end up talking too much! Perhaps I can work on my confidence levels before the meeting’

Sales manager: ‘Sounds like a good plan. Let’s see how it goes at our next meeting’

Be open to feedback
One thing I found was that when I became more open to feedback and actively sought feedback I started to appreciate positive feedback and dramatically improving the quality of my own feedback to others. When you see how badly people are at giving you feedback then you will appreciate how much more effective positive feedback is in generating improvements!

Focused activity is one of the fundamentals of sales success. This is a mini-course video with exercises designed to help you set your goals, get motivated and stay motivated. If you do the course yourself you will better understand how to work with your sales team to get them motivated. Feel free to let them do the mini-course too.

Click here to play the video

Think and grow rich is a classic motivational book. Written by Napoleon Hill and inspired by Andrew Carnegie, it was published in 1937 at the end of the Great Depression.  It is not a book about sales by any means yet it contains many lessons for developing our thinking for success in sales. It is a classic book about the use of the power the mind in order to achieve personal goals. It is one of the first personal development books I read. The language is a little different to what we use today but the things covered such as visualisation and affirmations are well accepted today.

The text of Think and Grow Rich! was founded on Hill’s earlier work, The Law of Success, the result of more than twenty years of research of individuals who achieved great wealth during their lifetimes.

Napoleon Hill studied the characteristics of these achievers and developed fifteen “laws” intended to be applied by anybody to achieve success. Think and Grow Rich! itself condenses these laws further and provides the reader with 13 principles in the form of a philosophy of personal achievement.

Reflected in these principles is the importance of cultivating a burning desire, faith, autosuggestion and persistence in the attainment of one’s goals. Hill also discusses the importance of overcoming many of the common fears that can adversely affect one’s thinking and potential.

Think and Grow Rich has sold consistently since its first publishing. According to one publisher, the book has now sold more than 30 million copies worldwide. Think and Grow Rich regularly appears on the Business Week Best-Seller List..

Open Think And Grow Rich