Selling Has Changed Dramatically

The pessimist complains about the wind; the optimist expects it to change; the realist adjusts the sails. William Arthur Ward Yes,  Jim Ullery has changed, too! The next  Sales Pro PSS  Public Session  July 16 & 17, 2015 in Fort Myers, Florida Sales Pro Information Registration Form Contact Jim Ullery Visit our Website If I asked you what has changed in the last year with regard to your sales process, what would you say? Selling has changed dramatically in the past five years. It's much more difficult for sales professionals to overcome the combination of resistance, lack of available money and desperate companies selling at dangerously low prices. More experience does not necessarily mean that sales professionals being hired are any more effective than their less experienced counterparts. This means that training is more important, not less important. It means that you need more, not less training. And it means you need to focus on differentiation, value, listening and asking questions, consultative selling, becoming trusted advisors, and prospecting. It means having a customized, optimized formal, structured sales process with strategies and tactics to help your sales professionals move through the process.    Whether you've been in sales for two weeks or two decades, learning new sales skills can be the most rewarding and challenging step you can take to move your career forward. Sales Pro Professional Selling System is specifically designed for sales professionals who want to improve their skills at building strong relationships and delivering outstanding value and results to their customers and back to their own organizations. Sales Pro, our two-day sales training will help sales professionals Increase sales Reduce sell-cycle time Increase margins Create loyal customers Continually improve

Consultative Sales Training

The basic concept of consultative selling is to view the selling process as helping a customer to solve a problem or achieve a goal through the use of the seller's offering. However, while most salespeople are familiar with the concept, they have no idea how to go about implementing it. This is because most salespeople have been trained to believe that the best way to sell a product is to educate the user on the product.

Good Managers Manage, GREAT Managers Coach

Recently researchers conducted a study that indicated after sales training, if there was no coaching or reinforcement activity, there was a drop-off of 87% of the knowledge acquired. That’s a waste of 87 cents on every dollar spent on formal development efforts. Knowledge is power… ONLY if it is applied!

So why is it so difficult to do well?

In my opinion, it all comes down to coaching, which is something most sales managers aren’t particularly adept at — especially if they were promoted to their position from a sales representative role. Representatives-turned-managers likely got into management because of their ability to sell, not necessarily their ability to coach, and this negatively impacts the way they work with struggling sales representatives. This is compounded in distribution channels where wholesalers are overly dependent on their channel partners to sell their offerings.  Weak loyalties exist in these channels unless the wholesale entity partners with distribution in providing exceptional sales training and coaching models.

Evidence repeatedly shows that turning around a sales team starts with turning around the sales manager. Sales managers are uniquely positioned to influence and empower sales reps to greater levels of success, but sales managers sometimes become so busy and distracted that they neglect their own professional development as they get caught up trying to survive the latest fire drill.

What we commonly see are sales managers and leaders who:

• Don’t have time to coach sales representatives
• Aren’t sure what sales coaches are supposed to do
• Don’t have access to the tools and resources that help them get the most of coaching
• Don’t establish consistent rhythm of coaching
• Can’t lead great coaching dialogues
• Don’t have time to build coaching lessons that fit within the brief sales meetings they hold one on one, in groups, on line, on the telephone or in person with sales representatives
• Ignore animosities that exist between financial and sales professionals
• Don’t have a sales coaching coach

Sales coaching is an ongoing process of developing sales representatives to be better at what they do. It’s a process that is really up to the individual representative to do the work. The sales manager’s job is to facilitate, to hold the individual accountable to the growth or improvements they’re looking for. Coaching is the number one activity that sales managers do to drive performance.  Effective coaching hits the bottom line.

Sales representatives receiving great coaching reach over 100% of goal, in contrast to sales representatives reporting poor coaching who achieve dramatically lower percentages of their goals in large part due to unrealistic forecasts. 

Harvard Business conclusion? The real payoff from good coaching lies among the middle 60% — your core performers. For this group, the best-quality coaching can improve performance up to 19% {defined “performance” as a representatives gap to goal (i.e., percentage of quota attained)}. In fact, even moderate improvement in coaching quality — simply from below to above average — can mean a six to eight percent increase in performance across 50% of your sales force. Often as not, that makes the difference between hitting or missing goals.

We offer Sales Pro Professional Coaching System. Be sure to set up time with me (Jim Ullery) to talk in more detail about this subject: https://www.timetrade.com/book/YBWCC to set an appointment to talk or reach out to my email Jim@c4oe.com

Sales Coaches

Who generally make the best sales coaches? Oddly popular notional are that the best sales people make the best sales coaches. NOT SO!

Here are five reasons why not:

1- The roles are very, very different. A professional salesperson is responsible for delivering tangible results. Sales managers are responsible for delivering tangible results... through other people. Managing a sales team is a role that engages in dissimilar activities than sales reps such as: coaching, ride-along evaluations, recruiting, hiring, performance appraisals, holding salespeople accountable, and termination. None of these are required for professional selling.

2- The capacities required for success are different - It's easy to assume that since a salesperson performed so well at selling, that leading a team of salespeople would be the natural next step. The capacities required for professional selling are not the same for sales leadership. One is patience. It takes patience to coach someone on a particular skill for months not always a strength for many superstar sales reps.

3- They struggle translating their instincts - A great player often cannot articulate why they are good, let alone transfer their skills to someone else. Great performers in any area almost always rely, in part, on natural instinct for their success. Instinct is very difficult to breakdown into measurable parts and communicate to others. Therefore, it becomes very hard to replicate their success through systematic training and coaching.

4- The urge to sell supersedes the will to coach - Your new sales manager will be tempted to take over sales calls instead of developing the skills of their players. The new sales manager, still focused on their own individual performance, will tend to step in over and over again to save deals and justify this dependency-causing behavior driven by quota demands. Plus, they would rather carry a poor performing sales rep than go through the tedious process of firing and replacing them.

5- You'll lose the revenue from your best sales rep - Instead of gaining a great sales manager,you'll lose the revenue from your now former great sales rep. This is an unintended consequence that many organizations often overlook. In addition, some companies believe that their new sales manager will replace their previous revenue stream by scaling the success of the sales team to new levels of performance, which is generally not the case.

Celebrating Employee Anniversaries

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Celebrating employee anniversaries may seem trivial. It may not significantly add to your bottom line or even be a key initiative in your strategic plan. But by treating each employee’s anniversary with your company as an achievement and a special occasion, you create a positive work environment and encourage employee commitment (and thus increase your employee retention rate).

The fact of the matter is, employees remember their hire date. It’s the career equivalent of a birthday (and who doesn’t love birthdays?) You know who else remember employees’ hire dates? Great managers, that’s who.

Celebrating an employee anniversary can also has a domino effect around the office. It will get fellow employees excited because they know you will offer them the same celebration upon their anniversaries. In the end, taking a day to show your gratitude for commitment of service boosts employee morale and has lasting positive consequences for your organization.

Now, your event doesn’t have to be ornate or extravagant. Here are some simple steps you can follow to create an Integrity HR approved employee anniversary celebration.

We recommend establishing a policy to designate when you will celebrate anniversaries, whether annually or on more momentous anniversaries such as five or 10 years. Take into consideration the size of your company and the amount of your party budget when deciding how you will celebrate.

It is important to maintain consistency so you do not hurt anyone’s feelings by celebrating someone earlier or more frequently than another. (Remember: it’s the small things like hurt feelings that make people leave an organization.)

·       Get Out the Calendar: The first step toward recognizing employee work anniversaries is to         make sure you’ve recorded start dates in the calendar! Depending on the size of your company, you may need to designate someone for this task  (for smaller companies) or use your HR software to be notified about the day (for larger companies). Getting the dates recorded is an optimal way to ensure no anniversary is overlooked.

·       Be Sincere and Make it Personal: We recommend acknowledging each employee’s anniversary every year, even if it is just with a small gesture (save the big celebrations for special anniversaries). Make it personal with a card, letter, phone call, personal visit or some other gesture. Don’t worry about making it formal. It just needs to be a genuine expression of appreciation. A few sincere words from management will be noticed and appreciated by an employee and greatly improve their morale. Often times, just a few sincere words of appreciation are worth more to the employee than an expensive gift!

·       Think Twice About Giving Monetary Gifts: In employer-employee relationships, money is associated with compensation. The last thing you want to do is confuse employee recognition with compensation.

When you are celebrating an anniversary, you are expressing appreciation for the employee’s service. Compensation is something that is earned. If a gift is perceived as earned, then it really isn’t a gift. Is it?

In the end, it’s important to make it part of your company’s culture to notice and recognize employees. It’s a great gesture to celebrate employee anniversaries, but it’s even better to also frequently celebrate employee successes, accomplishments and contributions as a part of your company culture.

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ACTION PLANS ARE NOT JUST FOR THE FUN OF IT!

As it relates to delivering or participating in any kind of sales training. If people 

leave without a commitment to the actions that they learned about or were

exposed to the outcome will be lackluster.


There is a gap often between what sales teams want to achieve and the actual

ability to achieve it. Unless you translate the BIG STEPS into action the effort is 

pointless.


So is your missing link between ASPIRATION -> RESULTS = EXECUTION.

If your sales department is falling below the forecast your whole company is stuck

with inventory and excess unused capacity that YOU CAUSED.


Demand implementation of new found knowledge and accept the personal

responsibility to own commitment to achieve your action plans!