Is Your "Inner Child" Sabotaging Your Sales Career?

As my loyal readers can see, lately I have both babies and selling on my mind. Who knew the two would converge so well into blog topics?

Last week I posted about the personal traits that top salespeople share with babies, including curiosity, openness and flexibility.

In this post, I look at the not-so-cute side of being a sales baby. This post covers a baby-like trait that will stunt your sales growth and prevent you from reaching your potential - impulsiveness.

Take a Quiz: Are You an Impulsive Salesperson?

In his book Emotional Intelligence, Daniel Goleman writes that "...perhaps there is no psychological skill more fundamental than resisting impulse." He cites as an example the famous "marshmallow test", in which psychologist Walter Mischel at Stanford studied impulse control in four-year-olds. If you aren't familiar with the study, here's a quick summary from clipmarks.com:

"Mischel put marshmallows in front of a room full of 4-year-olds. He told them they could have one marshmallow now, but if they could wait several minutes, they could have two. Some children eagerly grabbed a marshmallow and ate it. Others waited, some having to cover their eyes in order not to see the tempting treat and one child even licked the table around the marshmallow. Mischel followed the group and found that, 14 years later, the "grabbers" suffered low self-esteem and were viewed by others as stubborn, prone to envy and easily frustrated. The "waiters" were better copers, more socially competent and self-assertive, trustworthy, dependable and more academically successful."

Ask yourself, are you a "grabber" as a professional salesperson? Granted, there are times to jump when opportunity knocks. You can't be successful in sales if you can't aggressively pounce at the right time. The key phrase here is at the right time. Impulsive ("grabbing") sales behavior will sabotage your sales career if you have trouble controlling the impulse to pounce.

Take this quiz and see whether your inner child's impulsivity and lack of patience may be sabotaging your sales results.

• Do you feel compelled to swoop in for the close the moment you hear a customer need?

• When you hear a customer objection, do you quickly try to squash it with a comeback, argument or product benefit?

• Do you try to "pitch" your products and services when you see an opening, because you might not get another chance?

• Are you impatient while other people are talking? Can you hardly wait to say what you want to say - or interrupt often?

• Do you easily drop price or make concessions to close a sale, rather than take the time to build value and sell the higher price?

• Can you walk away from "bad business" - or do you find yourself saying "yes" to everything?

• Have you received feedback that you talk too much?

• Do you have difficulty allowing silence on a sales call? Do you jump in to break the uncomfortable silence?

There is good news, even if you answered "yes" to one or more of these questions. You may not be able to control the feeling of impulsiveness. However, most behavioral psychologists agree that you can control whether or not you act on those impulses. As with making any major behavioral change, the first step is to be aware of your current behavior. Pay attention to situations in which you feel yourself wanting to interrupt a customer, toss a sales pitch without understanding a need, or shut down a customer objection with an argument. Catching yourself in the act of impulsiveness is the first step toward learning patience and good sales timing. It's also a big step toward accelerating your sales success!


© 2007. Phyllis Roteman, The Loyalty Group, Inc. Sherman Oaks, CA.

Are you a Sales Baby? (Maybe That's Good!)

Do you want to become a better salesperson? Go to the training seminars, read motivational books...then spend a little time with a baby.

Below are four baby characteristics that all great salespeople share. If you're in sales, see how you measure up against the baby.

Curiosity

Babies look at everything with fresh eyes. Unlike most adults, they don't make assumptions or think they know it all. They're fascinated by the world around them and how things work.

Why it matters in sales: Curious salespeople ask good questions - and as a result, uncover information that other less curious salespeople miss. For example, a curious salesperson who hears a customer problem, such as, "Our online sales are down" will naturally ask, "Why are they down?" The less curious salesperson won't bother to ask why. He hears a problem and immediately jumps in with a sales pitch. ("I've got a great product that'll help you increase your online sales!"). The less curious salesperson appears pushy and the customer backs off.

Unjaded

Babies are non-judgmental. They lack the cynicism of jaded adults who, based on bad experience, often take a negative outlook on life.

Why it matters in sales: Cynicism and negativity are sales killers. That's why so often new salespeople, fresh out of new hire training, start out like gang-busters. They're enthusiastic, excited about their new job, and (like babies) haven't yet been tainted by negativity. They're eager to apply what they've learned in training are excited to make money. They have a winning sales attitude...until some crusty sales manager or veteran salesrep pulls that newbie aside and says, "Forget what you learned in sales training. This is the real world. Let me tell you how things really work." Over time, the new rep gets infected with cynicism and adopts a jaded outlook. Negative attitudes like, "Customers are cheap" or "My quota is too high" become excuses that kill sales performance.

Flexible

Most babies can stick their feet in their mouths. How many adults can do that?

Why it matters in sales: OK, to be a great salesperson, you don't need physical flexibility (although being able to stand on your head or shove your fist in your mouth may come in handy when entertaining clients). Personal flexibility, however, is always critical in a consultative sales process. When your sales approach isn't working, can you bend and adapt? We've all gone into a sales call prepared with our proposal, questions or presentation...only to have the rug pulled out from under us by a change in client agenda. ("We're sorry...did we forget to tell you that the decision maker isn't able to join us today? And that we only have five minutes instead of an hour?" And that our specs have completely changed since we last talked?") Great salespeople are flexible enough to go with the flow and bend like a baby.

Resiliant

When babies fall down, they get right back up. They don't quit when they fail. If they did, none of us would ever walk - we'd be forever on our bellies.

Why it matters in sales: Most salespeople stop calling a prospect after three attempts or follow-up calls. (I've followed up with prospects for years before doing any business.) The really great salespeople bounce back quickly and don't use obstacles as excuses for giving up. Ask yourself, Do you give up quickly when you fall? Do you make excuses why you can't be successful? Do you blame outside forces - bad clients, bad products, your company, the weather, your internal partners - for your lack of success? Like a baby, when you bump into a wall, dust yourself up and keep going.

In my next blog post, we'll look at the baby-like traits that all salespeople should avoid. All whiners and those who work with them in sales should read this!

© 2007. The Loyalty Group. All Rights Reserved.

A Tale of Buyer's Remorse

Scene 1:

Our living room, the night before a sales appointment.



A few weeks ago my husband and I were in the market for new windows for our home. My husband got a referral for a window contractor and scheduled an appointment in our home at dinner time the next day. My husband told me:

- He was just getting an estimate.
- He expected the job to cost around $20,000.
- We really needed to get it done soon.

Fast forward to the end of this story...

We signed a contract for almost $30,000 that night...then cancelled the whole contract the next morning. What happened? It's a good lesson for salespeople on buyer's remorse - and what happens when you take shortcuts to close a sale quickly. Read on for the rest of the story...



Scene 2: The Set Up
Walking through the house, while Mom (me) is distracted


My husband greets the friendly salesman at the door. I'm distracted with our baby (and trying to finish some work email), so I suggest that the guys (my husband and the salesman) walk around the house and discuss the job.



I hear bits and pieces of their conversation. It sounds low-key and friendly. Occasionally my husband asks my opinion and I try my best to jump in (but my hands are literally full). He asks, "What kind of door would you prefer here?" "Should we replace the bedroom windows while we're at it?" The job was growing...but what the heck, we were just getting an estimate. Let's see what it'll cost, I thought.



Scene 3: The "Divide and Conquer" Tactic
The husband and wife try to talk in the kitchen...



When the house walk is done, my husband and the salesman sit at the dining room table to go over numbers. It comes out to over $30,000, more than $10,000 more than we'd anticipated spending. My husband and I try to talk in private in our kitchen, but the salesman can hear us. I ask my husband quietly, "Did you plan on spending that kind of money?" "I thought we were just getting an estimate." "Are you ready to sign now?" "Why don't we wait and think about this, or cut some stuff out. We don't really need all of this, do we?"



Sensing that his sale was in jeapordy, the salesman interrupted our private conversation and told my husband that "he needed to show him something in the other room." Separating the husband and the wife. One of the oldest tricks in the book!



Scene 4: The "Sign Today or Else" Threat
Back at the dining room table...



When my husband returns with the salesman, he tries to close us again by telling us what a great deal he's giving us. He says we're getting "free installation, which has a several hundred dollar value." He tells us it's because he's the company's sales trainer...and we're a referral (implying he's doing us a personal favor).



I say, "We'd like to think about it overnight. How about if we let you know tomorrow or on the weekend?"



The salesman says, "That's fine, but it'll cost you more. It's the end of our quarter tomorrow and we need to get this order in. And if I don't sign you today, I'll have to send a real commissioned salesman out tomorrow...and we'll have to tack on a commission. If you buy today, you're getting the job commission-free."



Scene 5: We Sign...But with an Escape

Haggling at the dining room table, while baby cries.


I ask if we can change our minds, if we sign today. The salesman says of course...and shows us the cancellation clause in the contract. We have three days to change our order or cancel.



So we sign, knowing that we're probably going to change the order anyway. (I know...dumb move. In hindsight, it's very clear that we should have just thrown him out the door. I don't know why we didn't.)



Scene 6: We Get Mad and Cancel
Later that evening, in the bedroom...



After dinner we're getting ready for bed and decide to put the issue to rest. We talk about what happened. As my husband and I recount the scenario, we get mad. And madder. Until we're so ticked off at the guy's sales tactics that we decide to cancel the whole job...even though the company was recommended highly and we really needed windows. We figured we could get them somewhere else. And we'd rather spend more to work with someone we trust and respect.



Epilogue
My husband and I felt good about our decision. More important, our relationship was in tact. And I took away a few lessons...

• Salespeople: Don't shortcut a sale. You might make a "deal," but it won't be a good one.


• Customers: If the sale doesn't feel right, trust your instinct. If you feel pushed, you probably are.


• Sales Organizations: Be careful about the messages you convey to your salesforce. If you pressure salespeople to close everything by the end of the quarter, you're likely to get "bad sales." They'll cost you in the long run. Reward good, solid sales that stick.

© 2007. Phyllis Roteman, The Loyalty Group. All Rights Reserved.

Beware Workplace Bobble-heads (Part 1)

We've all seen them.

They stare at you in meetings as you discuss ideas. They appear to be listening as you give them feedback. They say little. They nod their heads. (That's why I like to call them "workplace bobble-heads.")

Rarely will they disagree openly or challenge ideas. In fact, to the untrained human eye, they might even seem agreeable and pleasant. But beware. Behind that agreeable facade may lurk a hidden cynic, doubter, nay-sayer, or behind-the-scenes griper who would rather smile and nod than express him or herself to your face. Who are these bobble-heads...and what causes them to nod silently as if in agreement, even when they're not?

Customer Bobble-heads

If you're a salesperson, you've most likely met customer head bobbers. Here's the scenario. The salesperson is making an engaging presentation, with all the bells and whistles, saying all of the "right things"...and there's the customer, not saying a word but nodding (seemingly in agreement). But when the salesperson asks for the order, the customer (to the salesperson's surprise) says something like "I need to think about it" or "Thanks, can you leave me some information?"

What happened? The salesperson, who was falsely encouraged by the customer's quiet head-bobbing, assumed that the customer's silence meant the customer was ready to buy. She wasn't.

Employee Bobble-heads

This can frustrate the heck out of managers. Here's the scenario. A manager and employee are meeting to discuss a new project the employee is going to take on. The manager tells the employee all about the project in great detail (while the employee looks on and - you guessed it - nods his head as if he's listening). The manager then asks something like, "Do you have any questions for me?" And the employee shrugs and says, "I guess not."

Fast forward...it's three weeks later. The manager and employee meet for a project update. To the manager's surprise, the employee is floundering. The manager wonders why the head-bobber didn't speak up and ask questions in their initial meeting.

What happened? The manager assumed that the employee was bought into the assignment and understood it. (Fooled again by the head bob).

Manager Bobble-heads

Imagine a meeting with a group of managers. A senior executive (or someone in power) is talking. She's droning on and on - plugging through endless PowerPoint slides - and no one really knows what she's trying to say. Instead of speaking up to get clarification, the group just sits there and nods, as if in agreement...as if what they're hearing makes perfect sense. The meeting adjourns. In the hallway (after the exec leaves), the managers whisper to each other, "What do you think she meant?" and "I'm more confused than before the meeting!"

What happened? Because of fear of speaking up or looking dumb, the managers just kept their mouths shut and nodded. And no doubt, this body language from the manager group assured the senior exec that she was communicating loudly and clearly. She likely left the meeting thinking it was a success.

In my next blog (Part 2 of Beware Workplace Bobble-heads), I'll provide tips for how to communicate more effectively with head bobbers - and engage them in dialogue.

© 2007. Phyllis Roteman, The Loyalty Group. All Rights Reserved.

Salespeople...Think Before You Propose!

Is all business good business?

It's always difficult to say "no" to potential business. Let's face it, when times are lean and sales goals are aggressive, it's easy to get desperate and jump at every opportunity...even when it doesn't make strategic sense for your company. Smart sales leaders are strong enough to walk away when needed. But it takes discipline.
The next time you’re asked to create a big proposal or bid on a project, stop and think. Below are some questions you can ask yourself, to ensure that the business will be good business for your company.

1. Do we know that we can do a good job and deliver value?

Making the sale is just the beginning. You can damage your reputation, lose customer confidence and get bad press if you take on work or sell solutions that don’t get results. Make sure you can actually deliver what you’re promising.

2. What are the indirect costs of working with this customer? Do the potential revenues outweigh those costs?

Some customers cost more to do business with than others. Think about those hidden costs before pricing your proposal. For example, a demanding customer that requires lots of hand-holding will add to your cost of sale…and will also cost your company time and resources (dollars) after the sale. It adds up and erodes your margins.

3. What's the opportunity cost of responding? (In other words, what can't we do if we dedicate resources to getting this business?)

We’ve all seen it. Sales teams running around like chickens with their heads cut off, falling all over themselves trying to get a sales presentation ready for a big potential client. After 20 revisions and thousands of hours, it’s ready. But at what cost? Ask yourself, “What could we have done with that time?” How many other sales calls could have been made? How many other proposals could have been written? How much time could you have spent researching other prospects? It’s important to go after the “big fish.” Just make sure you’re aware of what you’re not doing when you make that time investment…and ask yourself whether it’s worth it.


4. Is this a strategic fit with our company’s goals and values?

The promise of money and growth can easily lure a company away from its core values and strategy, leading it to make business it later regrets. Take Google and its decision to sell a censored version of its search engine in the China market (the ultimate big fish customer). Less than two years later, Google co-founder Sergey Brin said he regretted the decision because “on a business level, that decision to censor… was a net negative.” Sacrificing your values and core strategies to make a buck rarely works well in the long run - in sales and in life.

© 2007. The Loyalty Group. All Rights Reserved.

Three Tips for Staying Connected to Your Sales Team

One of the biggest challenges for sales managers today is keeping in touch with salespeople - and keeping them engaged. We asked 50 salespeople and their managers for their best tips on how managers can stay connected with their sales teams. We got a lot of "We don't do much that's creative" and "That's a great question...I could use some ideas" responses. Here are a few of the best ideas we did receive. And we know first-hand that they work, based on TLG's experience in working with sales organizations. We'd like to hear from sales managers and salespeople - tell us your ideas and we'll add them to the list! Email me at info@theloyaltygroup.com.

1. Do More than Talk about Numbers

David, a computer software salesperson from Chicago, says he communicates with his current manager "only when I have to." Conversations with his manager focus on the numbers, the sales forecast and "why didn't they buy from us?" In contrast, David describes a past manager who was "excellent." She would "take the time to walk through things, take a look at different angles (to approaching sales opportunities), and discuss the 'what ifs." This showed that she cared about his success, and motivated him by focusing on opportunities, not just the negatives.

2. Infuse Meetings with Learning and Fun

According to Monica Frederick, V.P. of Sales at ModernHealth, Inc., "Staying connected to the sales team on a consistent basis is one of the biggest challenges for a sales manager!" She uses meetings to build teamwork and keep salespeople engaged. In her biweekly meetings, she kicks off by reviewing the company's mission and team meeting ground rules. She has also been using The Loyalty Group's thinktwice® Sales Cards to make meetings more learning oriented. Each meeting, a sales team member takes a turn facilitating a 45-60 minute sales lesson from the thinktwice® Sales Meeting Leader Guide. Team members leave with in-field assignments and discuss their results at the next sales meeting. Monica has also chartered a Modern Toastmaster's Club for her sales team that meets biweekly, to build teamwork and strengthen presentation skills.

3. Schedule Sacred Time on your Calendar

There's a saying: What gets scheduled gets done. If you are like most time-challenged sales managers, you live by your calendar. Most sales managers would never miss a meeting with a big prospect, but are willing to reschedule meetings with salespeople for more important priorities. As a sales manager, your salespeople are your customers. You reach your goals through them. So treat them like your best customers. Schedule time on your calendar to talk on a regular basis. And keep those appointments. What should you talk about? Get them talking by asking for examples of:

• The recent sales call they're most proud of.
• The biggest sales challenge they've faced this week.
• The best question they asked a customer this week.
• The toughest objection they've heard recently and how they addressed it.
• How they've applied a skill taught in a recent sales training class, and how it worked.

Just listen. You'll be surprised at what you learn, and the positive impact it will have on your relationships with your team.

©2006 The Loyalty Group. All Rights Reserved. www.TheLoyaltyGroup.com