Monday, September 1st19.6°C
22736
22438
Sales Meeting Minute

The rewards of listening

Eighty percent of our success in learning from other people is based on how well we listen. Other people’s experience can be enormously helpful. With it we can often overcome time restraints and lack of training. But this expertise can only be helpful if used.

Most people, mainly because of pride, cannot make use of other people’s experience. Some can’t accept expertise or help. Most people cannot even listen to other’s advice; or rather they seem to be listening but cannot make use of it. Sometimes they are comfortable doing it their way, even if the results aren’t evident.

To learn to listen to, evaluate, and use the wisdom of others is an invaluable aid to being successful. This takes receptivity and is born of humility and self-confidence. Oddly we do it in many other areas. Whether it’s in sports or hobbies, we listen intently so we can learn. So why not in sales?

Many of us resist using other people’s experience because we are afraid of our own potential dependence and compliance. We would rather not commit for fear of accountability to others or ourselves. To the extent that we assert ourselves, we can overcome this fear and use other people’s expertise as we do with doctors and lawyers.

People who have strong ideas of their own are less reluctant to make use of expert consultation. Someone else may have paid a price you need not have to pay. Look to your associates for lessons already learned. Seek out mentors, no matter how experienced you may be. After all, each unsuccessful sales call has a cost. It comes in the form of missed commissions, wasted time, and negative self-talk.

Pick any profession, they do what very few sales people do, they train continuously. There is a cost associated with training, however the cost is small compared to the rewards of superior performance.

 

Copyright 2014 Sandler Training and Insight Sales Consulting Inc. All rights reserved.

John Glennon is the owner of Insight Sales Consulting Inc, the authorized Sandler Training Licensee for the Interior of British Columbia. He can be reached at [email protected], toll free at 1-866-645-2047 or visit his website at www.glennon.sandler.com



22774


Buyer motivation

David Sandler’s search for knowledge about why and how people buy coincided with the Transactional Analysis (TA) movement in psychology. TA theory defines three ego states that influence our behavior—the Parent, the Adult, and the Child. Think of these ego states as internal tape recorders where childhood impressions—teachings and associated feelings—are stored.

The Parent contains recordings of what you saw your mother, father, and other authority figures do and what you heard them say during your first five years of life. Its recordings were unedited. Sometimes, Parent messages were critical, judgmental, and/or prejudicial.

The Adult acts much like a computer, processing data supplied by the Parent and by the Child, as well as data it collects. The Adult is logical, rational, and analytical. The Adult solves problems and reckons probability.

The Child is where many of our decisions originate—not just buying decisions, but all kinds of decisions. The Child is that little six-year-old in us who, feeling a particular emotion at a particular time, says, “I want this,” and “I want to do that.” Or perhaps: “I don’t want this,” and “I don’t want to do that.”

David Sandler recognized that it’s the prospect’s Child that starts the buying process.

The Parent isn’t going to judge whether a purchase is appropriate or not, and the Adult isn’t going to weigh the pluses and minuses of the purchase or the pros and cons of a particular vendor until the Child wants the product or service.

Why would the Child want a product or service? Psychologists suggest that people take action (including buying products and services) in order to have something, to know something, to be able to do something, or to be known for something. So if Melanie is selling consulting services to Randall, a CEO, she needs to be able to identify which of those (very different) desires is most likely to motivate Randall! 

Does Randall want to have greater market share? Does he want to be able to do something to reward his team for a great quarter? Does he want to be known for an achievement that no one in his industry has ever pulled off? These are very different motivations. These desires can be initiated by greed, envy, curiosity, desire, fear, or any other feeling or emotion that resides within the Child. Until she identifies those feelings and emotions, Melanie is not in a position to make any kind of recommendation to Randall.

Getting the Child to express that kind of desire is the objective of the critical phase of the buyer-seller relationship that we call the Pain Step. Getting prospects emotionally involved in the sale doesn’t necessarily mean they have to be emotional—unhappy, angry, distraught, fearful, or any other specific emotion. Nor does it mean that the prospect has to express an emotion. It simply means that the prospect's inner Child is saying, “I want it.”

Why is your prospect’s Child saying, “I want it”? Perhaps it’s because you helped him discover something he didn’t know before he met you. Maybe you helped him see his situation from a different perspective, and uncovered some doubt about an existing strategy. Perhaps you helped him focus on the real root cause of his problem. Perhaps his Child is saying, “I want to know what this person knows,” or “I want what this person has to offer.”

Whatever the motivation, you will not close a sale unless the emotional component of your prospect’s identity—the Child—first signs off on the deal.

 

Copyright 2014 Sandler Training and Insight Sales Consulting Inc. All rights reserved.

John Glennon is the owner of Insight Sales Consulting Inc, the authorized Sandler Training Licensee for the Interior of British Columbia. He can be reached at [email protected], toll free at 1-866-645-2047 or visit www.glennon.sandler.com



Don't burn your bridges

"Don't burn your bridges" reminds you to make sure that you can always go back the way you came. Perhaps to get a reference or a referral from a former prospect, or maybe even go back to work for a company with whom you once worked. This can be good and practical advice. In business today, you need all the allies you can get.  There are times, however, when burning your bridges is exactly what you need to do. Burning your bridges is another component of the Formula for Success. Sandler has identified three particular bridges that need to be burned:

  • the Bridge of Reliance
  • the Bridge of Hope
  • the Bridge of Comfort

Do you rely on certain key customers to help you make your quota month after month because it's easier than going out and developing new clients? Do you rely on selling popular products or high-demand items in your product line to make your numbers because your company's less popular but more profitable items are harder to sell? If you do, then you've got to burn that Bridge of Reliance. What you rely on today may not be there tomorrow.  

Do you continually chase prospects who are always willing to talk with you, but never buy? "Drop in when you're in the neighborhood." "We're always happy to hear from you." Why continue to invest your time with someone who won't help you reach your goals? If you're hoping that one day they will do business with you, burn the Bridge of Hope. Go make something happen today, not someday.

Do you find yourself investing an excessive amount of time on low-volume prospects because you're comfortable with them? You know they should be buying more, but you don't want to rock the boat and push them to buy more. Why? Because you don't want to make yourself or them uncomfortable. If that's you, burn that Bridge of Comfort. Get out of your rut, break through your comfort zone and do something great.

No matter which of these bridges you are falling back on, you need to burn them, because they are causing you to fall back. You aren't making any progress toward success; you're only maintaining the status quo. 

 

Copyright 2014 Sandler Training and Insight Sales Consulting Inc. All rights reserved.

John Glennon is the owner of Insight Sales Consulting Inc, the authorized Sandler Training Licensee for the Interior of British Columbia. He can be reached at [email protected], toll free at 1-866-645-2047 or visit www.glennon.sandler.com



22774


Time spent prospecting

How much time should you put into prospecting?

The question is a bit of a puzzle.  Ideally, there would be a reference book that lists, by industry, how much time you should invest in prospecting activities.  Unfortunately, there’s no reference book. 

Why?

How much time you invest will depend on the number of prospecting activities you plan, the nature of the activities, and the intended results of the activities.

More importantly, different salespeople have different goals, and these goals will necessitate different amounts of time prospecting.  Introducing a new product or opening a new territory may take more time than continuing to cultivate an existing market where you already have exposure. 

If your efforts are primarily passive, where you have little, if any control of the outcome - direct mail or e-mail for example - you will likely have to do more and it will take longer to see results.  If your efforts are more proactive, where you have considerable control - cold prospecting or generating and then calling on referrals for instance - you can invest less time. 

Since there is no simple formula, you must consider your prospecting objectives and then carefully track your activities and results.  Then, you can decide how much time you want to invest and choose the activities that will allow you to achieve your objectives in that time period.

 

Copyright 2014 Sandler Training and Insight Sales Consulting Inc. All rights reserved.

John Glennon is the owner of Insight Sales Consulting Inc, the authorized Sandler Training Licensee for the Interior of British Columbia. He can be reached at [email protected], toll free at 1-866-645-2047 or visit www.glennon.sandler.com



Read more Sales Meeting Minute articles

22870


About the Author

John Glennon is an authorized licensee of Sandler TrainingSM in the Interior of British Columbia.

John is an accomplished sales person and manager with over 17 years sales and sales management experience. Beginning in sales in 1990 as a sales representative, he progressed to territory manager, sales manager, division manager and national sales and marketing manager roles throughout his career.

In 1997, John became a student of the Sandler Selling System. This introduction changed his sales career and over time propelled John and his career to new heights.

Successful in accelerating growth through strategic leadership, John knows firsthand the value of a sales training approach that follows a learning philosophy of ongoing reinforcement. He is experienced in driving the behaviours, attitudes and techniques required of an effective sales team.

Sandler Training is offered on a regular basis from their Kelowna, BC training center and through innovative distance learning programs to the rest of the BC Interior.

www.glennon.sandler.com




[email protected]
1-866-645-2047




22870


The views expressed are strictly those of the author and not necessarily those of Castanet. Castanet presents its columns "as is" and does not warrant the contents.


Previous Stories



RSS this page.
(Click for RSS instructions.)
22810