7 of 15 Tips to Get More Sales
Posted: 07 Jan 2009 04:46 AM CST
This is another outstanding post on Sott Howard's blog, http://www.sclohonet.blogspot.com/.
Actually, this is the first of a two part-er on cold calling. Look, I know very few people that like to cold call, but anyone that says you never have to do it, are either lying or dead. Everyone in sales needs to learn how to do this:
7 tips for confident cold calling
In the challenging markets of today many salespeople and business owners are focusing more and more of their efforts on cold calling to secure sales appointments and to win new business. Cold calling is an area of selling that many sales and business people can be very uncomfortable with.
As a sales motivational speaker and sales author one of my core focuses is helping individuals and teams to be more motivated and more confident and to deliver sales excellence and positive sales results on demand. To help you to get and maintain the right sales attitude here are 7 tips (of 23) that will help you to be a more confident and successful cold caller!
Tip 1
Know why cold calling is important to you and remind yourself constantly.
Stick pictures that remind you why cold calling is important to you on your PC. Make notes in your diary to remind yourself why cold calling and the results that you get from cold calling are important to you. Spend time focusing on your reasons for taking positive cold calling action every morning.
Tip 2
Cold call consistently, even when you have enough business.
Make cold calling one of your sales success habits. Cold calling is something that you should do all of the time not just when you don’t have enough business.
Tip 3
Cold call every day (or every week).
Ten cold calls every day of the month is easier than saving them all up and trying to make 230 calls on the final day of the month! 10 calls every day means positive sales habits and positive sales habits mean consistent sales success.
Tip 4
Keep a sales log book and record your cold calling successes.
The most important things in your life are worth recording. That’s why many top salespeople keep a sales success logbook. Record what works, what doesn’t, what you learnt, what you’re proud of, how you are going to do things differently next time…
Tip 5
Know your cold calling ratios . . .
Keep a record of your dials to conversations, conversations to meetings, meetings to opportunities, opportunities to deals etc. Knowing this powerful information will enable you to measure your progress and your skills.
Tip 6
Get your (motivated) colleagues involved in “inter-mate” competitions.
Don’t wait for your manager to organize competitions to get you fired up; organize them yourself and set your own expectations and standards higher than anyone else could ever set for you. It’s your sales results that will benefit.
Tip 7
Reward yourself for activities completed and maintaining a positive attitude, not just when you get results.
Many salespeople only reward themselves for results. You should reward yourself for displaying the right sales behaviours and doing the right sales activities also. These positive behaviours and activities will ultimately bring top sales results so it is these superstar behaviours and activities that you need to reinforce.
I’ll share more of the 23 stategies with you another day but in the meantime if you want to unlock more free cold calling strategies, tips and ideas check out my other blog posts on cold calling or check out my cold calling resources.
Gavin Ingham is an author and motivational speaker specialising in sales training and business growth. Gavin has helped tens of thousands of salespeople, business owners and entrepreneurs to increase their sales and build the businesses that they desire.
Check out Gavin’s powerful books, audios & DVDs & make sure that you join his free Success newsletter.
If you want to set your next conference, AGM or away day alight then call Gavin’s team now on +44 (0) 845 838 5958. To syndicate any of Gavin’s articles or to find out about having Gavin write something for your magazine or newsletter then contact us now.
Sunday, January 25, 2009
Thursday, January 22, 2009
. . . when you see the light at the end of the tunnel, it is not beneficial to go out and build more tunnel.
Neal Donald Walsch, author of Conversations with God, sent me the quote above and went on to say:
It was John Quinton who observed that politicians do that. Maybe you've caught yourself doing it, too. Just when things look like they're getting better, you start seeing more things that "aren't right," or "could go wrong."
The Universe is essentially a friendly place. So friendly, in fact, that it will give you exactly what you expect it to.
Isn't that wonderful? Of course, it depends on what you expect...
Neal Donald Walsch, author of Conversations with God, sent me the quote above and went on to say:
It was John Quinton who observed that politicians do that. Maybe you've caught yourself doing it, too. Just when things look like they're getting better, you start seeing more things that "aren't right," or "could go wrong."
The Universe is essentially a friendly place. So friendly, in fact, that it will give you exactly what you expect it to.
Isn't that wonderful? Of course, it depends on what you expect...
Tuesday, January 20, 2009
My friend and colleague, Scott Howard, has had some fantastic articles about sales on his blog, ScLoHo's Collective Wisdom. You can follow his blog at www.scloho.blogspot.com. Here is an article he posted earlier this month:
Steve Clark wrote this excellent piece of wisdom. I got it in an email, and you can too if you subscribe to his site at www.newschoolselling.com.
Understanding the Buyer’s Decision Process
by Steve Clark
Many of the world’s best sales forces are the best because they have developed and use a systematic sales process. Having a map of the things that have to happen before a sale can be made provides a framework for sales planning and activity, reduces mistakes, and shortens new hire ramp-up time. However, what is conspicuously absent from most of these process maps are the things that prospective customers have to do each step of the way in order to buy. The truth is that the things that are done at any particular step or stage in the process could be a complete waste of time if the client doesn’t do what they must do to move forward to the next step or stage in their buying process.
As sales professionals, you don’t retire quota or earn commissions for anything that you do. You get paid on what your prospects do. When they sign a contract or issue a purchase order, then you make some money. You have to accept that you cannot control your prospects.
Account Managers or Sales Managers often ask, “What do we have to do to close this deal?” That is the wrong question. What you should be asking is, “What does the prospect have to do in order to buy?” and then the follow-on question is, “What do we have to do to get them to do those things?”
Whether or not you have or follow a systematic sales process, you should endeavor to understand and document your prospect’s buying process. You must understand not only the things that have to happen throughout the selection and approval process, but who will be involved along the way.
Armed with a thorough understanding of the steps and stages of your prospects buying process, you can plan your work accordingly. Then every single move you make can be made with the specific intent of enabling or empowering your prospect to take the next step they need to take in order to buy.
In order for you and the buyer to understand the buying process, you need to ask questions. Lots of questions. Here are some questions that will help you and the buyer define and clarify what has to happen before a decision will be made:
1. What kind of results are you having with your current advertising campaign?
2. If your current campaign is not providing for you what you need it to how do you plan on discovering if another campaign might work better?
3. How have you managed to do so well in spite of the fact that you are not receiving from your current campaign what you really need?
4. How did you come to accept these less than satisfactory results from your existing campaign? What needs to happen before you and the other decision makers in this company will decide to do something different?
5. Can your existing advertising provide the results needed to take your business to the next level? If so, what has stopped it from providing the results before?
6. What do you and the other decision makers need to know or understand before you will be willing to solve this problem?
7. Since bringing in a new advertising strategy and plan would necessitate changes, what would your decision team need to understand before they’d be willing to help you through the change process?
8. What would they need to see or hear before they would be able to understand that this new process would not create chaos for them?
9. What I hear you saying is that you need blah, blah and blah from me to have the confidence that we can help you. Is that correct? What would you like for me to do next?
Before you proceed to any next step, you should know and understand exactly what has to happen next in their buying process, and what you’re going to do to make that happen. If you spend the time and money to go visit a prospect without a plan of what you intend to say and do to help them take the next step in their buying process then you are little more than a professional visitor.
Defining and documenting a useful map of our prospects buying process will take time, it will take effort, and it will require that you reach, qualify, and sell to all of the people who will play a part in the selection and approval process. You will need a lot of input and perspective because simply accepting any one person’s opinion of their process leaves too many variables to chance and ultimately leaves you with too much exposure and opportunity for failure. Taking the time to thoroughly understand all of the things that the prospect needs to do in order to buy often makes the difference between the very successful and those who simply get by.
Good Selling
Steve Clark
Steve Clark wrote this excellent piece of wisdom. I got it in an email, and you can too if you subscribe to his site at www.newschoolselling.com.
Understanding the Buyer’s Decision Process
by Steve Clark
Many of the world’s best sales forces are the best because they have developed and use a systematic sales process. Having a map of the things that have to happen before a sale can be made provides a framework for sales planning and activity, reduces mistakes, and shortens new hire ramp-up time. However, what is conspicuously absent from most of these process maps are the things that prospective customers have to do each step of the way in order to buy. The truth is that the things that are done at any particular step or stage in the process could be a complete waste of time if the client doesn’t do what they must do to move forward to the next step or stage in their buying process.
As sales professionals, you don’t retire quota or earn commissions for anything that you do. You get paid on what your prospects do. When they sign a contract or issue a purchase order, then you make some money. You have to accept that you cannot control your prospects.
Account Managers or Sales Managers often ask, “What do we have to do to close this deal?” That is the wrong question. What you should be asking is, “What does the prospect have to do in order to buy?” and then the follow-on question is, “What do we have to do to get them to do those things?”
Whether or not you have or follow a systematic sales process, you should endeavor to understand and document your prospect’s buying process. You must understand not only the things that have to happen throughout the selection and approval process, but who will be involved along the way.
Armed with a thorough understanding of the steps and stages of your prospects buying process, you can plan your work accordingly. Then every single move you make can be made with the specific intent of enabling or empowering your prospect to take the next step they need to take in order to buy.
In order for you and the buyer to understand the buying process, you need to ask questions. Lots of questions. Here are some questions that will help you and the buyer define and clarify what has to happen before a decision will be made:
1. What kind of results are you having with your current advertising campaign?
2. If your current campaign is not providing for you what you need it to how do you plan on discovering if another campaign might work better?
3. How have you managed to do so well in spite of the fact that you are not receiving from your current campaign what you really need?
4. How did you come to accept these less than satisfactory results from your existing campaign? What needs to happen before you and the other decision makers in this company will decide to do something different?
5. Can your existing advertising provide the results needed to take your business to the next level? If so, what has stopped it from providing the results before?
6. What do you and the other decision makers need to know or understand before you will be willing to solve this problem?
7. Since bringing in a new advertising strategy and plan would necessitate changes, what would your decision team need to understand before they’d be willing to help you through the change process?
8. What would they need to see or hear before they would be able to understand that this new process would not create chaos for them?
9. What I hear you saying is that you need blah, blah and blah from me to have the confidence that we can help you. Is that correct? What would you like for me to do next?
Before you proceed to any next step, you should know and understand exactly what has to happen next in their buying process, and what you’re going to do to make that happen. If you spend the time and money to go visit a prospect without a plan of what you intend to say and do to help them take the next step in their buying process then you are little more than a professional visitor.
Defining and documenting a useful map of our prospects buying process will take time, it will take effort, and it will require that you reach, qualify, and sell to all of the people who will play a part in the selection and approval process. You will need a lot of input and perspective because simply accepting any one person’s opinion of their process leaves too many variables to chance and ultimately leaves you with too much exposure and opportunity for failure. Taking the time to thoroughly understand all of the things that the prospect needs to do in order to buy often makes the difference between the very successful and those who simply get by.
Good Selling
Steve Clark
Monday, January 19, 2009
Time to Upgrade
This is was post I read on my friend and colleague, Scott Howard;s, blog ScLoHo's Collective Wisdom January 2, 2009.
When the economy was strong, we could afford to make mistakes or ignore bad sales habits. Things have changed now.
Recessions separate the weak from the strong. It's the ultimate "survival of the fittest" in the business world. Your skills, talents, and attitude are the real competitive edge in this marketplace.
Smart sales professionals are investing in themselves. They are reading more, listening to Podcasts, attending seminars and webinars, and taking advantage of their corporate training programs.
Take time to upgrade now and you will become an invincible competitor in your industry and market regardless of the state of the economy.
Source: Sales trainer/speaker Jeb Blount (www.salesgravy.com, 2008)
This is was post I read on my friend and colleague, Scott Howard;s, blog ScLoHo's Collective Wisdom January 2, 2009.
When the economy was strong, we could afford to make mistakes or ignore bad sales habits. Things have changed now.
Recessions separate the weak from the strong. It's the ultimate "survival of the fittest" in the business world. Your skills, talents, and attitude are the real competitive edge in this marketplace.
Smart sales professionals are investing in themselves. They are reading more, listening to Podcasts, attending seminars and webinars, and taking advantage of their corporate training programs.
Take time to upgrade now and you will become an invincible competitor in your industry and market regardless of the state of the economy.
Source: Sales trainer/speaker Jeb Blount (www.salesgravy.com, 2008)
Sunday, January 18, 2009
Elements of Change
Chris Widener
The key to achieving more than you currently are, no matter which area of your life or work you are focusing in on now, is change. The old saying rings true: If you always do what you have always done, you will always get what you’ve already got. If you keep eating and exercising the way you currently are, you will weigh the same a year from now. If you continue to sell to the same people on the same schedule, you will make the same amount of money next year. In order to move forward, we must change.
As I have worked with people, both in a professional setting and on a personal basis, I have found two things to be true about change. One, it is simple. Two, it is not easy. That is, the concept of change is simple to grasp. People or organizations are quick to say, “Oh, I know we need to change.” Simple.
But where the problem starts, and why most people and organizations do not change, is because it is not easy to change. But, I believe, if the process is well thought out, and if we have the guts and determination to carry it out, change can happen, and we can move on to more fulfilled lives.
With that said, let me give you what I consider the elements of change.
Discontentment with your current state.
The first step in the process of change is to not want to be where you currently are. You must be discontent with it. If you are overweight, you must say, “I will not accept this anymore.” If you are in debt, you must say, “I cannot tolerate this any longer.” If you have broken relationships, you must say, “I will not live with this.” This is a decision to change and not accept the status-quo.
The picture of your preferred outcome.
What is it that you want to change to? It absolutely is not enough to say “I need to change.” It must be: “I am going to change to…” This becomes the goal. I would encourage you to get a mental picture of it formulated in your mind. Get a real picture of it if it is that tangible. Perhaps write yourself a short essay, extolling the virtues of what life will be like when you get to the changed state.
New associations with the two states.
You must begin to associate your current state you are in with pain, and the state you want to be in with pleasure. Let’s take weight for example. We tend to think of ice cream, mounds of it, with pleasure. I know that I do. Especially chocolate chip mint. Last night we went to some friend’s house and we had some ice cream. Normal portions. I don’t like to eat normal portions. I like huge portions of ice cream. There is an association of pleasure there. But what I did to overcome the urge to eat scoop after scoop was to associate huge portions to being overweight, not the pleasure of the taste. I also associated not eating the ice cream with feeling better about myself. Then when it comes to exercise, I work on associating the exercise and weight-lifting with the pleasure of fitting into my clothes rather than the pain my muscles feel every time I do it. This help me win the battle of the mind.
Develop a plan of short, simple steps.
“I am going to lose fifty pounds in two months.” “I will sell 500% more next month.” These are examples of change that are good goals to have long term, but too big for the time allotted – and this is havoc on change! If your goals are too big in too short of time, you will fail and become discouraged. Then you will quit and decide change can’t be accomplished. Instead, you must have short, workable, attainable goals if you are going to see real change happen and stay. “I am going to lose five pounds a month for ten months.” “We are going to sell 6% more each month this year (That would double your business each year)” These are the size steps you need to take. Then you will build victory after victory.
Discipline yourself.
Sorry but this is where it is up to you. At the heart of change is the ability to discipline ourselves. I cannot lose your weight. Your mom cannot go out and make sales calls for you. The only real obstacle standing between your current state and your desired outcome is you! So do everything you can to get yourself motivated to change! Force yourself to get out of bed and get to work on your goals! Discipline yourself. Choose to make the right decision.
Reward yourself when you have made the change.
That’s right: reward yourself. You have worked hard and exerted a lot of self-discipline to get there! You deserve it!
Chris Widener is a popular speaker and author who has shared the podium with US Presidents, helping individuals and organizations turn their potential into performance, succeed in every area of their lives and achieve their dreams. Join subscribers in over 100 countries for a weekly leadership & success eZine by clicking here. Enjoy motivational audio programs from Chris Widener & other top speakers including Zig Ziglar & Brian Tracy by visiting www.MadeForSuccess.net.
Chris Widener
The key to achieving more than you currently are, no matter which area of your life or work you are focusing in on now, is change. The old saying rings true: If you always do what you have always done, you will always get what you’ve already got. If you keep eating and exercising the way you currently are, you will weigh the same a year from now. If you continue to sell to the same people on the same schedule, you will make the same amount of money next year. In order to move forward, we must change.
As I have worked with people, both in a professional setting and on a personal basis, I have found two things to be true about change. One, it is simple. Two, it is not easy. That is, the concept of change is simple to grasp. People or organizations are quick to say, “Oh, I know we need to change.” Simple.
But where the problem starts, and why most people and organizations do not change, is because it is not easy to change. But, I believe, if the process is well thought out, and if we have the guts and determination to carry it out, change can happen, and we can move on to more fulfilled lives.
With that said, let me give you what I consider the elements of change.
Discontentment with your current state.
The first step in the process of change is to not want to be where you currently are. You must be discontent with it. If you are overweight, you must say, “I will not accept this anymore.” If you are in debt, you must say, “I cannot tolerate this any longer.” If you have broken relationships, you must say, “I will not live with this.” This is a decision to change and not accept the status-quo.
The picture of your preferred outcome.
What is it that you want to change to? It absolutely is not enough to say “I need to change.” It must be: “I am going to change to…” This becomes the goal. I would encourage you to get a mental picture of it formulated in your mind. Get a real picture of it if it is that tangible. Perhaps write yourself a short essay, extolling the virtues of what life will be like when you get to the changed state.
New associations with the two states.
You must begin to associate your current state you are in with pain, and the state you want to be in with pleasure. Let’s take weight for example. We tend to think of ice cream, mounds of it, with pleasure. I know that I do. Especially chocolate chip mint. Last night we went to some friend’s house and we had some ice cream. Normal portions. I don’t like to eat normal portions. I like huge portions of ice cream. There is an association of pleasure there. But what I did to overcome the urge to eat scoop after scoop was to associate huge portions to being overweight, not the pleasure of the taste. I also associated not eating the ice cream with feeling better about myself. Then when it comes to exercise, I work on associating the exercise and weight-lifting with the pleasure of fitting into my clothes rather than the pain my muscles feel every time I do it. This help me win the battle of the mind.
Develop a plan of short, simple steps.
“I am going to lose fifty pounds in two months.” “I will sell 500% more next month.” These are examples of change that are good goals to have long term, but too big for the time allotted – and this is havoc on change! If your goals are too big in too short of time, you will fail and become discouraged. Then you will quit and decide change can’t be accomplished. Instead, you must have short, workable, attainable goals if you are going to see real change happen and stay. “I am going to lose five pounds a month for ten months.” “We are going to sell 6% more each month this year (That would double your business each year)” These are the size steps you need to take. Then you will build victory after victory.
Discipline yourself.
Sorry but this is where it is up to you. At the heart of change is the ability to discipline ourselves. I cannot lose your weight. Your mom cannot go out and make sales calls for you. The only real obstacle standing between your current state and your desired outcome is you! So do everything you can to get yourself motivated to change! Force yourself to get out of bed and get to work on your goals! Discipline yourself. Choose to make the right decision.
Reward yourself when you have made the change.
That’s right: reward yourself. You have worked hard and exerted a lot of self-discipline to get there! You deserve it!
Chris Widener is a popular speaker and author who has shared the podium with US Presidents, helping individuals and organizations turn their potential into performance, succeed in every area of their lives and achieve their dreams. Join subscribers in over 100 countries for a weekly leadership & success eZine by clicking here. Enjoy motivational audio programs from Chris Widener & other top speakers including Zig Ziglar & Brian Tracy by visiting www.MadeForSuccess.net.
Friday, January 16, 2009
The Arenas of Success
Chris Widener
"The credit belongs to the man who is actually in the arena; whose face is marred by dust and sweat and blood; who strives valiantly; who errs and comes short again and again; who knows the great enthusiasms, the great devotions, and spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement; and who at the worst, if he fails, at least fails while daring greatly." Theodore Roosevelt
I Am - the Arena of Values
I Should – the Arena of Responsibility
I Could - the Arena of Possibility
I Would - the Arena of Negotiation
I Want To - the Arena of Vision
I Will - the Arena of Dedication
I Do - the Arena of Accomplishment
In this article we are going to be looking at the “Arenas” that every person, organization, or business can operate out of. They are Values, Responsibility, Possibility, Negotiation, Vision, Dedication, and Accomplishment. The degree of our success is directly related to the degree in which we excel in and balance these arenas. As you go through each segment, think practically, because these are intended to be more than intellectual ideas. They are intended to help you solidify them into your life and turn your potential into performance. Though this article is specific to business and industry, the principles here are easily translated into personal application.
I Am - The Arena of Values
Every person, organization and business has values. They may not know what they are, or they may not be able to articulate what they are, but they have them. The values of a business are what they believe in. What do they think is important? What do they hold as dear to the organization? Customer satisfaction is a simple value that a business may hold, for example. What a company values will affect the way the business runs and the employees act and work, so it is important to know what your business values are. Here are some questions for you to ask. I would encourage you to involve as many top-level people in this process as possible, as well as others, even down to the lowest levels of the organization. What do we think is important? What do we hope to accomplish? What do we believe in as we go about our work? Another item to deal with is Values Dissonance. That is when you state your values and find that they are not in action in the company. This then, takes teamwork and leadership to make sure that everybody is on the same page with your corporate values. The first step in a successful organization, or for your own life for that matter, is to determine your values. I would encourage you to spend some time on this if you haven’t already. And if you have, continue to make sure that everybody in the organization knows and believes in them.
Two excellent books on the subject are Leadership Jazz, and Leadership Is An Art, both by Max DuPree. Is there clear indication in your place or work that you are operating in the Arena of Values? Can you say without a doubt that “I Am,” or “We Are”? Hopefully you can, and if not, you can be, with a little work.
I Should – The Arena of Responsibility
I understand that responsibility is in some people’s minds a four-letter word, but not in those who want to achieve true, lasting success that benefits not only themselves, but a great number of people around them. Those who would lead the way to accomplishment must also understand that they have responsibilities. And the man or woman of honor, integrity, and success, lives up to those responsibilities. So what are these responsibilities that we must live by? While I want to encourage you to think about them specifically for your own life and business, there are a few that I believe are for all of us.
These are just a few areas, but they are the umbrellas that cover the rest of our lives. If we get these right, we are 95% there.
I Could – The Arena of Possibility
Now we cover the arena of possibility.
It seems to me that many businesses, and schools and organizations often get so caught up in the day to day that they lose their zest for life. They get the nose to the grindstone, and may even be doing important work, but they forget to dream. They forget to think of what could be. (for more on achieving your dreams, see my article “Dare to Dream Again) How is your business in the arena of possibility? What would happen if at your next staff meeting, whether you have 30 people or it’s just you and your partner, you asked the question “What could we really do if we put it all together? If we really stretched ourselves as far as we could?” Or how about “What are the possibilities for this business to really do something great or dynamic?” I think that you would probably be astounded at what you would hear. People have great ideas, dreams, and possibilities inside of them. They just need someone to stop the treadmill and ask the question, surrounded by an atmosphere of acceptance.
Here are some areas to think about possibilities in:
After you have recognized your corporate values, understood your responsibilities and then had your staff possibilities session, there comes a time of reflection upon those possibilities. Every possibility has a cost associated with it. At this point an organization not only says “we could” but they also need to determine what the cost will be and whether or not the successful implementation of the possibility is worth the cost. This is the arena of negotiation. It isn’t negotiation in the traditional sense of the word, such as negotiating a price with a client or vendor, but is primarily an internal negotiation. This is where you ask qualifying questions. “I would if…”
If this is to come about, what will the cost be? Is it worth it? If this comes about, what will the ramifications be in other areas of my business? What other adjustments would have to be made, and are they worth it? What would the reward have to be in order for me to pursue this possibility? How long will it take me to reach this possibility? In light of that, do I want to readjust the organization for that period of time? In other words, would the outcome be worth it? What trade-offs will I have to make with my time, finances, staff, customers, or family? Are these trade-offs worth it?
These are all examples of negotiation questions. You are negotiating internally, with yourself or your staff.
For example, you may find that your possibilities include substantially more profit for an extra five hours of your time per week. But your family life may be such that it wouldn’t be the overall best situation for you to increase your workload five more hours a week at this point in your life. Perhaps it is still a possibility, but should be delayed for a year or two You may see the possibility of giving better customer service by adding two new employees, to bring the ratio of employees to customers down. What would the cost be? What would the reward be? Perhaps you will find out that the reward, be it financial or otherwise, is more than sufficient in your mind to spur you on to pursue the possibility. You may want to get a comprehensive view of your current customers’ satisfaction. There is any number of ways to go about obtaining that information. Giving a response card to each person that visits. Calling past customers on the phone. Visiting each client personally. What are the costs of these? Which ones are right for you and your staff at the current time? Every possibility has a cost associated with it. Take some time this week to measure the costs of your possibilities. Then, when you find those that are good for you – go for it!
I Want To – The Arena of Vision
Sometimes one of the best ways to determine what you or your company or organization should do is what you want to do! Two sections back we asked what the possibilities were for your business. We decided to dream a little. Now, of those possibilities, what ones would you really like to do? The reason for this is simple:
Because those ideas that stir our passions for excellence become things that we can easily “see.” They can become our “vision.” Vision is a word that is used a lot in leadership development these days, and for a good reason. In order for something to happen, someone has to first see it happening long before it actually does. Sure, there are lots of things you could do (possibilities), but what do you want to do? What can you see yourself doing? If money, and time, were no object; if you knew that you couldn’t fail at your attempt; what would you want to try? Then, why not try? This can become your vision. And a vision is a powerful thing. Vision is what drives success and accomplishment. Just think of the great accomplishments of mankind and about what vision must have been behind them. So, what do you want to do in your life? What would you like to accomplish with your business or organization? Great things come when we dream, when we gain a vision of a better tomorrow. Vision drives us to attempt things far beyond where we are right now. Here is one of my favorite quotes from old Rough and Ready, Teddy Roosevelt. I hope it encourages you to stretch for greater things. “Far better it is to dare mighty things, to win glorious triumphs, though checkered by failure, than to rank with those poor spirits who neither enjoy, nor suffer much, because they live in the gray twilight that knows neither victory nor defeat.”
I Will – The Arena of Dedication
They say that the three most important things in real estate are “location, location, location.” That may very well be true, but I have decided, after being involved in numerous start-up ventures (both for profit and non-profit) that the three most important things in work, especially during the start-up process, are “perseverance, perseverance, perseverance.” I have come to believe that much of what separates the successful from the unsuccessful is simply determination. The successful are not always the brightest, the best looking, or those with the most prestigious diplomas. Instead, they are the ones who say “I will do this!” and “Hardship will not deter me!” These people have entered into and continually live in the arena of dedication. Staying there long enough usually puts them on top. Dedication is a key to success. So far, we have had you determine your corporate values, and had you dream and think of the possibilities for your life, work, and organization. What now? Hard work! Once you and your staff have determined what your possibilities are, you should also spend some time to recognize all of the hard work that will be involved in achieving your dreams. Then spend some time preparing to meet the challenges. Here are some questions to help you get through the process, prepare yourself for the job ahead, and come out on the end of success.
I Do – The Arena of Accomplishment
As we close this series, it is important to remember that these phases are all constantly rotating through different areas of our lives. In some areas we will be in the values formulating arena, others the dedication arena. And of course we will at times be in the accomplishment arena. It comes when the job is complete. What is important at this stage? Well, a few things actually.
Chris Widener is a popular speaker and author who has shared the podium with US Presidents, helping individuals and organizations turn their potential into performance, succeed in every area of their lives and achieve their dreams. Join subscribers in over 100 countries for a weekly leadership & success eZine by clicking here. Enjoy motivational audio programs from Chris Widener & other top speakers including Zig Ziglar & Brian Tracy by visiting www.MadeForSuccess.net.
Chris Widener
"The credit belongs to the man who is actually in the arena; whose face is marred by dust and sweat and blood; who strives valiantly; who errs and comes short again and again; who knows the great enthusiasms, the great devotions, and spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement; and who at the worst, if he fails, at least fails while daring greatly." Theodore Roosevelt
I Am - the Arena of Values
I Should – the Arena of Responsibility
I Could - the Arena of Possibility
I Would - the Arena of Negotiation
I Want To - the Arena of Vision
I Will - the Arena of Dedication
I Do - the Arena of Accomplishment
In this article we are going to be looking at the “Arenas” that every person, organization, or business can operate out of. They are Values, Responsibility, Possibility, Negotiation, Vision, Dedication, and Accomplishment. The degree of our success is directly related to the degree in which we excel in and balance these arenas. As you go through each segment, think practically, because these are intended to be more than intellectual ideas. They are intended to help you solidify them into your life and turn your potential into performance. Though this article is specific to business and industry, the principles here are easily translated into personal application.
I Am - The Arena of Values
Every person, organization and business has values. They may not know what they are, or they may not be able to articulate what they are, but they have them. The values of a business are what they believe in. What do they think is important? What do they hold as dear to the organization? Customer satisfaction is a simple value that a business may hold, for example. What a company values will affect the way the business runs and the employees act and work, so it is important to know what your business values are. Here are some questions for you to ask. I would encourage you to involve as many top-level people in this process as possible, as well as others, even down to the lowest levels of the organization. What do we think is important? What do we hope to accomplish? What do we believe in as we go about our work? Another item to deal with is Values Dissonance. That is when you state your values and find that they are not in action in the company. This then, takes teamwork and leadership to make sure that everybody is on the same page with your corporate values. The first step in a successful organization, or for your own life for that matter, is to determine your values. I would encourage you to spend some time on this if you haven’t already. And if you have, continue to make sure that everybody in the organization knows and believes in them.
Two excellent books on the subject are Leadership Jazz, and Leadership Is An Art, both by Max DuPree. Is there clear indication in your place or work that you are operating in the Arena of Values? Can you say without a doubt that “I Am,” or “We Are”? Hopefully you can, and if not, you can be, with a little work.
I Should – The Arena of Responsibility
I understand that responsibility is in some people’s minds a four-letter word, but not in those who want to achieve true, lasting success that benefits not only themselves, but a great number of people around them. Those who would lead the way to accomplishment must also understand that they have responsibilities. And the man or woman of honor, integrity, and success, lives up to those responsibilities. So what are these responsibilities that we must live by? While I want to encourage you to think about them specifically for your own life and business, there are a few that I believe are for all of us.
- To be a person and company of high integrity. Ultimately, we are only a success to the degree that we are honorable people. This means that we are honest, hard working, and forthright. I don’t think it matters how much money one accumulates if the are not a person of integrity.
- To live by the “golden rule.” And the golden rule isn’t what one of my best friends grew up thinking it was: He who has the gold, makes the rules! No, it is that we will treat others as we want to and expect to be treated.
- To our families. Regardless of the work we do, it is of utmost importance that our families sit atop the priority list. Sometimes I think of all the people I help and work so hard for day by day and realize that none of them will be at my side when I breathe my last breath. My wife and children will fill those spots. Therefore, they get the most from me. I owe it to them. They are important to me and it is my responsibility to be there for them, no matter what my opportunities are elsewhere.
- To give to charity. The more you hear from me, the more you will realize that I am big on the idea of charity. I think one of the things that rounds us out as healthy, successful people is to give away money, time, and possessions, free of all strings. Simply give it away to a cause that you believe in. Make it big. Make it a sacrifice. Instead of a $10 check every now and then, put it into your budget to give away a certain amount every month. At first you will think it is impossible but it will come around. And one of the great benefits to this is that at the end of your life, you will be able to look back and see the difference you have made.
These are just a few areas, but they are the umbrellas that cover the rest of our lives. If we get these right, we are 95% there.
I Could – The Arena of Possibility
Now we cover the arena of possibility.
It seems to me that many businesses, and schools and organizations often get so caught up in the day to day that they lose their zest for life. They get the nose to the grindstone, and may even be doing important work, but they forget to dream. They forget to think of what could be. (for more on achieving your dreams, see my article “Dare to Dream Again) How is your business in the arena of possibility? What would happen if at your next staff meeting, whether you have 30 people or it’s just you and your partner, you asked the question “What could we really do if we put it all together? If we really stretched ourselves as far as we could?” Or how about “What are the possibilities for this business to really do something great or dynamic?” I think that you would probably be astounded at what you would hear. People have great ideas, dreams, and possibilities inside of them. They just need someone to stop the treadmill and ask the question, surrounded by an atmosphere of acceptance.
Here are some areas to think about possibilities in:
- The office atmosphere
- Customer relations
- Customer satisfaction
- Increased sales
- Increased profit
- Community service projects
After you have recognized your corporate values, understood your responsibilities and then had your staff possibilities session, there comes a time of reflection upon those possibilities. Every possibility has a cost associated with it. At this point an organization not only says “we could” but they also need to determine what the cost will be and whether or not the successful implementation of the possibility is worth the cost. This is the arena of negotiation. It isn’t negotiation in the traditional sense of the word, such as negotiating a price with a client or vendor, but is primarily an internal negotiation. This is where you ask qualifying questions. “I would if…”
If this is to come about, what will the cost be? Is it worth it? If this comes about, what will the ramifications be in other areas of my business? What other adjustments would have to be made, and are they worth it? What would the reward have to be in order for me to pursue this possibility? How long will it take me to reach this possibility? In light of that, do I want to readjust the organization for that period of time? In other words, would the outcome be worth it? What trade-offs will I have to make with my time, finances, staff, customers, or family? Are these trade-offs worth it?
These are all examples of negotiation questions. You are negotiating internally, with yourself or your staff.
For example, you may find that your possibilities include substantially more profit for an extra five hours of your time per week. But your family life may be such that it wouldn’t be the overall best situation for you to increase your workload five more hours a week at this point in your life. Perhaps it is still a possibility, but should be delayed for a year or two You may see the possibility of giving better customer service by adding two new employees, to bring the ratio of employees to customers down. What would the cost be? What would the reward be? Perhaps you will find out that the reward, be it financial or otherwise, is more than sufficient in your mind to spur you on to pursue the possibility. You may want to get a comprehensive view of your current customers’ satisfaction. There is any number of ways to go about obtaining that information. Giving a response card to each person that visits. Calling past customers on the phone. Visiting each client personally. What are the costs of these? Which ones are right for you and your staff at the current time? Every possibility has a cost associated with it. Take some time this week to measure the costs of your possibilities. Then, when you find those that are good for you – go for it!
I Want To – The Arena of Vision
Sometimes one of the best ways to determine what you or your company or organization should do is what you want to do! Two sections back we asked what the possibilities were for your business. We decided to dream a little. Now, of those possibilities, what ones would you really like to do? The reason for this is simple:
Because those ideas that stir our passions for excellence become things that we can easily “see.” They can become our “vision.” Vision is a word that is used a lot in leadership development these days, and for a good reason. In order for something to happen, someone has to first see it happening long before it actually does. Sure, there are lots of things you could do (possibilities), but what do you want to do? What can you see yourself doing? If money, and time, were no object; if you knew that you couldn’t fail at your attempt; what would you want to try? Then, why not try? This can become your vision. And a vision is a powerful thing. Vision is what drives success and accomplishment. Just think of the great accomplishments of mankind and about what vision must have been behind them. So, what do you want to do in your life? What would you like to accomplish with your business or organization? Great things come when we dream, when we gain a vision of a better tomorrow. Vision drives us to attempt things far beyond where we are right now. Here is one of my favorite quotes from old Rough and Ready, Teddy Roosevelt. I hope it encourages you to stretch for greater things. “Far better it is to dare mighty things, to win glorious triumphs, though checkered by failure, than to rank with those poor spirits who neither enjoy, nor suffer much, because they live in the gray twilight that knows neither victory nor defeat.”
I Will – The Arena of Dedication
They say that the three most important things in real estate are “location, location, location.” That may very well be true, but I have decided, after being involved in numerous start-up ventures (both for profit and non-profit) that the three most important things in work, especially during the start-up process, are “perseverance, perseverance, perseverance.” I have come to believe that much of what separates the successful from the unsuccessful is simply determination. The successful are not always the brightest, the best looking, or those with the most prestigious diplomas. Instead, they are the ones who say “I will do this!” and “Hardship will not deter me!” These people have entered into and continually live in the arena of dedication. Staying there long enough usually puts them on top. Dedication is a key to success. So far, we have had you determine your corporate values, and had you dream and think of the possibilities for your life, work, and organization. What now? Hard work! Once you and your staff have determined what your possibilities are, you should also spend some time to recognize all of the hard work that will be involved in achieving your dreams. Then spend some time preparing to meet the challenges. Here are some questions to help you get through the process, prepare yourself for the job ahead, and come out on the end of success.
- What are the obstacles we will face?
- How will we overcome those obstacles?
- What kinds of attitudes and dedication will we need to exhibit when the time comes to face difficulties and up-hill battles?
- What are the rewards our dedication will bring to us as individuals and corporately?
I Do – The Arena of Accomplishment
As we close this series, it is important to remember that these phases are all constantly rotating through different areas of our lives. In some areas we will be in the values formulating arena, others the dedication arena. And of course we will at times be in the accomplishment arena. It comes when the job is complete. What is important at this stage? Well, a few things actually.
- A little rest. Notice I said a “little.” It isn’t time to sit back for good, but resting can be a much-needed reward for all of the hard work you have shown up until now. After the pace of pursuing your dreams, your body and mind need some well– deserved rest.
- A little celebration. Celebrations are great for us. What is all the work for if one can’t enjoy the fruit of his labor? Maybe it is a small dinner out. Maybe it is a huge celebration like a party for a hundred of your closest friends and business associates. Maybe it is an exotic vacation?
- A sense of fulfillment. The greatest reward is, as the old saying goes, “the satisfaction of a job well done.” Not many people make it to the accomplishment arena very often. Enjoy the satisfaction!
- A new high bar. One of the great things about life is the challenge of new heights. You have accomplished your task, and that’s good, but…
Chris Widener is a popular speaker and author who has shared the podium with US Presidents, helping individuals and organizations turn their potential into performance, succeed in every area of their lives and achieve their dreams. Join subscribers in over 100 countries for a weekly leadership & success eZine by clicking here. Enjoy motivational audio programs from Chris Widener & other top speakers including Zig Ziglar & Brian Tracy by visiting www.MadeForSuccess.net.
Thursday, January 15, 2009
Making Sales in Tough Times
Tom Hopkins
The best way to sum up a strategy for succeeding in uncertain economic times is a very old saying, “When the going gets tough, the tough get going.” When business as a whole slows down, many business people say there’s little they can do to change the market and they have to just ride it out.
If that’s the way you think, let me ask you this, where would we be if we all thought that way about our planet? Simple awareness and desire in millions of people to see improvement in the way we care for our planet is beginning to show positive signs. The gloom and doom projections for the destruction of the earth, as we know, it are being altered by you and your neighbor recycling aluminum cans, glass bottles and paper products. If you can make a difference in something as major as saving the planet, there is definitely something you can do about the effects of a business slowdown.
The key to finding success within crisis lies in how well you handle what is happening. Succeeding or failing primarily depends on your attitude—and this is never more true than in challenging times.
In the good times we don’t pay much attention to our attitudes, but challenges are constant in our lives. In business, the economic climate is always changing. For much of the time, the changes that take place are caused by outside factors that we’re powerless to control. However, we can control how we react to a situation.
The challenge with many companies and salespeople is that they tend to let themselves become inefficient in good times. They see all the great business they’re doing today and fail to continue to take care of yesterday’s business or prepare for tomorrow’s business. They make keeping on top of the latest industry news a low priority. Then, when things get tough, it’s hard for them to buckle down and become more effective. They’ve lost some of their competitive edge.
By competitive edge, I don’t mean with the competition. I mean the competitive edge within the company—to make each department the most efficient and productive it can be tomorrow versus where it is today.
When you recognize you are in a slump, sit down and analyze what you’re doing different today from when you were at your peak of performance. Good salespeople, like good businesses, keep records and know what worked best and when. They don’t just run out and randomly try new things to turn business around. They rely on their knowledge and expertise to give them a solid footing from which to test new ideas.
One of the most important elements in surviving a business slump is having your overhead under control. However, be careful not to be so thrifty that others think you’re not doing well. First and foremost, don’t cut costs in highly visible areas if possible. If you’re having a tough time, no one should be able to tell by looking at you. Continue with a high level of grooming. Take care of your briefcase and sales tools. Keep your car clean and neat. You may have to wash it yourself or hire the neighbor’s kid to do it instead of having it detailed, but that’s okay as long as it looks good. The point is to keep things looking good and eventually they will be good again.
In good times or bad, selling is still a numbers game. The salespeople who have the highest visibility make the most sales.
Another key point to remember is that if you are facing tough times, chances are many of your regular customers are feeling the pinch as well. They may consider making changes in the amount of business they do with you or changing to lower quality materials or less service. Now is not the time to let that happen. Your best accounts should be contacted weekly during tough times. Let them know you care. Give them positive news with each call. Let them feel you are in it with them and that they are important to you. Sticking by them in tough times builds loyalty. Then, when the economy swings back around, as it always does, who are they going to remember? You.
Successful salespeople set everything else aside when they believe that the right time to cope with a major challenge has arrived. Then, they put all their energy into dealing with that challenge. They face it squarely and get creative with their solutions.
Then, there are those who do the opposite. They ignore the challenge as long and as thoroughly as they can. Rather than taking action, they worry. When they finally decide which move to make, they often find they have already lost the opportunity.
Remember: a drop of negativity is like a pebble falling into a still pool. Its impact reverberates in all directions, spreading all the way to the outward edge of the pool. Then, it comes back. Positive thoughts or actions work the same way. By spreading positive thoughts and performing positive acts with the people around you, they will in turn share that positive thought or attitude with those they meet. Just like the pebble, the positivity spreads out until you, as an individual, have made a powerful, affect on something that you once thought was a problem too large for one person to make a dent in.
Tom Hopkins is a sales legend. Many believe that natural ability is enough to make you successful in a selling career. The truth of the matter is that natural skill, combined with "how to" training is the real secret to high level productivity. Having learned this lesson the hard way, Tom is quick to admit that his early sales career was not successful. After benefiting from professional training, he became a dedicated student, internalizing and refining sales techniques which enabled him to become the sales leader in his industry.
Tom Hopkins
The best way to sum up a strategy for succeeding in uncertain economic times is a very old saying, “When the going gets tough, the tough get going.” When business as a whole slows down, many business people say there’s little they can do to change the market and they have to just ride it out.
If that’s the way you think, let me ask you this, where would we be if we all thought that way about our planet? Simple awareness and desire in millions of people to see improvement in the way we care for our planet is beginning to show positive signs. The gloom and doom projections for the destruction of the earth, as we know, it are being altered by you and your neighbor recycling aluminum cans, glass bottles and paper products. If you can make a difference in something as major as saving the planet, there is definitely something you can do about the effects of a business slowdown.
The key to finding success within crisis lies in how well you handle what is happening. Succeeding or failing primarily depends on your attitude—and this is never more true than in challenging times.
In the good times we don’t pay much attention to our attitudes, but challenges are constant in our lives. In business, the economic climate is always changing. For much of the time, the changes that take place are caused by outside factors that we’re powerless to control. However, we can control how we react to a situation.
The challenge with many companies and salespeople is that they tend to let themselves become inefficient in good times. They see all the great business they’re doing today and fail to continue to take care of yesterday’s business or prepare for tomorrow’s business. They make keeping on top of the latest industry news a low priority. Then, when things get tough, it’s hard for them to buckle down and become more effective. They’ve lost some of their competitive edge.
By competitive edge, I don’t mean with the competition. I mean the competitive edge within the company—to make each department the most efficient and productive it can be tomorrow versus where it is today.
When you recognize you are in a slump, sit down and analyze what you’re doing different today from when you were at your peak of performance. Good salespeople, like good businesses, keep records and know what worked best and when. They don’t just run out and randomly try new things to turn business around. They rely on their knowledge and expertise to give them a solid footing from which to test new ideas.
One of the most important elements in surviving a business slump is having your overhead under control. However, be careful not to be so thrifty that others think you’re not doing well. First and foremost, don’t cut costs in highly visible areas if possible. If you’re having a tough time, no one should be able to tell by looking at you. Continue with a high level of grooming. Take care of your briefcase and sales tools. Keep your car clean and neat. You may have to wash it yourself or hire the neighbor’s kid to do it instead of having it detailed, but that’s okay as long as it looks good. The point is to keep things looking good and eventually they will be good again.
In good times or bad, selling is still a numbers game. The salespeople who have the highest visibility make the most sales.
Another key point to remember is that if you are facing tough times, chances are many of your regular customers are feeling the pinch as well. They may consider making changes in the amount of business they do with you or changing to lower quality materials or less service. Now is not the time to let that happen. Your best accounts should be contacted weekly during tough times. Let them know you care. Give them positive news with each call. Let them feel you are in it with them and that they are important to you. Sticking by them in tough times builds loyalty. Then, when the economy swings back around, as it always does, who are they going to remember? You.
Successful salespeople set everything else aside when they believe that the right time to cope with a major challenge has arrived. Then, they put all their energy into dealing with that challenge. They face it squarely and get creative with their solutions.
Then, there are those who do the opposite. They ignore the challenge as long and as thoroughly as they can. Rather than taking action, they worry. When they finally decide which move to make, they often find they have already lost the opportunity.
Remember: a drop of negativity is like a pebble falling into a still pool. Its impact reverberates in all directions, spreading all the way to the outward edge of the pool. Then, it comes back. Positive thoughts or actions work the same way. By spreading positive thoughts and performing positive acts with the people around you, they will in turn share that positive thought or attitude with those they meet. Just like the pebble, the positivity spreads out until you, as an individual, have made a powerful, affect on something that you once thought was a problem too large for one person to make a dent in.
Tom Hopkins is a sales legend. Many believe that natural ability is enough to make you successful in a selling career. The truth of the matter is that natural skill, combined with "how to" training is the real secret to high level productivity. Having learned this lesson the hard way, Tom is quick to admit that his early sales career was not successful. After benefiting from professional training, he became a dedicated student, internalizing and refining sales techniques which enabled him to become the sales leader in his industry.
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