Jack Welch and Tough Managers

I like Jack Welch. I like his direct approach and I have always liked his perspective on excellence. Pursue it, demand it in yourself and in everyone around you. Jack was an advocate of evaluating his entire team at regular intervals, identifying the bottom 10%, and replacing them with people who are looking to operate well above the “basement level.”

In the April 24, 2006 issue of Business Week, Jack and his wife Suzy wrote in their “The Welch Way” column about “tough managers.” The piece was in response to a question from a reader who was inquiring about tough management styles and do tough managers get more out of their people and really benefit their organizations in the long run.

Jack’s answers… Yes and Yes.

After dismissing any manager who is tough just for the hell of it, or for the purpose of making other people feel small, Jack hit the mark:

1. Tough managers get results, and
2. Not everyone sees the same manager the same way (tough or otherwise)

According to Jack’s experience, many people see a manager as being “tough” because those same people aren’t pursuing excellence (either they are not capable or no longer interested.) If expectations have been agreed upon, the real challenge may be misaligned purpose. Management in pursuit of it and certain team members not interested in the “hunt.”

If your purpose as a manager is to pursue excellence you’ve got to constantly surround yourself with team members who share that vision. I believe that’s why Jack was always evaluating and always looking to improve the entire General Electric organization. It wasn’t about cutting staff, it was about growing excellent people.

Here are six suggestions for your organization – sales team or not for building an excellent team:

1. Make sure everyone knows the mission of the group and the goals the organization is pursuing. (Best results come when the team sets the goals.)
2. Define everyone’s role within the group and what the expectations are for their position in terms of results – what will things look like when a job function is done correctly.
3. Review everyone often. Often means more than annually and semi-annually. (Quarterly, bi-monthly or even monthly is best.)
4. Reward success and take action on poor performance.
5. Give everyone a second, third and fourth chance, but always…
6. Replace your bottom 10%.

If you do steps 1 – 4 only a weak person can say your “tough” without purpose. Steps 5 and 6 will make you a developer of true talent and the builder of a successful team.

TK

Voice Mail 101

As an owner of a company I get quite a few calls each week from sales professionals. Not very many make an impression on me and a very low percentage call more than once. Both are major mistakes in selling over the phone.

Two important points to remember if you don't get anything else from this posting:

1. You can't suck when you leave a message on voice mail.

2. If a prospect doesn't call you back after you leave a message for them don't worry. They are not supposed to call you back.

If you take these two points to heart, you'll make more money from your voice mail opportunities. You'll sound better and you'll be more persistent.

Those are the basics. Voice mail is a great tool for getting the attention of your prospects and getting past the person who is "chief-get-rid-of-you." Receptionists and assistants have the same job - protect their boss. Here are three reasons why I return voice mail messages:

Number 1 - The person leaving the message is pumped up and excited about the product or service they are offering and has peaked my interest.

Number 2 - The person leaving the message is "real" and conveys such by being funny or naturally conversational. They aren't talking "up" to me but act like they are on an equal footing.

Number 3 - The person leaving the message is number 1 or number 2 and is leaving their message consecutively. Could be for a second time, but usually for the third or fourth time. They deserve an "E" for effort and I give it to them for calling back and being persistent.

Remember though, they have to be "1" or "2" for the call back. If they are boring, monotone or sound like they are reading a script - no call back - even if they've called a dozen times.

Be aware of the simple fact that if a sales manager is doing their job - they are busy - sometimes very busy. Look at their daily planner and you won't see "take phone calls from people I don't know." You are an interruption so if you're going to interrupt someone you better be good.

Your voice mail message may be a take off of your opening statement from your normal sales presentation. One thing it MUST be though, it must POP with enthusiasm and get to the point. If you don't, you risk "POWER DELETE." Power delete at my office is when I push the number 3 on my phone within seconds of hearing a really weak sales person giving a really weak presentation over the phone. Bye-bye.

Your message may also leave a question on the mind of the person your calling or leave a "tip" or a positive quote of some type. I really like the idea of leaving a cool website - just make it something unique. Like being enthusiastic or humorous, the objective is to be DIFFERENT from the other ten people who have called the same potential client that day.

One idea I really like is to leave multiple messages that build on one another... like a story. Add excitement, humor and good information and you will blow away your prospect. I tell you people will call you back!

Want more information on this story idea? Give me a call at 800-486-7586, extension 216. Leave a message... if I call you back, that's a good sign.

TK

Prospecting Insights

My company just had Art Sobczak in to conduct an inside sales training session. This guy is good - really good - when it comes to working with inside sales professionals. If your interested in finding out for yourself, check him out on the web at www.businessbyphone.com.

Art shared some ideas on prospecting that I wanted to write about because they just made sense. I pulled Art's message from his workbook, added my own notes, and came up with five important points on prospecting. Check these out:

1. Prospecting is not just a numbers game... it's about getting RESULTS. Make sure you are measuring your efforts so you can determine what works and what doesn't. Don't blow time by not prospecting, but don't waste time by heading in the wrong direction.

2. No's don't take you any closer to a yes if your presentation sucks! I know that sounds harsh, but it's the truth... and the truth will make you better. Sometimes you're presenting even when prospecting so make sure you are giving it 100%. Tape yourself on the phone and listen to how you sound to others.

3. You don't need to love rejection. Who really likes to have people reject them? Art teaches to have a "secondary objective" when prospecting. Do you want an appointment - of course you do! If you don't get an appointment have you been rejected? Only if you don't have a secondary objective like a referral or at least the opportunity to leave a positive impression. If you only did that, leave a positive impression, you'd be doing more for your future business and the profession of selling than you can imagine.

4. Prospecting, like sales, is a process. Think of prospecting like it's a "system" and that you either owe the system or it owes you. Prospect correctly and eventually sales will come - the system owes you. Do nothing productive all day and you owe the system. Not much will be coming your way until you get your assets in gear.

5. Prospects must first hear a good reason to speak with you, and then more, in order to want to set an appointment with you. You have to reveal what benefits you bring to the table and you have to do it quick! Today's business leaders are not going to wait while you spit out a weak opening statement. You've got to make it POP and you've got to get their attention.

Depending on the industry you work in, prospecting may or may not be a major issue; however, this much is clear, prospecting new business will make you more money than not prospecting.

TK