Last week I was at a meeting and heard someone say “there are no bad referrals,” and following that state ment he then said “I’d work a referral from anyone.” I love that perspective and it’s how we all start our careers in sales.
However it doesn’t take long for us to lose that “I’ll talk to anyone” perspective and embrace the “that lead sucks” program. Professional salespeople should be operating at a higher level and embrace the “there are no bad referrals” perspective.
I suggest we subscribe to three obvious networking principles… I call them Obvious 1, Obvious 2 and Obvious 3.
Obvious 1. “We Network to Serve First and Make Money Second” – This is so basic and here's how Zig Ziglar put it long ago… “You can have everything in life you want if you will just help enough other people get what they want...” So if that’s the case then:
Obvious 2. “There must be Multiple Objectives in Networking” – I shared this concept a few months back. Think about it… even if you want to help people first and make money second, you’ll still be rejected more often than accepted unless you have multiple objectives when prospecting. Here’s the top three I teach: A. Secure business. B. Secure permission to market. C. Create a professional and positive experience. These two impressions (professional and positive), are not created as often as they should be… Which is sad because:
Obvious 3. “Most Business comes after the First Introduction” – A good friend of mine is a pest control professional. He loves it, and after a year or two of building his business, he now turns business away. He loves telling me that – and he’s also mentioned that many of the people he works with now told him “no thanks” earlier. You never know when a past referral will call and need help. Just because you don’t get business from an introduction today, doesn’t mean you won’t get a call tomorrow.
TK
Saturday, September 22, 2007
Friday, September 21, 2007
Multitasking for Sales People
I don’t recall the first time I heard the word, or of the concept, but multitasking is the topic of today’s post. Multitasking is the concept that has made disciplined people “production machines” and normal people “hit or miss” in their performance.
The moment pagers began leaving an instant text message along with a phone number multitasking has been a blessing and a curse for sales people. Spinning our wheels with multiple pieces of technology suddenly became an acceptable endeavor if we simply said “I’m multitasking.”
According to an article in the Arizona Republic, writers Christia Gibbons and Andrew Johnson “Whether it’s text messaging during a meeting, emailing while writing a report or calling from the car, recent studies have shown that multitasking can lead to a loss of focus and a decline in work quality.” It makes total sense to me. If your mind is focused on one thing then the ability of that same mind to focus on something else is diminished.
Should we be able to skillfully use different forms of technology? Of course. Should we be expected to compose an email, talk with a client on the phone and text our spouse back that Chili’s is a great place to meet for lunch, all at the same time? Nope.
Here’s some advice from someone who multitasks when needed but knows when too much is too much:
1. Never do anything with a mobile device when talking face to face with a client unless you are both waiting for a call, email, text message.
2. Don’t surf the Internet when you’re on a call with a client unless you are reviewing something that pertains to the call. Just don’t do it. Go to your desktop and stare at a blank screen.
3. Don’t text and drive. This is crazy and just became a primary moving violation offense in Arizona.
4. Be very careful when driving and talking. When you’re supposed to be driving – drive. Try taking a call then saying this to your client “hey this call is so important and I’m driving. Let me pull over and I’ll call you right back.” Then do it. You look good and deliver on a small little promise too.
5. Work in “day-tight compartments.” In other words when you launch a project, large or small, don’t start doing something else until that project is done. Need to write a letter? Don’t take a call until it’s done. Need to make an important call? Don’t check and respond to email until you’re off the call.
6. Turn off the automatic send and receive on your email. Check when you’re free. What if the mailman brought your mail throughout the day one piece at a time… would you run to the mail box every time he threw a letter in the box? No, you’d wait until he was done delivering the mail. If you’re expecting an important message, hit the send and receive message until you get it.
These are only a few ideas. Be careful out there, the world of technology really is a blessing and a curse. Make sure you’re on the right end of the dilemma.
TK
The moment pagers began leaving an instant text message along with a phone number multitasking has been a blessing and a curse for sales people. Spinning our wheels with multiple pieces of technology suddenly became an acceptable endeavor if we simply said “I’m multitasking.”
According to an article in the Arizona Republic, writers Christia Gibbons and Andrew Johnson “Whether it’s text messaging during a meeting, emailing while writing a report or calling from the car, recent studies have shown that multitasking can lead to a loss of focus and a decline in work quality.” It makes total sense to me. If your mind is focused on one thing then the ability of that same mind to focus on something else is diminished.
Should we be able to skillfully use different forms of technology? Of course. Should we be expected to compose an email, talk with a client on the phone and text our spouse back that Chili’s is a great place to meet for lunch, all at the same time? Nope.
Here’s some advice from someone who multitasks when needed but knows when too much is too much:
1. Never do anything with a mobile device when talking face to face with a client unless you are both waiting for a call, email, text message.
2. Don’t surf the Internet when you’re on a call with a client unless you are reviewing something that pertains to the call. Just don’t do it. Go to your desktop and stare at a blank screen.
3. Don’t text and drive. This is crazy and just became a primary moving violation offense in Arizona.
4. Be very careful when driving and talking. When you’re supposed to be driving – drive. Try taking a call then saying this to your client “hey this call is so important and I’m driving. Let me pull over and I’ll call you right back.” Then do it. You look good and deliver on a small little promise too.
5. Work in “day-tight compartments.” In other words when you launch a project, large or small, don’t start doing something else until that project is done. Need to write a letter? Don’t take a call until it’s done. Need to make an important call? Don’t check and respond to email until you’re off the call.
6. Turn off the automatic send and receive on your email. Check when you’re free. What if the mailman brought your mail throughout the day one piece at a time… would you run to the mail box every time he threw a letter in the box? No, you’d wait until he was done delivering the mail. If you’re expecting an important message, hit the send and receive message until you get it.
These are only a few ideas. Be careful out there, the world of technology really is a blessing and a curse. Make sure you’re on the right end of the dilemma.
TK
Saturday, September 15, 2007
The Plateau Principle Revisited
I wrote this article a few years ago and after reviewing some old posts I wanted to throw it up again... it still makes so much sense. Here it is:
A few years ago I was helping one of my sales people work through a decision they were making regarding leaving our group. It was tough – they were one of our top producers and were liked by a number of their peers.
After reviewing consecutive years of earnings in which each year was easily a six figure income, I came to the conclusion that the challenge surely wasn’t money or the relationship we had between us. To complicate matters, they couldn’t express the reason why they really wanted to make a move (because it didn’t make logical sense), and I had to dig really deep to find an answer.
After some serious thought and the ultimate reality that we were going to lose this individual, I came up with the following description of what was happening from a business perspective and called it “The Plateau Principle.” Check it out:
“In any organization (business, sports etc.), an individual may ultimately reach a high level of achievement in which they can rise no further and thus they have reached their plateau. Unless the individual leaves their current environment (company, team etc.) and finds another organization to demonstrate their abilities and utilize their skills… they will soon digress in performance and attitude.”
What Leads to Plateau:
1. A real need on the part of the individual for something fresh and new.
2. Challenges with management that strain relationships to the point that severing the relationship is imminent.
3. The individual believes that their current opportunity is not attractive or is less than they deserve based on their perceived value of themselves.
4. The individual has risen to a higher level of responsibility but finds that they are incompetent to consistently perform at previous level of success. The resulting frustration can serve as a catalyst for any of the above three factors.
How to Prevent Plateau:
1. Provide opportunities for employees to try new lateral roles within the organization.
2. Cultivate an atmosphere of respect that allows employees to understand their role and management’s role within the organization.
3. Keep employees perceptions in line with reality.
4. Don’t give away opportunities and autonomy… make employees earn them over appropriate periods of time – no shortcuts.
I hope this helps the next time you have an opportunity to coach one of your sales people work through this very real issue.
TK
A few years ago I was helping one of my sales people work through a decision they were making regarding leaving our group. It was tough – they were one of our top producers and were liked by a number of their peers.
After reviewing consecutive years of earnings in which each year was easily a six figure income, I came to the conclusion that the challenge surely wasn’t money or the relationship we had between us. To complicate matters, they couldn’t express the reason why they really wanted to make a move (because it didn’t make logical sense), and I had to dig really deep to find an answer.
After some serious thought and the ultimate reality that we were going to lose this individual, I came up with the following description of what was happening from a business perspective and called it “The Plateau Principle.” Check it out:
“In any organization (business, sports etc.), an individual may ultimately reach a high level of achievement in which they can rise no further and thus they have reached their plateau. Unless the individual leaves their current environment (company, team etc.) and finds another organization to demonstrate their abilities and utilize their skills… they will soon digress in performance and attitude.”
What Leads to Plateau:
1. A real need on the part of the individual for something fresh and new.
2. Challenges with management that strain relationships to the point that severing the relationship is imminent.
3. The individual believes that their current opportunity is not attractive or is less than they deserve based on their perceived value of themselves.
4. The individual has risen to a higher level of responsibility but finds that they are incompetent to consistently perform at previous level of success. The resulting frustration can serve as a catalyst for any of the above three factors.
How to Prevent Plateau:
1. Provide opportunities for employees to try new lateral roles within the organization.
2. Cultivate an atmosphere of respect that allows employees to understand their role and management’s role within the organization.
3. Keep employees perceptions in line with reality.
4. Don’t give away opportunities and autonomy… make employees earn them over appropriate periods of time – no shortcuts.
I hope this helps the next time you have an opportunity to coach one of your sales people work through this very real issue.
TK
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