Posts Tagged ‘sales culture’

Saying Yes May Come with a Hefty Price Tag

Working in any organizations does require saying yes.  However all those yes responses may come with a potential hefty price tag.

I just read of a noted TV commentary who is now saying yes to whatever the new boss wants. Part of this ongoing agreement is to “humanize” this particular individual.  Yet at the previous organization, she was quite successful without any additional “humanizing” activities.

Her acquiescing to her new employer reminded me that when we say yes all the time to the boss, we are consciously and even subconsciously agreeing to all the core values (business ethics) within that organization. This does not present a problem provided our own positive core values are in alignment with the organization that currently employs us.

We hear about entrepreneurs to even salespeople about saying No and the benefits of saying No. Yet rarely do we hear about employees saying No.  This is probably because the employees want to keep their jobs and may not have the opportunity to go elsewhere for a variety of reasons.

Over at LinkedIn, I made this update to see how others felt about always saying yes and the ramifications of saying yes all the time. Here is that update and you can click here to make your own comments.

“When you say “YES” to everything from the boss, remember you are also saying “YES” to that organization’s core values. This begs the following questions: #1 – Do you know the organization’s core values?; #2 – Are you in agreement with 100% of them?; #3 – If the answer is No, Are you seeking another position?”

These questions are truly important to consider.  Additionally if executive leadership has not reinforced their positive core values (business ethics), the overall sales culture  can literally run amok.

The bottom line two questions are:

“By always saying yes, are you saying NO to your own personal ethics, positive core values.” If so, what long term damage is such behavior costing you? 

And that second answer is the price tag you are paying for always saying yes.

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Bad Customer Service Should Not Be a Sales Objection

Selling in today’s world has many challenges.  Bad customer service should not be one of them.

Top sales performers know how to overcome a sales objection. Yet when that sales objection is something beyond their control such as customer service, delivery by another vendor to invoicing, earning the sale becomes even more difficult.

Real Time Bad Customer Service

Recent events on social media have shown the impact of real time customer experience.  A colleague, Carole Mahoney said “The customer experience is just a viral tweet away.” And she is quite correct.

Not only do current customers know of the less than desirable customer experience and how it was handled by management, but other sales leads or sales prospects are now witness to that same experience in real time.

Imagine for a moment you are just about to “close the sale” when a viral tweet reveals bad customer service.  How do you handle this sales objection?  And the better question is why should you if everyone in the organization has the same clarity of purpose?

When the smallest to the largest organizations have an engaged sales culture where everyone knows his or her actions can have a positive or negative impact on current and future growth, they are probably less likely to deliver bad customer service.

Excellent customer service supports the organizational and the salespeople goal to increase sales. The salespeople no longer have to fear “what happens after the order is placed.”  Yes, they know they must stay in communication with the customer, but they also know their in house team has their back.

Executive Leadership Must Lead

Failure to address the bad customer experience correctly is the responsibility of leadership as noted in this posting: Tone Deaf Executive Leadership Ignores What Customers Value. When executive leadership fails to listen to the customers, their tone deafness just adds to the sales objections.

With all the resources including books, podcasts, webinars, seminars, training and development available, no organization should deliver bad customer service. Salespeople should not have to overcome this sales objection.  If it is happening, then executive leadership must get off their rear ends and start leading in the right direction.

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Time to Move Beyond Increase Sales to a Highly Engaged Sales Culture

So much emphasis is placed on the goal to increase sales.  Then what happens is other aspects of the business are ignored such as excellent customer service to just every day good business ethics (positive core values). What leadership must do is create and sustain a highly engaged sales culture.

Why a Highly Engaged Sales Culture?

A survey from Clutch (a B2B research company) targeted 1,000 US consumers and asked them to respond to one of these three questions regarding United Airlines recent negative PR incident:

  • More likely to purchase a United Airlines ticket
  • Less likely to purchase a United Airlines ticket
  • Unaffected, it doesn’t matter to me either way

The result was 53% of the respondents will not buy from United Airlines. Yes, customers can be dramatically affected by negative PR especially in today’s world of instantaneous video where anyone can record a company’s business practices (think culture) at a drop of a hat.

Where Does a Highly Engaged Sales Culture Start?

As in any forward progress for any organization from the smallest to the largest, it starts with executive leadership. President Harry S. Truman is known for “the buck stops here.” This is where executive leadership must start.

Yes the goal to increase sales is necessary as is profitable business growth. However when the culture of the organization fails to understand everyone is in sales from the CEO to the employee driving the truck to the employee processing invoices, then disasters like the one United Airlines experienced will continue to happen.

Zig Ziglar defined sales as the transference of feelings. Today’s sales culture should be transferring positive feelings to both internal customers (other employees) and external customers (paying customers).

Who Is Responsible for a Highly Engaged Sales Culture?

After executive leadership sets forth the strategic plan and communicates the vision, current mission and positive core values of the organization, then each individual employee is responsible to ensure the culture becomes one of “everyone is in sales.”  Executive leadership must enforce the positive core value.

Yet each employee must consistently act in a manner that reflects those core values. What this means is no gossiping as well as no disrespecting other internal customers or external customers.  The terrible incident at United Airlines reflected a disengaged sales culture as well as a poor executive leadership.

The next question is can your SMB afford 53% of your potential customers not buying from you.

How many lost customers will it take before you begin to embrace an engaged sales culture?

Reach out by clicking here to schedule a time to speak Leanne about your culture and how to develop an engaged sales culture or give her a call at 219.508.2859 MST.

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Are You Missing This in Your Sales Performance Appraisals? Part 2

Much of the focus on sales performance appraisals is on the salesperson and his or her results.  Yet, any assessment should be reviewed first from the person conducting the assessment. Let me give you a more concrete example.

Years ago one of my college professors who was exceptionally trained in motivation and assessments would routinely look at the actual questions missed by the students.  If more than 40% of the students missed a question, he would not include that question in the overall scoring of the assessment.  His rationale was he failed to properly teach that key concept. This professor used assessments to gauge how well he taught the learning objectives.

Now fast forward to those in sales management.  What would happen if sales performance appraisals were a reflection not only on how well those in sales management guided their sales team, but how well the overall organization performed.  In today’s terms, we call that the sales culture.

Sales performance appraisals can be a temperature gauge as to the overall performance (think engagement) of the sales culture.  These are tools to improve everyone involved in the sales process and that means everyone in the organization.

Possibly before conducting any individual appraisal, the organization may wish to engage in an appraisal of their own efforts through organizational culture assessments.  These assessments can be quick to not so quick. What is critical is to have alignment to known successful criteria such as Baldrige.

Imagine if your organization could get a quick pulse on your sales culture in these key operational areas:

  • Leadership
  • Strategic Planning
  • Customer & Market Focus
  • Measured Analysis & Knowledge Management
  • Human Resource Development & Management
  • Process Management
  • Business Results

Just by having one question in each of these key areas may reveal far more than those sales performance appraisals. Of course, this may be difficult if you as the sales manager or SMB owner is not willing to see beyond the results of your sales team.

Check out my calendar and let’s talk about how to improve your sales culture as well as those sales performance appraisals.

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Going Beyond Sales Obstacles to Increase Sales

Most of us who have attended any sales training or read any sales book have experienced this term: Sales Obstacles.  However I believe now is the time to rethink this term and replace it with this one: Sales Limitations.

The reason for this possibly heretical change is one of truth.  Limitations are far more restrictive than obstacles if the goal is to increase sales.  Obstacles are viewed in many instances as something far more tangible than a limitation. They are top of mind.

Limitations are often ignored, shrugged off or put to the side as minor inconveniences. The SMB owner, sales manager or salesperson look to those big sales obstacles, those roadblocks that are keeping them from sustainable business growth.

Marcel Proust wrote “The true voyage of discovery is not seeking new landscapes, but seeing with new eyes.” Maybe it is time to see the sales training and development landscape with new eyes?

Success in sales is far more about subtly than an all out attack.  Through active listening, the salesperson can hear what other salespeople have missed.  What was missed from my experience were the limitations not the obstacles.

Sales limitations in many instances are the small things, the inconsequential things.  However when all those limitations are uncovered, they probably are much larger than the known sales obstacles.

Additionally, sales limitations reflect the overall sales culture.  For example when someone in accounting fails to send the correct invoice, this is not viewed as a sales obstacle.  However it is a sales limitation when the salesperson seeks a second or third sales from the same customer.

Others have made this statement which is really an update of Proust’s words: “When you change how you look at things, the things you look at will change.” I truly believe now is the time to change how we look at sales obstacles.

P.S. Sales prospects have been conditioned to the word “obstacle” or even “what is keeping you from…?”  You then sound like all those other salespeople. However by using the word limiting or limitations you are prodding your sales prospects to think differently and better yet to think differently about you.

Reach out to schedule a short conversation with me if you want to change your sales results.

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Your Third, But Not Your Final Step to Increase Sales

Sales is a process and one that is dynamic, fluid and yet still constant. To actually increase sales requires you to execute, take action after you have engaged in assessing and clarifying your direction.

What usually happens is many sales managers through their salespeople into execution, taking action while skipping the first two steps. This behavior then resembles as a colleague called it, Captain Wing-It who sprays his or her actions all over the place and then prays something will stick.

Read this posting about failed execution – My Best Referral (Sales Prospect) Is Anyone With a Pulse

Even the best strategy will not be effective if there is poor execution.  Exceptional execution will not happen with poor strategy.  Investing the time to assess where you are, where the market is and then clarifying where you want to go, where your customers are going is essential.

increase-salesTo increase sales requires exceptional execution followed by reflection or reassessing what has happened. Through this reassessing process, then re-clarifying happens along with potentially re-prioritizing goals and even action steps.

Reflection allows you to determine what went well, what didn’t go so well and how can you improve your actions the next time.  This reflective analysis is the fourth step in critical thinking. potentially provides you with a better understanding of your own gaps.

Exceptional execution happens because of your commitment to planning, to thinking before taking action.  President Eisenhower, a military strategist, said “Plans are worthless, planning is everything.”

Even during execution, your “increase sales” brain should be in full awareness mode so that you can make any course corrections in your sales conversation.  Sometimes the sales lead is ready to buy and yet the salesperson ignores all the signs because he or she is still in sales script behavior.

Yes to increase sales is relatively simple though not necessarily easy by these three  repetitive steps:

Assess – Clarify – Executive – Repeat

Consider connecting with me on my calendar if you wish to learn how the A.C.E. can be applied to your sales culture.

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Where to Begin to Increase Sales

Finding the beginning to increase sales is viewed as easy, but not really.  Many SMB owners, sales managers and even salespeople skip the most essential and critical first step.

Assess

By assessing where the SMB is through a thorough and well researched strategic plan should have already taken place.  Yet from my experience, the vast, super majority of SMBs do not have a strategic plan.  No, many have opted for the quick fix and hired some marketing firm to write their mission statement that is usually beyond poor and does nothing to create an engaged sales culture.  Actually what happens is just the opposite – a disengaged sales culture.

Read this article about Misguided Mission Statements

Think about a recent visit to your physician when you complained about a stomach pain or a headache.  Did your doctor immediately schedule you for surgery without taking any “vitals”?  No, what he or she did was to assess you through a series of diagnostic tests. What would have happened if the doctor scheduled you for immediate surgery?  Would you quickly running for the door seeking a second opinion?

So why in the world would you initiate any plan or action to increase sales without first assessing what is happening not only to your firm as it relates to the:

  • Outside world?
  • Internal world (think sales culture)?
  • Talents of individual salespeople?

Learn more about assessing your sales culture through – D.I.AL.O.G – a PROVEN organizational and cultural assessment.

Assessing is actual the first step to gain clarity as to why your SMB has not been successful in its goal to increase sales.  To embark upon any activity is really all about gaining clarity to ensure each action is both efficient and effective.

How often do people both in the business world and their own personal lives fail to track the right things to produce the right results to avoid misdirected actions and misguided decisions?

Possibly the rush to take action before engaging in any assessment is because people are conditioned to reactive behavior instead of proactive behavior.  They rush around like the White Hare from Alice in Wonderland.  Always late for a very important date.

If you truly want to increase sales, then start with this first step – assess. 

P.S.  Remember forward thinking doctors or leaders usually don’t self-diagnosis. It may make sense to seek an outside pair of eyes.

Reach out and grab a time to speak with me, Leanne Hoagland-Smith, to discuss how to improve your business results including sales.

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3 Simple Actions to Take Today to Change Your Sales Results Tomorrow

sales-resultsOver the course of nearly 40 plus years in business, I have been fortunate to meet many much smarter people than myself. One of those individuals is Ray Overdorff who recently shared three (3) simple actions to change one’s sales results.

#1 – Commitment to be a Better Communicator

Sales regardless of all the hype by so called experts is 100% about people buying from other people.  To buy from you, you must talk to your sales prospect.  Communication both verbally and written is the key in making that happen unless of course you are telepathic.

What this means is no sales pitches during the first to even third conversations. People must buy you first, before they can buy your company and your solution.

#2 – Look for Ways to Get People More Involved

Remember the old adage, “no one wants to be sold but everyone wants to buy.”  Getting people involved in your sales process is a significant key to improved sales results.  To be more involved returns to the #1 action, being a better communicator.

Getting more people involved is also the essence of a high performance sales culture.  It is not just the salespeople responsibility to increase sales.  Everyone in your SMB must be 100% committed to both external customers (paying customers) and internal ones (other employees).  If your salespeople cannot secure the involvement of the order department to the delivery department, then the external customer ultimately suffers.

#3 – Get a Coach (Results Driven, Ethical)

When salespeople get a good coach who is results driven and highly ethical, then they will see improved sales results.  Depending upon the industry and the limitations facing the salesperson, these results may materialize as quickly as 24-48 hours or may take longer.

Not all sales coaches, executive coaches or business coaches are cut from the same cloth.  One suggestion is to ask about how the coach, coaches, his or her process.  Read the reviews and if possible talk to one or two of the coach’s clients.

Yes just by taking these three (3) simple actions, you can change your sales results.

P.S. Always remember to give credit to whom it is due.

If you are considering hiring a sales coach, schedule a complimentary session with Leanne Hoagland-Smith by clicking here.

 

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Time to Leverage the Sales Currency of the Future

Yesterday I heard Nikolaus Kimla, CEO of Pipeliner CRM, make this very insightful statement:

“Recommendations are the sales currency of the future.”

He is so right in that people buy from people they know and trust.  Recommendations or testimonials reaffirm that trust bridge between the buyer and the seller.

Just recently in working with a sales coaching client, one of the salespeople said the reason a new patient came to their office was because of the written along with the video testimonials on their website.

SMB owners, salespeople and those in the C Suite have the opportunity right now to get ahead of the flow and start gathering all those recommendations and testimonials. Yet how many in sales actively leverage this sales currency by just asking for recommendations?

Sales Coaching Tip:  The third phase and final phase of the 7-step-sales-process-advsys is “Keeping” where people ask for recommendations as well as sales referrals.

The value of recommendations go beyond some positive words.  In many instances recommendations generate sales referrals.  This is what some in the past would call the “mother lode.”

Right now jump over to LinkedIn and look at your recommendations received and more importantly given.  Do you make it a priority to give authentic recommendations?

If you think recommendations lack sales currency, how many times do  you read the online product or business reviews?  Those are rated recommendations. Have you ever bought or not bought because of these reviews?

To increase sales requires being ahead of the flow as well as of knowing where the flow is going.  Leveraging recommendations can propel your business ahead of the flow while increasing your sales currency.

Doesn’t it make good business sense to undertake those actions now in the present?

Leanne Hoagland-Smith is Clarity Strategist for Forward Thinking sales culture. She works to close the knowing doing gaps that restrict sustainable business growth. Call her at 219.508.2859 Chicago USA time.

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Buying Mistrust Is the Intersection of Expectations and Inconsistencies

Yesterday, I personally experienced how just one word creates buying distrust.  I also experienced how a seller recognized and overcame that buying distrust. Let me quickly explain.

buying distrust

Credit www.pixabay.com

Buying Mistrust a Short Story

Two weeks ago I made an appointment at my health care clinic. The intake person said I would be seeing Mindy. I asked who was Mindy and the person responded “She’s the doctor.” My doctor had relocated out of state and was no longer at this clinic.

Yesterday was the appointment. In completing the paperwork, a question was raised about my preferred pharmacy. I told the intake person that I preferred a written prescription so that I can check prices online. She said “you can talk to the doctor about that.”

When Mindy came into the room, she introduced herself as a nurse practitioner.  This caused immediate distrust because my expectation was to see a doctor. I had been told twice I would be seen by a doctor.

I voiced this concern. Mindy recognized I experiencing distrust and gave me the choice to see a
medical doctor or to just continue.  She demonstrated excellent emotional intelligence and I decided to continue with her.

Even after 40 plus years of dealing with customers and being in sales, I once again realized how quickly buying trust can be placed by buying distrust even with loyal customers.  Trust be it in business or one’s personal life can never be taken for granted.

In working with clients, I continually stress the importance of consistency in all aspects especially in behaviors.  Here just one word, doctor, spoken twice to a loyal customer planted the seeds of distrust.

As a side note,  my husband had visited the same clinic. On his visits he has been told he would be seen by the nurse practitioner.  My experience confirmed this organization has an inconsistency in communication behaviors.

Just imagine each day how many customers or patients experience this collision of expectations and inconsistencies?  Who would really appreciate how this collision has the potential to be caused by just one word?

Trust even with loyal customers can never be taken for granted.  Every interaction must continue to build trust.  To fail to ingrain this principle into the organization’s culture or what I believe is truly the sales culture can be the organization’s Achilles’ heel.

 

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