New hires look for leadership. Their initial results will be potentially meager, so lead by example. Success is what they’ll attract…by the salesperson they become. Teach them accountability and discipline, because lack of discipline in the first 90 days causes disasters.

Here’s a brief checklist for those first 90 days:

• Establish clear STANDARDS of performance
  • Define and review the expected results of the job
• Define & Track Behavior and Activities
  • What get’s measured, what gets done…put it in your CRM
• Require activity/call reports
  • Have them track details of appointments and calls within your CRM
• Review Progress: Coaching & Couseling
  • Ask: “What did you do right?” and “What would you do differently next time?”
• Product Technical Training
  • Use to create confidence, competence and credibility, not necessarily expertise in the beginning.
• Sales Training
  • Prospecting, Skills, Development, System/Reinforcement, Role Playing
• Hands on Training IN THE FIELD

Finally, you need to measure progress every 30 days. Formally review their progress. Discuss learning, improvements, tracking, results, sales pipeline, strategies and next steps.

Now for the difficult part: At each 30 day interval be prepared to make a decision: Go or “No Go” with the new person. Why? You, as a sales manager, are measured for the results of your people. The longer a poor performer is with you…the more difficult it is for most managers to replace them. Expect success…plan for it, hold everyone accountable and the results will come. Start the off correctly: 90 day plans.

“I hold it more important to have the players’ confidence than their affection.” – Vince Lombardi

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Where are your salespeople spending their time?

Let’s answer that question by asking you…

what are your expectations? Remember Prime Time (hours we can contact customers). What activities should they be focusing first?

• What types of activities will give your salesperson the greatest return for time spent? List the activities. Also, what ____% should they spend per week on this category? $$$
• What activities will give them the least benefit for the time invested? List all these activities. What _____% should they spend per week on this category? (-)
• What can you recommend gaining a more favorable Balance of Activities? (How do you increase payoff activities (prime time) and at the same time reduce lower payoff activities? What would you suggest?
• Remember the adage: Sales is NOT a 40-hour job!!!
• How will you monitor this… software, point system, pipeline management, weekly scheduled meetings, one on one coaching sessions, etc.

Sales Manager, Your Challenge: List the Specifics & EXPECTATIONS you want your salespeople to achieve:

PERFORMANCE GOALS: Sales & margin; New business/new accounts captured

PERFORMANCE ACTIVITIES:

• Prospecting:
• Product Knowledge:
• Time management:
• Customer Contact:
• Prospect Contact (Appointments/Qualifying/Commitments/proposals, etc.)

Pipeline Management: Review & Coaching Opportunity:   # new deals/progress; Current Customers- deals/next steps/pruning poor deals, etc. Business To CLOSE!

When you employ this process, you should not be surprised by their success…the only surprise is if they don’t do it…and you allow it!

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Recently, we’ve learned some alarming statistics about salespeople that we needed to share with you, the company Sales Leaders that are happening during this REMOTE selling environment:

• 34% of salespeople do not prospect consistently
• 90% of salespeople do not live in their CRM
• Only 35% of salespeople maintain a full pipeline
• Only 30% of salespeople have and follow a sales process
• Only 27% of salespeople “listen” and only 25% ask enough questions
• Only 30% of salespeople thoroughly qualify
• Only 30% have learned their video platform inside and out (how is this allowed during the current video-meeting preferred environment?!?)
• Only 49% prefer video to phones
• Only 40% use virtual backgrounds for selling
• Only 40% are strong at selling value (the rest focus on price)

Recognize any of these issues?

These are problems which contribute to Missed sales, Exceptionally LONG Sales Cycles (or “no decisions”) and a Lack of Accountability!

If you have an “average” sales team – based on the data above (provided by Objective Management Group) – your team is under-performing and probably struggling in this REMOTE environment!

How can you help address and start to improve these paltry percentages in fairly short order?

This answer is Sales Coaching– not managing…Coaching.

Coaching Clues…

• Coaches take an “Ask vs. Tell” approach. Do not tell the employee what to do, instead ask powerful questions. This allows the employee to create their own solutions. When they go through the thought process to get to resolution, they are much more “bought in”— it’s their idea!
• Coaches focus on the employee vs. the task — it’s about their development.
• Coaching is not about “fixing” anyone. Again, it’s about their development and facilitating the learning process.
• Coaches set up a clear accountability structure for action and outcomes. It helps keep the employee focused on achieving the desired goals.
• Coaching is something that can/should happen a minimum of 2-3 times weekly in this REMOTE environment and in-the-moment, which is the best way for learning to occur. It’s a great way to reinforce what may have been learned in the classroom (in the past) by capitalizing on those on-the-job learning experiences.

Acting more like a Coach…

So how can a Leader/Manager behave more like a Coach?

1. Ask good questions to enable the process.
2. Meet the employee “where they are.”
3. Guide the conversation (through questions, not directives) to a mutual agreement of the priorities of development.
4. Ensure that the feedback information is heard and understood by the employee. Again, asking clarifying questions is the best way to do this.
5. Do your part to support the employee through a shared commitment to their goals, responsibilities, and action steps.

Coaching = Effective Conversations

What makes a Coaching conversation “effective”? It’s about a dialogue (asking), not a monologue (telling). The best coaching questions are:

• Open-ended
• Focused on useful outcomes
• Non-judgmental (avoid asking “why?”)

Here are some examples of good open-ended questions compared to the close-ended version:

Open-ended/Inviting Questions

• What is the status on “x”?
• How did the last call end?
• What is the next step to move things forward?
• Can you tell me about _____?
• Walk me through your thought process?
• What other approaches might you take next time?
• How are your emotions influencing your perception of the situation?
• How did you leave the call?
• What is your pipeline “telling you?”
• How can I help you?

Close-ended/Evaluative Questions

• Are you finished yet?
• Do you have a problem?
• Did you make that mistake?
• Will this really solve the problem?
• What made you think that was a good idea?
• That’s clear enough, isn’t it?
• Didn’t I go over this already?
• Why didn’t you do “x”?
• What is the “next step?”

NOTE: Do NOT ask “WHY” questions when coaching! It makes the salesperson “defensive” and tends to limit good communication. Instead use “How,” What and When questions to have an instructive and positive Coaching Session!

So, are you up for the challenge? Your employees, the business and your career will all benefit if you begin to operate in LEADER/Manager-as-Coach mindset. Your employees will be developed and challenged in a way that truly builds new skills and enables them to learn from experiences.

Still need guidance. Schedule an introductory virtual appointment or brainstorming session – Click here to schedule.

The post Scary sales data and ONE LEADERSHIP Approach to begin to help improve it: Kash Sales Brief appeared first on KASH Development Corp - kashdev.com.

We have taken your TOP 3 most common stalls/objections and created appropriate responses for each of the Top 3.

The real reason to be able to handle these is to keep the conversation moving & not get stuck, or worse, PANIC because we were not ready or prepared.

Selling and interacting is changing in this environment. It is not just about your product or service (and attempting to “close”) …it is about understanding and keeping the conversation & relationship OPEN!

To handle the objection or stall well, each response has 2 parts:

1. An acknowledgement of the question or statement (so we can show the prospect we are listening and most importantly to lower their resistance).
2. A response or question to get the prospect talking and communicating in order to have the prospect “open up.”

The goal is to keep the customer/prospect talking and engaged and participating…so that we can have a great conversation (short-term) and lower their resistance.

Objection #1 “We’re putting on the brakes.”

Acknowledge: “I’ve been hearing that a lot lately.”

Then, Response 1: “(Their Name), Are you just “pumping the brakes” (which means things are slowing down) or are you putting on the brakes to completely wait until this thing is over?” “If you are just pumping the brakes or were not putting on the brakes, what would we be talking about? Or what would you be considering?”

Response 2: “Let’s say you follow the rest of the industry…and Let’s say it’s 45 days from now, and this thing is winding down…what would we be talking about?” (relative to your product or service) How would that help you (and your _______?)

Objection #2 
“We need to see what the next 30-45 days look like.”
Acknowledge: “That makes sense.”

Response: “What do you see happening at the end of 45 days?” (PAUSE) “Will you be doing the same (volume, amount of business, etc.) as now or before the pandemic – what will it look like?” (PAUSE-let them answer.) What challenges will remain that need attention?

Objection #3 “We’re deferring purchases until this is over.”   Acknowledge: “I understand.”  

Then,   Response 1: “If you weren’t deferring purchases, what issues or problems you’re facing would we be talking about?” (PAUSE – let them answer) “As this thing winds down, what would be your priority regarding (fill in the blanks with your business)?”  

Response 2: “What is your personal frustration with this directive?” (let them respond. Engage with them…. Then ask a question.) ((Their name) if this were up to you, what would you be doing regarding… (fill in the blank with what they said they need.)

The post Responses to the Top 3 Most Common Objections/Stalls during the Pandemic appeared first on KASH Development Corp - kashdev.com.

As Sales Managers, we sometimes get distracted. When we do, so do our sales people…and the performance & results suffer in the process. Our people are looking for direction and feedback that “help” them generate results.

Let’s give them that direction this month with our 4 by 10 CAPTURE PLANS.

Think of this as “4 buckets” each with a different objective for business generation.

A. Their TOP 10 Accounts who can spend more dollars in the next quarter.
Customer; Product/project; $ potential; Motive; Action step & date (list 1-10 accounts)

B. Their TOP 10 Dormant Accounts (not doing business with your company in over 12 months)
Customer; Product/project; $ potential; Motive; Action step & date (list 1-10 accounts)

C. Their TOP 10 NEW PROSPECTS (Targets to “hunt,” contact/meet/qualify/etc.) Customer; Product/project; $ potential; Motive; Action step & date (list 1-10 accounts)

D. Their TOP 10 “OPEN PROJECTS” to close in the next 30 days Customer; $Value; product/service; Decision Process; Status; Next Action & date (list 1-10 accounts)

Give each of your sales people direction, one on one with this assignment. Give them due dates to start this task and coach them minimally on a weekly basis to help manage progress and gain “clarity” for the objectives for the next call. (Tip: Role play the call with them). Practice & overcome any stalls, objections (and responses) and coach them to be prepared with more & better questions to move each opportunity forward in your sales process.

What happens when you give them this directions and coaching assistance? Their activity will increase; their pipeline will increase and ultimately their Sales results will increase!

Questions? Just give us a call at 630-560-3614. We’re glad to help & have a conversation.

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THE BUCK STOPS HERE!

Harry Truman coined this phrase to let everyone know who was in charge and that he would take action and be accountable.  As Sales Managers the “Buck Stops Here” lets your people know you’re in charge and you set the expectations for them to follow.  Analyze your situation to see if the “Buck Stops…” or if your sales people are “Passing the Buck”?

Take this quick, self-assessment to find out. Answer (honestly) each of these statements with a YES or NO:

1. Sales targets/goals achieved
2. We know where business is coming from and can be forecasted
3. My salespeople regularly sell value, not just price
4. We’re doing a good job of regularly prospecting new accounts
5. We immediately and effectively deal with under-performers
6. I spend time debriefing major calls and coaching my salespeople
7. I continuously recruit to avoid being forced to hire a “Warm body”
8. We have a sales plan in place which is monitored and updated regularly
9. My people know how to qualify accounts properly
10. My people know how to “close” business in a timely manner
11. My sales people get referrals and introductions
12. My people structure their calls to meet with actual decision makers
13. I can motivate and effectively deal with multiple types of sales people

So where does the BUCK STOP? If you find it not stopping with you, or you’re unsure – call us.  Make it a priority.  Until then, pick one area to work on each week to improve.

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What will you Improve in Your Role as Sales Manager in 2018

The start of 2018 gives us time to pause and reflect on how we can improve in our role as Sales Manager / Sales Leader. Here is a list of questions that beg to be answered…completely and honestly in terms of your personal improvement.

1. How does your company compare to other high performing organizations?

2. What areas are you good at and what areas do you really need to work on?

3. How effectively has the company been achieving its goals?

4. Where do you stand (at this point in time) versus what needs to be achieved in your 2018 plan?

5. What are the real changes that you must implement to succeed?

6. What are the real reasons for your previous successes or failures?

7. How do you plan to compete in the future; by being: better, faster or smarter? Other?

8. If you examine the key components for company growth; do they center around: strategy, people or process?

9. Your Sales and Management teams are two of the most visible images of your company, “what message do you think they are sending your customers?” “What messages do they send to your internal people?” “Is it good enough?” If not, what MUST change?

10. What motivates you to make the tough people decisions?

11. Many things drive the successful Sales Manager, but we’ve determined a few that are very important:

Outlook – your beliefs & attitude

Desire – your passion for success

Commitment – your drive to do “whatever it takes”

            People Development: Coaching, Motivating; Accountability; Recruiting top talent

What are your thoughts on each and how do you translate and inspire your sales people in each area? What will you do in the coming year to raise expectations in each area?

What are you committed to do to personally impact change and growth for yourself, your organization and with each salesperson?

Remember the words of a philosopher, “It takes less time to do a thing right than it does to explain why you did it wrong”.

Contact us to engage in how to improve in your role as Sales Manager in 2018.

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The Goal Directed Sales Person

The question we need to know is “What are my people spending their time on?” We have talked about PRIME TIME and NON-PRIME TIME ACTIVITIES in the past. We have also talk about motivating our people to perform by setting up a goal plan with dates and action plans. This should be a starting point for each person.

Sales People will not “buy in” to the company sales goal until you first establish personal goals with each sales person. You must have this conversation and do this exercise!

What do they want to earn in the 4^th quarter & 2018 year?

• What possession goals do they want for themselves and their family?
• What do they have to sell annually to achieve these goals?What possession goals do they want for themselves and their family?

• What do they have to sell annually to achieve these goals?
• What is the monthly sales target?
• What must they have in the pipeline (based on sales cycle and closing percentage) on a monthly basis?
• What activity must happen on a consistent basis (daily, weekly, monthly) to support the pipeline?

Where are your people spending their time?

Once the goals are in place, accountability for time is the next critical component. In essence, where are your sales people spending their time?

Let’s answer that question by asking you…what are your expectations? Remember Prime Time (hours we can contact customers). What activities should they be focusing first?

• What types of activities will give your sales person the greatest return for time spent? List the activities. Also, what ____% should they spend per week on this category? $$$
• What activities will give them the least benefit for the time invested? List all these activities. What _____% should they spend per week on this category? (-)
• What can you recommend to gain a more favorable Balance of Activities? (How do you increase payoff activities (prime time) and at the same time reduce lower payoff activities? What would you suggest?
• Remember the adage: Sales is NOT a 40 hour job!!!
• How will you monitor this… software, point system, pipeline management, weekly scheduled meetings, one on one sessions, etc.

Sales Manager, Your Challenge: List the specifics you want your sales people to achieve:

PERFORMANCE GOALS:

PERFORMANCE ACTIVITIES:

Prospecting:

Product Knowledge:

Time management:

Customer Contact:

Prospect Contact (Appointments/Qualifying/Commitments/proposals, etc.)

Pipeline Management: # new deals/progress on deals/next steps/pruning poor deals, etc.

When you employ this process you should not be surprised by their success…the only surprise is if they don’t do it…and you allow it!

If you need help improving, developing, or implementing your sales process – contact us.

The post Sales Managers: Are you a Performance Manager or a Manager of Under-performance: Tackling & Resolving Day to Day Challenges to achieve & “crush” Sales Quotas appeared first on KASH Development Corp - kashdev.com.

The month of June closes out Quarter 2. If you are “ahead of plan” …great! What will you do & commit to stay ahead?

What if you are behind plan…???

June/Q2 end  for many sales people is like the “2 minutes drill in football”…an executable “winning and scoring plan “ must be implemented…before the “Clock runs out.”

Here is a template to help get a “2-minute plan” for June so you can “retire” your Q2 sales plan.

Q2-June 2017 Progress & ACTIVITY report

The post Getting back “on plan” by the end of Q2 appeared first on KASH Development Corp - kashdev.com.

What gives the go-getters this seemingly boundless energy to get the job done?
We have studied the need for Empowering Beliefs (enduring, constantly recurring, positive, and present) to be in CONTROL.

We reviewed several key elements to having Empowering beliefs!
1. It means being different…different in attitude, image, methods and results!
2. It means being persistent.
3. It means…having a mission: to sell with a singular focus.
4. Empowered Salespeople eliminate flattery (which looks insincere and makes them seem like “Mr. /Ms.” Nice guy” and a push over). They have an assured demeanor and presence. No need to be liked!
5. They don’t assume the biggest and best prospects are sold ONLY by certain competitors. (Who are some major competitors YOU haven’t sold? What will you DO to get them?)
6. They find SOLUTIONS TO PROBLEMS. They tell prospects “It costs $ to do nothing”…and then ask “WHY?” They are tenacious about fixing problems.
7. No is not No. They realize that real selling starts after the prospect says “NO”. They tell customers, “You need me BECAUSE I’m tenacious and don’t give up”
8. They “own” their customers…they constantly get repeat orders AND referrals from their customers.
9. They go the “extra mile” and do more than is expected.
10. They are accountable and accept responsibility…they do not make excuses.

Sales people with strong, confidence and Empowering Beliefs also have a CODE Of CONDUCT that they advocate and apply with their customers:

INTEGRITY is their most important asset…their word is their bond.

FOLLOW UP AND FOLLOW THROUGH They do what they say…they must, it’s their reputation. They are a decision maker in every instance/on every call!

ALWAYS BE PREPARED Customers expect it. It is unprofessional to be unprepared; under no circumstances is it acceptable. Prepared to control the call!

TACKLE PROBLEMS HEAD ON A prompt response is valued and helps continue to establish a long-term relationship. They don’t wimp or become a victim to prospect “games.” They confront when necessary.

ADMIT WHEN YOU ERRED Inform the customer about a mistake before he/she brings it to your attention. They face problems and are not prisoners to the problem.

NEVER HIDE BEHIND COMPANY POLICY This can antagonize people…always provide a good explanation. They do not exhibit FEAR.

AVOID BAD HABITS Demonstrate discipline, good behaviors and empowering beliefs. They hold themselves to a Higher Standard!

BE SINGLE MINDED Your single purpose is to qualify opportunities and then close business. Once that is accomplished, your single purpose is to service and profitably grow the business.

ALWAYS STRIVE FOR EXCELLENCE This is the foundation to insure that success is imminent. They develop as sales professionals through Continuous Improvement and rewriting any remaining limiting beliefs.

BE TOTALLY COMMITTED There is no room for compromise.

Words = Beliefs = Patterns = Habits

Build good habits…one at a time.

Summary:
• Hold yourself to a higher standard!
• Fix Your Limiting Beliefs
• Focus on Outcomes
• Rewrite Beliefs: a. In the Present b. “As if” they already exist
• Affirm your empowering beliefs daily
• Track Daily: Journal
• Work every day on improving habits
• Take ACTION instead of being stopped by FEAR

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