What is it really and what are you meaning to say? Here’s a few questions to consider:
Is what you listed really going to be transformational or transform your business?
Will it help your business achieve some new level of success?
Will it help make your company grow to a new level of success?
Will it make your company something you’re not at present, but want it to be? Is it a carefully crafted, clear theme which ties together all your “initiatives, actions and projects”?

For example:

• We will become one of the top three suppliers in the ____market.
• We will expand distribution into ____ and ___ segments and capture ____ within 18 months.
• We will reduce the cost of ___ by ___ without sacrificing quality, delivery, or service within 12 months.

Why do this? So employees know what the direction of the company is and they see that the work they are doing ties into the overarching plan. ( They are probably used to the “flavor of the month” type of understanding of whatever the shiny object is today.

It’s all about where you’re heading. How do you know if what you’re doing is working?

Write your Statement of Strategy, be clear & concise. Does it outline something that is transformational for your business?

INSIGHT: Write your Statement of Strategy. It may be about performance data, comparative positioning; customer outcomes; a major event like an acquisition or entry into a new market or industry. Do NOT include numbers…because it will turn into a “budget project” and get sidetracked.
Then, Answer the questions from above. If it passes the questions, you have a real Statement of Strategy and you can now create and develop your strategic plan.

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Investor’s Business Daily has spent years analyzing leaders and successful people in all walks of life.  Most have 10 traits that, when combined, can turn dreams into reality.  Each day, focus on one…

1. HOW YOU THINK IS EVERYTHING: Always be positive.  Think success, not failure.  Beware of a negative environment.

2. DECIDE UPON YOUR TRUE DREAMS AND GOALS: Write down your specific goals and develop a plan to reach them.

3. TAKE ACTION: Goals are nothing without action.  Don’t be afraid to get started now.  Just do it.

4. NEVER STOP LEARNING: Go back to school or read books.  Get training and acquire skills.

5. BE PERSISTENT AND WORK HARD: Success is a marathon, not a sprint.  Never give up.

6. LEARN TO ANALYZE DETAILS: Get all the facts, all the input. Learn from your mistakes.

7. FOCUS YOUR TIME AND MONEY: Don’t let other people or things distract you.

8. DON’T BE AFRAID TO INNOVATE; BE DIFFERENT: Following the herd is a sure way to mediocrity.

9. DEAL AND COMMUNICATE WITH PEOPLE EFFECTIVELY: No person is an island.  Learn to understand and motivate others.

10. BE HONEST AND DEPENDABLE; TAKE RESPONSIBILITY: Otherwise, Numbers 1-9 won’t matter.

Focus on one “secret” everyday on your personal marathon to becoming successful.  Making these part of your daily routine will provide huge dividends in both your business and personal lives.

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The sales manager must be proactive in helping salespeople moving a deal forward.

Too often sales managers accept “face value” from salespeople, and the deal never progresses.  Imagine the sale as a hamster in a wheel.  “It should close next week,” you hear.  A week later you’re told, “It’s going to be next week – they promised.”  “They couldn’t meet this week, but it’s going to close.”  “We had a great conversation, and we’re going to move forward,” but nothing happens.  There appears to be “movement” on this deal week after week, but in reality – the wheel is just spinning in the same place.  How do we make sure these types of answers do not become the norm?

The sales manager must become the sales coach.  Every interaction with sales people must be focused on moving the sale forward.  This is done through a detailed process, while improving the sales person’s skills at each step.

Your manager must review (weekly, at a minimum) with each sales person:

• Top 5 accounts and the steps taken to move them forward
• Sales calls and prospecting activities for new clients
• $ potential of each deal
• Biggest obstacle faced and the lesson learned from the obstacle
• 3 goals for the upcoming week and how those will move each deal forward

If the sales manager is not doing this already, start immediately.  It will be ugly – because you will find that many of the deals that looked great are actually spinning in the wheel and going nowhere.  Can this be done? Yes.  Will it be easy? No.  Is my sales manager capable improving my sales team?  That is the unknown.  Anyone can ask sales people these questions, but can they elevate the sales people and their skills?

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Henry Ford said “whether you think you can or can’t…you’re right”.

Our attitude or mind set is so crucial for success is sales that we as professionals must continuously refocus, remember what we are wanting to accomplish while casting out weak or limiting beliefs that can hold us back, create doubt or fear and force us to settle for less than we can truly become!

It is a psychological fact that we move in the direction of our most dominant thoughts. So ask yourself, “What have you been thinking about most?”

Thoughts and beliefs drive our actions. Behind every decision, activity, or inaction there is a belief that put it into action. If you are not getting the results that you want right now there is some belief that is preventing you from obtaining it! What beliefs are preventing you from taking the actions you need to be taking? What beliefs are causing you to create roadblocks in communications, in sales activity, in closing business, in getting commitments? These beliefs require immediate attention…in fact these beliefs must be change or rewritten! Awareness of your beliefs is a powerful first step.

We need to rewrite our beliefs or refocus on what we think about. Everyday pick one new strong, positive empowering belief to concentrate on. Write it done in your planner. This is the critical element to focus on. Next rate yourself on a 1 to 10 scale (and what you need to improve or do better) at the end of the day as to how well you did “acquiring” this new belief. For example, “Strangers cannot personally reject me…they can only reject my offer.” Rate yourself on this one (especially if you suffer from call reluctance or getting people to make decisions). If the rating is less than 9 or 10…put it BACK on the list tomorrow learn why and how this happens so you can correct it. We don’t want to live in a trance.

Take control, improve your attitude and put good beliefs to work for you!

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Precise communication is the fuel that propels the plans, strategies and tactics into the real world where theory meets reality.

The more you know about your people the more effective you’ll be when coaching and motivating them, dealing with conflict and roadblocks, understanding who needs constant supervision, who is a self-starter, achieving goals and reducing stress..

Good coaching makes good sales people. Great coaching can inspire greatness in our people. The foundation to great coaching is consistency.  Being consistent means monitoring our people’s performance so we can:

• Manage consequences and behave the same way in similar circumstance
• Praise good performance
• Redirect less than standard performance
• Provide positive consequences
• Provide negative consequences
• Be noticed-not avoiding or not assisting

Coaching Principles 

Your effectiveness depends heavily on your credibility among the sales staff and you undermine your credibility when you are indecisive.

• We will work together to achieve our business plan.
• We will satisfy our customers’ requirements.
• We treat everyone with honesty, dignity and respect.
• We establish and maintain high expectations and recognize performance.
• We lead by example.
• We practice teamwork.
• We strive for open communications.
• We adhere to our company’s policies.
• We encourage personal and career development.
• We strive to be consistent in our response to performance.
• We strive to be clear and straightforward in our interactions with others.
• We are clear and precise about what attitudes and behaviors are acceptable.
• We are “zealous” about promptly giving and getting feedback and updates.

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