They Do Their Homework

Top sales reps never underestimate the value of pre-call planning. They’ve researched their prospect’s company, can talk the lingo, and always know the decision-makers before they try to sell.

They Don’t Waste Time

Top sales reps quickly learn the decision-making hierarchy so that they don’t waste time on folks who are neither decision-makers nor influencers. By strategically scoping out who is actually calling the shots, they minimize their frustrations and maximize their time.

They’re Goal-Oriented and Self-Motivated

Top sales reps don’t need others to give them pep talks. They’re passionate about what they’re selling and establish far-reaching goals which they achieve. They understand that the early bird catches the worm, and they’re always the early bird.

They Are Optimistic

Top sales reps don’t get too worked up about dips in the economy, industry slowdowns, or other challenging situations that some sales reps use as excuses for their lack of success. Instead, they look to the bright side of things, have faith in their own ability, and find that they’re still making sales when others aren’t.

They’re Confident

Top sales reps know what they’re doing and quietly acknowledge that they do it really well. They exude a confidence that is never construed as arrogance. Instead, it’s a trait that others gravitate towards. They attract others because of their positive energy, their ability to get things done, and their lack of self doubt.

They Are Competitive

Top sales reps understand that they aren’t the only individuals on the playing field. There are others, and it’s their job to be better than them if they’re going to win the sale. Having that competitive edge keeps them one step ahead and always on their game.

They are Willing to Take Risks

Top sales people don’t sit on the sidelines waiting for others to take chances. If they see opportunity, they seize it. They realize that there’s no reward without risk, and mistakes are only lessons to be learned.

They Work Harder

Top sales reps aren’t afraid to roll up their sleeves and work hard. They know that if they want something done, they shouldn’t just rely on others. They get it done themselves. They’re hands-on, resourceful, and energetic in a way that inspires others.

They over Deliver

Top sales reps are never happy with providing the bare minimum. They want their customers to be blown away with their efforts. They understand that loyalty is created in all of the attention to detail and little extras that they provide.

They Are Adaptable

Top sales reps know that flexibility is a big component to their success. They’re open to learning new technologies, selling techniques, and processes. They’ll work with a new management team or adjust their selling style to fit the particular demands of a customer. Others perceive them as early adopters and look to them as the individuals who are leading the way.

This has been a rocky time and in order to thrive (yes, thrive and not merely “survive”!), you must re-tool, refresh and embrace these sales success characteristics.

As always, the best time to start is NOW!

But there’s a strange problem here; and you probably know what it is, either directly or indirectly.

Many people know that training is important – because, at one time or another, and in one form or another, we’ve all been valuably trained in something, or trained someone else to do something useful – yet this basic knowledge is not widely reflected in the world of work.  It’s clear importance is not fully understood, and therefore, not fully exploited to make life easier and more profitable.

Unraveling the Strange Problem: Changing Perceptions

The core of this problem has to do with that important postmodern word: perception.

For decades now – centuries, arguably – training has been seen as something that supports the workforce.  This position stems largely from the perception that training is an extension of education.  Since education has been traditionally viewed as a system of supporting human growth and development, workforce training has slid conveniently, some might say logically, into this existing groove of thinking.

So why is this a problem of perception?

Because in the modern workforce – and that of the foreseeable future – the idea that workforce training exists as a support system is dangerously outdated.  The notion of support implies that something is important; but not necessarily vital, and certainly not essential.  And it’s because of this view that in many workplaces, training is viewed as an enhancer; something valuable, yes, but ultimately optional.  Something to invest in or focus upon if revenues support it, or if time permits it.  But certainly nothing essential.

This perception is utterly out of date!

Training is no longer optional.  It’s not an enhancer, a supporter, or a nice to have thing.  In the 21^st century, an organization’s capacity to effectively train its people is part of its ability to survive.  And if that capacity isn’t there – or if it’s defective – then the organization itself will reveal that flaw in a number of destructive ways, including loss of bottom line profits.

Why the Skilled Workforce Makes Training Essential

It’s a misnomer to think that so-called skilled workers are those human beings who emerge from university or college and bring with them some kind of technical or practical acumen.  That may have been true a few decades ago; but no longer, and never again.

In today’s world, everyone is a skilled worker.  From the receptionist with the high school education to the CFO with an MBA, the entire workforce has become a skilled landscape; and that means that there is arguably no position that isn’t in need of continuous training.

Each member of a team, a unit, and a company can no longer be viewed as individual silos focusing on their singular task within a limited sphere of activities.  Rather, today, each person is a part of a skilled workforce; and if there are gaps or lacks in any area, the entire workforce will suffer.  And make no mistake: this suffering isn’t merely emotional or cultural (though that is a part of it).  This suffering is financial.

Training = Profit

When there are gaps in the skilled workforce – gaps caused by lack of training – then, automatically, work become inefficient and money is lost.

How much money is lost depends on the type of gap and how it manifests; but without doubt, regardless of whether a company sells flowers or microchips, a gap in the skilled workforce costs money.

In the past, this gap was typically seen only in terms of sales, such as whether a lack of training caused a sale to be lost.  Now, however, we know without any economic doubt that the costs of ineffective or non-existent training gaps go far beyond lost sales.  These additional financial costs include: rework, missed profits (smaller profits due to inefficiency), and misallocated resources (money spent trying to fix a gap could be better spent elsewhere).  There’s also lost market share, lost potential word-of-mouth advertising from satisfied (or merely served) customers, and the list goes on.

Understanding why Training is Important

It bears repeating: training can no longer be viewed as a support system, like a good benefits program or a leading-edge technical infrastructure.  In the skilled workforce of the 21^st century, training is essential.  It is the core engine of a company, because it supports the entire skilled workforce.  And, frankly, there is no other way – whatsoever – for a company to comply with this paradigm shift than to understand that training is important.  Or rather, that it’s essential.

Not All Training is Created Equally

A typical and rational concern here might be that not all types of workers require the same training.  Actually, this is perfectly true, and not a concern; it’s just a basic fact of the new world of work.

Absolutely: your sales team will not require the same training as your customer service people.  While there might be elements that apply to both – negotiation skills and cultural awareness spring to mind – there is no need to envision a cookie-cutter approach to training.  In fact, the old model of training – the one where static, one-size-fits-all training was rolled-out through a company from CEO to Intern is tragically (and again, dangerously) out of date.  Successful training – the kind that retains profit and creates more profit – must reflect the needs of a particular team or function within a company.

This may sound expensive; and in fact, one of the big reason that old-fashioned roll-out training has been relied upon is because it’s seemingly easy to administrate, and even easier to predict costs (as needlessly high as they may be).

Yet as economists are clearly pointing out – without emotion, without bias, in the great way that economists point things out – this old-fashioned training approach is more expensive than the new, customized skilled workforce training.  This is because focused training can be measured and tracked much more practically than generic company-wide training.  Furthermore, this customization allows training to be tweaked and adjusted as business needs and market conditions require.

A Final Word…

Keep in mind that the key argument here isn’t that training is good.  This isn’t pro-training boosterism; and it’s certainly not a lobbying effort on behalf of financially neglected Training and Development professionals across the globe.  The perception that training is essential is sourced in the emergence of the most powerful, and possibly most dynamic, labor market concept in history: the skilled workforce.

And the message that it’s telling us?  Clear and simple: training is not an option.

By:

Adrian Miller

Adrian Miller Sales Training

amiller@adrianmiller.com

Don’t do the bulk of your business prospecting during prime business hours. Often the call that is placed at 8AM or 6PM will be received by a decision-maker that has more time to talk. And don’t under-estimate the value of leaving voice mail messages at night. These will be the very first messages that your prospect will hear in the morning, thereby increasing the odds of them placing a returned call.

If you want to present products and services that are of value to the prospect and that meet their needs, you have to ASK questions. Ask the right questions and the prospect will tell you what they want and how they need to be sold.

Too many sales reps launch into a conversation by discussing the features of their products and services. Features never sold anyone. The only thing that a prospect cares about is what these features will do for them. In other words, speak in terms of benefits and your prospect will be more pre-disposed to listening to your presentation.

There’s no magic bullet. Prospecting takes time and if your sales pipeline isn’t always filled with prospects in various stages of being worked, then you are in for a future sales slump.

Follow-up and follow-through are keys to prospecting success. Just like gardening, if you don’t water the seeds, the garden will languish. And so it is with prospecting… if you don’t remain in contact, you will never break through.

Give a prospect something for nothing. An article that would be of interest and value, information that you received online etc. and transferred to the prospect with a note “just thought you might be interested in this” indicates that you are thinking of them and wish to be a resource.

Periodically tape-record a random sampling of your cold calls. Listen to the tape and assess your tone and voice. How did you sound? Would you want to speak with a person who sounds like you? What about your words? Were they clear and benefits oriented. Taping gives you the opportunity to self-correct your presentation.

Pace yourself. Prospecting is a very time-consuming and arduous task. Allocate a specific amount of time each day (week?) and keep to the schedule. It is always easy to put something ahead of the prospecting activity but make an appointment with yourself and don’t break it.

Last but definitely not least, maintain a good sense of humor. Make the prospect smile and you’re halfway there!