The Golden Rule: “Do unto others as you would have them do unto you.”
When it comes to sales, we should treat others the way they need to be treated. Whenever I lead sales trainings, I encourage salespeople to stretch themselves beyond their comfort zone and be kind to themselves during the learning process.
““Diversity is being invited to the party; inclusion is being asked to dance, and equity is being allowed to choose the music.””
In sales, our compensation is directly tied to the opportunities we generate and successfully seize. If we are not actively creating, capturing, or closing deals, we're not fulfilling our role effectively. It's crucial to recognise that our customers often find themselves in stagnant situations, requiring us to innovate and deliver superior value. As a sales professional our task is to navigate this scenario, devising strategies to secure meetings and effectively communicate the benefits we offer. I think your number one goal in sales is to make your customer as successful as possible, and if your motivation is to make your customer win, then you will always win in sales.
When you're not desperate for the sale, and when you're not attached to the outcome - which is an emotional intelligence trait - you can walk into any situation and be okay with whatever happens because you have confidence in yourself. This includes having the ability to ask open-ended questions and to adapt your approach as needed. For example, if someone says "no," it's not a problem; you simply pivot and continue the conversation elsewhere. During discovery calls, I tend to probe with questions, seeking out sensitive areas or emotional cues. These conversations are fluid, allowing me to guide them towards an outcome, and when I am met with a "no," I seamlessly transition to the next topic while maintaining a questioning mindset.
Contact me here or via e-mail for sales training and workshops.
We are in sales because we are motivated by financial success. Selling is more than just transactions, it's a dynamic interaction centred on understanding people's needs, desires, and motivations. In reality, sales involve facilitating a connection between a solution or product and an individual or organisation that would benefit from it. I think to accomplish this, successful salespeople should delve into understanding their clients' perspectives deeply. As at its core, sales is an art form that combines understanding, communication, and persuasion. Contact me via e-mail for sales training and workshops.
While activity is often seen as a key performance indicator in sales, the ultimate measure of success is revenue, not merely the level of activity. As sales isn't solely about being efficient, it's far more about being effective. I think busyness can divert attention away from what truly matters, acting as a distraction rather than a pathway to success in this profession. Therefore, in 2024 things are going to change…
Sales involves both a systematic process and interpersonal skills, and effective salesmanship hinges on the art of listening and forming connections with people. The systematic approach entails initial connection, followed by an approach and conversation where you uncover insights about the individual. Understanding this process sets the stage for honing the necessary skills, and I think mastering the art of asking the right questions is pivotal, and this means knowing what to ask and what to avoid. Instead of focusing on oneself, it's crucial to frame questions that encourage individuals to share about themselves, as everyone loves to speak about their own experiences and perspectives.
V2MOM is a strategic planning and goal-setting framework that stands for Vision, Value, Methods, Obstacles, and Measures.
VISION → What do you want?
VALUES → What’s important to you?
METHODS → How do you get it?
OBSTACLES → What is preventing you from success?
MEASURES → How do you know you have it?
I think V2MOM is a wonderful tool from Salesforce that helps businesses grow and reach their boundless potential.
Communication thrives on stories, and questions are the conduits shaping its course. I strategically ask questions that elicit conversation, aiming to activate their self-disclosure loop. I prioritise actively listening and offering undivided attention to incentivise my clients to share, making them feel valued, and this rapport often leads them to unveil their narrative. In my experience, once they hit the 'too much information' zone, it's simply a matter of leaning back and letting them guide the discussion toward everything necessary to seal the deal. Whether it's about planning the next step, scheduling another meeting, or diving deeper into discovery, I adapt to their language and seamlessly prompt for it.
In sales conversions, my strategy is to minimise questions while maximising information extraction. I think keeping the conversation relaxed is key, employing open-ended inquiries like 'tell me more,' 'how so?' or 'help me understand.' As these questions facilitate deeper insights, like 'walk me through that again' or acknowledging emotions with 'that seems quite emotional for you, why is that?' I believe in always entering client meetings fully aware of the desired outcome, and by creating a precise plan for the next steps ensures that my questions align with moving towards that goal.
Embracing change is often a daunting prospect for most of us, as the devil you know is better than the devil you don’t know. Despite our professed commitment to concepts like continuous learning, agility, and adaptability, we inherently resist change. This becomes evident when engaging in sales discussions, where customers meticulously evaluate the value of altering their current practices, often dismissing it as a hassle and too risky. In my experience, I have seen then when potential customers are in a completely dysfunctional situation where their world is falling apart, they will choose status quo over change. My primary goal is not to force change upon them but to encourage them to at least consider it. While I may not always succeed in selling them on change through my services, I attempt to move them one step closer and make the idea intriguing enough to invest their time in exploring further.
I think you should always enter client meetings with a clear understanding of your desired outcomes. Advance preparation, including the formulation of your preferred questions, is essential. What questions do you find most effective? Customise them to align with your personal questioning style, and ensure they remain open-ended. It's crucial to avoid the common practice of extracting information solely to manipulate the client. Instead, aim to have the client do the majority of the talking, encouraging them to share anecdotes and stories. This approach maximises their willingness to unveil their underlying challenges.
Transparency plays a crucial role in sales, and one essential aspect of it involves openly sharing the deals you can provide. This entails demonstrating to your clients the various resources at your disposal, your ability to secure funding, and the potential for discounts. Such openness fosters a sense of partnership, encouraging clients to engage more readily. Additionally, gaining insight into their budget, priorities, and buying processes aligns you more closely with their requirements, thus increasing the likelihood of a fruitful collaboration. I think sales excellence is about building strong relationships with clients and being transparent about your strengths and weaknesses. And by becoming a trusted advisor to your clients, you can create long-term partnerships that benefit both parties. Remember, transparency is not just essential in sales, but in life as well.
The importance of transparency in sales cannot be overstated, regardless of whether you work for a small or large organisation, acknowledging your strengths and weaknesses is crucial. This acknowledgment not only demonstrates honesty but also helps in creating more meaningful connections with your clients. A potent tool for achieving this transparency is a SWOT analysis on both your own business and your competitors, as this comprehensive evaluation allows you to pinpoint gaps in the market that you are uniquely positioned to fill. When reaching out to potential clients, it's essential to maintain this transparency throughout the sales process. Start by openly discussing any previous investments they may have made in your company. This not only showcases your commitment to transparency but also reinforces their trust in your organisation. I think by highlighting the additional benefits and opportunities available to them, you not only demonstrate your dedication to their success but also enhance the perceived value of your products or services.
Sales is often associated with closing deals and achieving excellent sales results. However, true sales excellence is not just about hitting numbers, it is about becoming a student of all the variables and parameters involved in the playing field. I think this starts with building relationships and utilising resources, and the ultimate goal should be to become a trusted advisor to your clients. And if this is achieved then deals and sales results will come as a by-product of these relationships. To build strong relationships, honesty and sincerity are essential. Instead of rattling off a list of the great things about your product or service, acknowledge the limitations and show a willingness to learn about the client’s needs and priorities. By doing so, you will stand out from other salespersons, and your authenticity will help build trust with your potential clients.
Typically, our sales process entails a sequence of critical milestones. These milestones include gaining a comprehensive insight into the client's internal buying procedures, acquiring a clear understanding of the legal review process, and identifying key stakeholders while understanding their individual and business objectives and motivations. In order to navigate the inherently non-linear nature of this process, we approach sales and buying as a series of commitments we establish with our clients. This involves phases such as initial discovery, examining potential solutions, involving additional stakeholders, further discovery, comprehensive discussions, reaching mutual agreement on the investment, bringing in more stakeholders, managing conflicts, fostering collaboration, and refining the solution. I think at times, it may appear as if we are starting from scratch, despite being in close proximity to the finish line.
Sales is a series of asking for commitments and all salespersons - regardless of who you are or what you are selling – have two primary concerns:
1. RESULTS
- Did you make the sale?
- Did you bring in the money for your company?
- Will you receive your commission?
Everyone ultimately wants to achieve tangible results.
2. RELATIONSHIPS
- Did your client enjoy the selling process?
- Do they now know, like and trust you?
- Did they enjoy your selling process enough to speak positively about you and your company by giving you a referral?
I think the balance between achieving results and nurturing relationships with clients is essential for successful salespersons. Contact me via e-mail for sales training and workshops.
There are three ways we experience rejection:
1) Real rejection
2) Perceived rejection
3) Anticipated rejection
Whether the rejection is anticipated, perceived or real, it creates an emotional response. The hardest part of the selling process, which is top of the funnel is interrupting a stranger and asking them for their time – emotional control in these situations is of paramount importance. I cannot teach you how to take away the “sting” of the client saying “no” when you are reaching out to clients, but what I can teach you are frameworks that you can use in context to control the emotion and flip the buyer’s script, so you can ask again and get what you want. When I have leveraged this for sales teams, I have seen results exponentially increase with the number of meetings the sales team gets.
The changes we see in the global landscape is changing the way our clients do business, causing the reimagination of whole industries, increasing customer expectations and behaviours, and creating a whole lot of uncertainty. What we do in sales is help people and companies change, we change the products and services they use, and we change the way they use these products and services. And when we perform at our very best, we help our clients and the people we serve to transform their businesses and their results. The change process is non-linear because any process that includes human beings, especially in groups is non-linear. This means that the process is very rarely a straight line, and very often a process that doubles back over ground it has already covered - stops, starts again and then picks up in an unexpected place or direction again. Is your sales process is designed and written in a linear form?
The changes we see in the global landscape is changing the way our clients do business, causing the reimagination of whole industries, increasing customer expectations and behaviours, and creating a whole lot of uncertainty. I think what we do in sales is help people and companies change, we change the products and services they use, we change the way they use these products and services. And when we perform at our very best, we help our clients and the people we serve to transform their businesses and their results. This change process is non-linear because any process that includes human beings, especially in groups is non-linear. This means that the process is very rarely a straight line, and very often a process that doubles back over ground it has already covered - stops, starts again and then picks up in an unexpected place or direction again. Are your sales processes designed and written in a linear form? Contact me via e-mail for an overview of your organisations sales processes.
There is a difference between busy and being productive. Being productive is really about narrowing your focus, it’s about prioritisation and it means you carefully select what’s most important, and eliminating things that are not so important. I think you should invest your time and energy in things where it’s going to make a difference to your goals and outcomes. A successful day is a day where you make massive progress on the things that matter for you. There are only two major things that make you productive in sales, one is opportunity creation and, and the other is opportunity capture.
Contact me via e-mail when you are ready to look at your teams sales engagement, as it’s only when they have the awareness to recognise opportunities and challenges will they begin to nurture healthier relationships with others.
