Do the Best Sales Managers Have the Best Salespeople?

Posted by Dave Kurlan on Mon, Aug 27, 2018 @ 17:08 PM

sales-team

We all see the effects that strong leaders have when they surround themselves with either strong, mediocre or weak people.  What happens when strong leaders inherit a mixed team?  What happens when they hire a mixed team?  What happens when we ask the same questions about weak leaders?

I dug into a subset of data from Objective Management Group's (OMG) evaluations of the salespeople who report to more than 15,000 sales managers to determine whether the best sales managers actually have the best salespeople.  I was surprised and disappointed by what I found.  Check this out!

In the first table, you'll notice that salespeople reporting to elite sales managers are 14% stronger overall than those who report to weak sales managers.  That's good, but why isn't there a larger gap?  I'll answer that question shortly.

mgrs-to-sp-comparison

The second table clearly shows that strong sales managers have 25% more elite and strong salespeople reporting to them than elite sales managers. How can that be explained? And the relatively small gap from the first table?

mgrs-w-elite-spI have a simple explanation that you may or may not agree with.  Elite sales managers have so much confidence in their abilities, that they refuse to give up on mediocre salespeople.  They believe that given enough time they can coach everyone up.  Along the same line of thinking, elite sales managers also tend to believe that they don't have to hire A players because as long as the salespeople they select have a great personality and industry knowledge, they believe they can train and coach them to become strong performers. Because of that, elite sales managers tend to take shortcuts at hiring time as evidenced by their lower scores for recruiting.  Without a doubt, they should be using an accurate and predictive sales-specific candidate assessment like OMG's award-winning tool.

While the best sales managers do tend to have better salespeople, the contrast is not nearly as sharp as most of us would expect it to be, but explains why leaders don't understand when strong sales manager's teams are not significantly more effective than weak sales manager's teams.

Image Copyright iStock Photos

Topics: Dave Kurlan, Consultative Selling, Sales Coaching, sales performance, hunting, sales effectiveness, objective management group

Latest Data Shows Most Salespeople Would be Fired or Arrested if they Worked in Accounting

Posted by Dave Kurlan on Mon, Jul 02, 2018 @ 06:07 AM

jailed

It's summer so they're digging up streets, repaving roads, and repairing bridges.  That leads to epic traffic jams, long commutes and tremendous amounts of frustration.  And you're late!  I've been doing my best impression of the digging, without the paving and repairing.  Ten of my last fourteen articles have been based on Objective Management Group's (OMG) data from the evaluations of 1.8 million sales professionals and like the road work, we're gonna dig some more today!  

In this article, we will look to determine whether there is a correlation between sales percentile, sales pipeline and sales performance.  And as has been the case with the last ten articles like this, the data is sure to surprise.

OMG includes a pipeline analysis as part of every Sales Force evaluation it conducts. We ask each salesperson 19 questions about four late-stage, proposal-ready/closable opportunities currently in their pipeline.  In the table below, the percentage of salespeople who actually had 4 late-stage opportunities on which they could report are sorted by Sales Percentile.

Percentile-PipelineAlmost half of the elite and strong groups, representing the top 15% or so percent of all salespeople, had 4 late-stage opportunities while only a third or so of the serviceable salespeople and just 21% of the weak salespeople (half the population) had 4 late-stage opportunities in the pipeline.  It should come as no surprise at all that stronger salespeople have more quality opportunities in their pipelines.

The table below shows correlation between sales percentile, sales process and sales performance.  

Percentile-Process-PerformanceThere is a strong correlation between sales percentile and sales process. 86% of the elite salespeople (5% of the sales population) and 70% of strong salespeople (11% of the sales population) have the Sales Process Competency as a strength.  It drops off quickly and significantly for serviceable salespeople (34% of the sales population) and dramatically for weak (50% of the sales population) salespeople.  Is it any wonder that only 20% of weak salespeople have Sales Process as a strength?

The most interesting finding was in the area of performance.

While the percentages do correlate to Sales Percentile, the way companies report sales performance is insightful. In the table above, read the column on performance backwards. Companies report that 36% of elite salespeople aren't performing.  In other words, they believe that they "should do better!"  The finding is even worse for strong salespeople where companies say that 43% should do better.  Companies say that 53% of the serviceable salespeople are performing and 40% of the weak salespeople are performing.  This is crazy and it's all about expectations.  Expectations of the best salespeople are incredibly high, while expectations of the crappy salespeople are incredibly low.  For example, take a look at this screen shot of one small company's revenue by salesperson, and whether or not the company believes the salespeople are performing.

performance

As you can see, the company says that their top 2 salespeople, generating approximately $20 million between them, are not performing, while they say that their worst salespeople, generating a little more then $6 million combined from 3 of them, are performing.  Crazy, right?

Quotas continue to go up for the salespeople who perform until they can no longer hit the numbers. Meanwhile, in a race to the bottom, quotas are adjusted downward for crappy salespeople until they hit a mutual area of pathetic.  Some of us intuitively knew that this insanity was occurring, and now we can show proof of this with the data.

We can do so much better than this.  Why do so many executives protect their worst salespeople?  We hear things like, "Their customers love them."  "They serve a purpose."  "They have legacy knowledge."  "They're family."  "I recruited him here from another company we both worked for."  "They're not really costing us anything."

If these crappy salespeople and their protective bosses worked in accounting they would have been fired or jailed for this kind of performance!

What will it take for companies to demand the same performance from all salespeople that they get from their best salespeople?  Better recruiting and selection, better training, better coaching and better accountability.  And what will it take for those things to happen?  Don't hold your breath.

Image Copyright iStock Photos

Topics: Dave Kurlan, sales process, sales pipeline, sales performance, sales data

Persistence Over Polish - What the Top 10% of All Salespeople Do Better

Posted by Dave Kurlan on Mon, Mar 12, 2018 @ 06:03 AM

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The best athletes in the world know exactly how they do the things they do that make them so great.  In addition to their God-given talent, they outworked everyone else to master the mechanics and nuances of their sport, the mindset required for greatness, and competed at a high level from a very young age.  When they falter they can easily make the adjustments necessary to get back on track.

Interestingly, most top salespeople don't know what it is that they do that makes them so successful! That's surprise #1.  If you look through the data on the 1.7 million salespeople that Objective Management Group (OMG) has assessed, you will see that the top 10% of all salespeople have better average scores than their colleagues in each of the 21 Sales Core Competencies.  Their average scores are listed below for 5 Sales Core Competencies in which they have the best scores.  They are:

Rejection Proof with an average score of 92. Top salespeople continue asking questions long after other salespeople have given up, allowing them to close opportunities that others have walked away from.

Comfortable Talking About Money with an average score of 90. This strength allows top salespeople to have the conversation other salespeople don't have after a prospect says that they either don't have a budget or don't have enough money in the budget.  Top salespeople excel at helping their prospects find the money.

Great at Hunting with an average score of 89. Top salespeople have pipelines with opportunities that are both high in quantity and quality.  With so much being written about the relatively new BDR and SDR roles that allow good salespeople to focus on meetings while lower paid and lesser skilled reps make the first calls, this would suggest that the best salespeople do well because they are scheduling their own calls and meetings.

Thinking Positive Thoughts with an average score for Supportive Beliefs of 87. Their beliefs support ideal sales outcomes while other salespeople struggle with beliefs that sabotage their efforts.  Beliefs affect behavior and behavior drives results.

Doesn't Need to be Liked scoring an average of 86. This strength helps top salespeople listen and ask questions, challenge when appropriate and push back when necessary, all of the key components of an effective consultative seller.  This component of Sales DNA is also a requirement for selling value.

Surprise #2 is that 4 of the top 5 scores are elements of Sales DNA which represent 6 of the 21 Sales Core Competencies.  Will to Sell has 5, there are 7 Tactical Selling Competencies, including Hunting, above, and 3 Sales Core Competencies can be found in Systems and Processes.  So what does it mean when only 1 top score is a tactical competency and 4 are from Sales DNA?

Surprise #3 is that having strong Sales DNA trumps having strong selling skills.  After processing 1.7 million sales evaluations and assessments, I've seen numerous salespeople who knew what to do, who to do it to, and when to do it; but they couldn't execute what they knew because of their weak Sales DNA.  And I've seen numerous salespeople who lacked a sales process and the tactical selling skills but found a way to get deals done because of their strong Sales DNA.  Sometimes, the top salespeople simply differentiate with persistence over polish.

20 years ago, we developed a product called SalesmindTM that uses affirmations and self-hypnosis to help salespeople overcome their non supportive Sales DNA. Watch this 2-minute video on LinkedIn.  Only a couple hundred of these CDs remain in our inventory and when they are gone they will be gone forever.  They have always sold for $99 but you can get a set for just $49 while supplies last.  Leave a comment on the LinkedIn video and we'll rush you a set of SalesmindTM

Image copyright iStock Photos

Topics: Dave Kurlan, sales performance, sales core competencies, sales excellence

What We Can Learn from the Latest Data on Sales Motivation

Posted by Dave Kurlan on Tue, Jul 25, 2017 @ 16:07 PM

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Image Copyright iStock

We've been very busy implementing some new findings in our Sales Evaluations and Sales Candidate Assessments.  Sales Motivation is just one of the 21 Sales Core Competencies that we measure, but as with all of the competencies, we go very deep.

Back in the good old days, we measured Money Motivated because most of the salespeople employed back in the 90's were chasing commissions.  By 2011, we had decided to go wider and deeper and broke down Motivation based on whether a salesperson was extrinsically motivated or intrinsically motivated.  In 2014 we added 7 sales specific motivational styles to help sales leaders better understand the best ways to work with their salespeople.  And now, in 2017, we have deepened our measurement of Sales Motivation even further by adding a third possibility - Altruistic Motivation

I was anxious to see what the data would look like but had to wait a few days until we had around 1,000 new assessments to review.  Sales Motivation now breaks down in the following way:

  • 47% of salespeople are intrinsically motivated (satisfaction, love of what they do, mastery, being part of something bigger than themselves)
  • 25% are extrinsically motivated (commissions, money, rewards and materialistic things)
  • 13% are altruistic (being of service to others)
  • The remaining 15% are somewhat balanced between 2 or 3 of the styles.

I always believed that Motivation is Motivation.  In other words, as long as the motivation is strong, it doesn't matter whether salespeople are extrinsically or intrinsically motivated.  However, it is very important for sales managers to understand the difference between the two so that they can provide the proper type of external motivation.  And now, with the introduction of Altruistic Motivation we have thrown a monkey wrench into the mix.  Altruistically motivated people should not really be in sales.  Their most effective role would be in customer service where it would be important for them to not have their own agenda but instead, serve the customer without exception.  Think Hospital, Doctor's office, upscale Restaurant, Concierge, Front Desk at a high-end hotel, etc.

I don't have the data yet but I expect salespeople who are altruistically motivated to have low scores for Commitment to Sales Success and Desire for Sales Success.  I'll update you when the data is available.

Topics: Dave Kurlan, sales motivation, sales performance, sales excellence, altruistic motivation

How Your Salespeople Measure Up in the 21 Most Crucial Sales Competencies for Modern Selling

Posted by Dave Kurlan on Tue, Apr 04, 2017 @ 15:04 PM

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Image Copyright BrianAJackson

Over the years I've debunked a number of articles that cited nothing but junk science. The authors often relied on observation, anecdotal evidence and personal opinion while proclaiming traits, competencies, skills and differentiators between top salespeople and everyone else. Today those articles would qualify as fake news.  My rebuttals to those articles, many of which can be found here, are always based on science.

Speaking of the difference between fake news and real sales science, the next topic downright amazes me and should amaze you too. 

On April 4, 2017, Nearly 22,000 people had viewed the 5 traits of the best salespeople - traits that are purely anecdotal on the author's part - while only around 3,000 viewed the scientific rebuttal. While 25,000 people viewed the 21 Sales Core Competencies that were updated in 2014, and only 3,000 have viewed the most recent 2017 revision of the 21 Sales Core Competencies.  Just to be clear, I'm not whining about popularity, traffic or page views.  My Blog has 1.7 million views and dozens of my articles have 15,000+ views.  My best-selling book, Baseline Selling, was ranked 15th on Amazon's list of the Top Sales Books this morning - after 12 years...so I'm not lacking for traffic or readers.

This is really about sales professionals who place more faith in the traits that are consistent with their beliefs, fearing that their actual capabilities won't match up with the science.  People want to see themselves in the most popular, positive way.  They don't want to discover that they might be lacking in 10 of the 21 Sales Core Competencies or have gaps in all 21.

Speaking of the 21 Sales Core Competencies, OMG has a brand new tool that I promise you're gonna love.  

We built a very cool website that you can use to see the average scores for each of the 21 Sales Core Competencies, the average scores for your industry and even how your own company compares.  You must check it out - keep reading!

Here's how it works:  

  1. Go to the site and select your industry.  
  2. For each of the 21 Sales Core Competencies, average scores for all salespeople, plus the top 10%, the bottom 10% as well as salespeople from your industry, will be displayed in side-by-side comparisons. If you need further explanations there are videos that provide more detail on each competency.
  3. At any point, during your tour through the 21 Sales Core Competencies, you can request that your own company be included in the comparison - free of charge!  No catch. No conditions.  Simply click on the "learn how your salespeople are doing" button displayed beneath the competencies.  
  4. Fill in the very limited contact information (we don't sell it and we won't call you unless you ask us to) and we'll email a link for your salespeople to be assessed.  
  5. When your salespeople have completed the assessment process, the "Your Company" column in each graph will be populated with the data for your company.  Awesome and easy!  We'll keep you posted about their progress.
  6. Options to gain access to additional detailed data and information will be made available.

The early feedback on this site has been amazing - people love being able to access this data and compare it to their own and I'm sure you'll find it fascinating too!  Enjoy.

Topics: sales assessment, Dave Kurlan, sales performance, sales core competencies, difference between good and bad salespeople, OMG Assessment, how my salespeople compare, data on salespeople

Is Excuse Making Actually the Biggest Obstacle to Increasing Sales?

Posted by Dave Kurlan on Wed, Dec 14, 2016 @ 07:12 AM

excuse.jpg

I've talked a lot about excuse making and the powerful difference between using your index finger, which points outward, versus your thumb, which points inward.  Today, Brandon Steiner wrote a great little article about taking responsibility.

This video provides another perspective on Excuse Making and how bad that is for sales organization.

 

 

The big thing with Excuse Making is that until the excuse making stops, nothing can change.  So if you want to see improvements in effectiveness, growth in revenue, and a jump in profit, salespeople must execute in a fundamentally different way.  When they rationalize about what happened, accepting that allows them to repeat the mistake.  When they take responsibility, you can ask what they could have done differently.  Excuse Making = Status Quo.  Responsibility = Change.

In the past two months I have been a guest on several shows and the interviews were all quite good!  You might be interested in catching:

  • The Smart Sales Pro Interview where I talked about Sales DNA
  • The Growth Institute Blog where I wrote about Why Sales Training Doesn't Work
  • Will Barron - The Salesman Red interviewed me about Why Salespeople Struggle
  • Rapid Learning Institute featured me as the sales selection and hiring expert in this Webinar on preventing hiring mistakes.
  • I wrote about the Benefits of Getting your Sales Process right on the Growth Institute Blog
  • Will Barron recently interviewed me on sales weaknesses and it was a really good interview. You can watch or listen to it here.
  • Lori Richardson recently interviewed me on similar topics too - another really good interview, that you can get here.

Topics: Dave Kurlan, sales performance, Sales DNA, sales excellence, excuse making

Top 10 Reasons Why Sales Don't Grow

Posted by Dave Kurlan on Wed, Aug 24, 2016 @ 06:08 AM

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Have any of these things ever happened to you?  

  • Physical issues - low energy, prolonged pain or discomfort
  • Automobile issues - vibration under the seat or in the steering wheel, car accident
  • Home issues - leaks, faulty electrical, down trees or power lines from storm damage
  • Legal or Tax issues

If they did happen to you, what did you do? Did you call the doctor, car dealer, electrician, plumber, insurance company, lawyer or accountant?  Or did you hope it would all go away by itself?

Of course you made the call because things don't fix themselves.

Yet, despite knowing that things don't fix themselves, thousands of executives believe that sales problems will resolve themselves, change, and improve.  Why?

That's the key question.  Because when you don't know exactly what's wrong, it's much easier to remain in denial.

Most companies all deal with the exact same issues with their sales organizations. Flat or lethargic sales growth, the bulk of the revenue coming from a small percentage of the salespeople, not enough new business, difficulty selling against low priced competition, longer sales cycles, lower win rates, and on and on and on.  It's universal frustration and companies seem to fall squarely into one of four categories on this:

  1. They identify the cause and fix it.  "Hooray.  Sales and profits are on the rise!"
  2. They don't identify the cause but try to fix it through guesswork.  "Well, that didn't work.  We wasted another year!"
  3. They identify the cause but don't fix it. "We can do this ourselves."  Sure you can.
  4. They don't identify the cause and don't fix. "Hey, everyone has these issues!"

While most companies have similar issues, the causes are usually different.  There can be any number of problems that contribute to the observable issues, but these are the 10 I see most often:

  1. Recruiting - ineffective process and/or inconsistent sales selection
  2. On Boarding - is neglected, shortcuts are taken, or it's done poorly
  3. Coaching - sales managers don't coach enough and don't do it effectively
  4. Accountability - there isn't any so it's very easy for salespeople to fall behind
  5. Messaging - you wouldn't believe how bad - how inconsistent - the messaging is at most companies
  6. Sales Process - there usually isn't one and when there is it's either awful or nobody follows it
  7. Training - it's usually either do it yourself bad or it's not provided at all
  8. Gaps - skill gaps that prevent salespeople from being able to take a consultative approach or sell value
  9. Sales DNA Gaps - the strengths required to support tactics, strategies, process and methodology are missing
  10. Pipeline - usually a mess - filled with unqualified opportunities that will never close

Yet it's not enough to simply acknowledge these problems. Even if you are aware that some or all of these problems exist, whether or not they can be fixed is another story altogether!  That's because it is all about capabilities.  What are they capable of today, can they become more capable, how much more capable, and what will it take?  

To answer those questions we need to know if the people trainable and coachable.  Can sales leadership learn to coach effectively and hold salespeople accountable for the required changes?  Can the sales culture be improved to become a coaching culture?  Is leadership strong enough to replace under performers who can't be coached up?  Which skills and competencies must be developed?  How do you deal with the weaknesses in Sales DNA?  If recruiting and selection are to blame, how can it be improved?  How do you incorporate best practices into a inadequate sales process and/or methodology?  Do we need a playbook?  Is it our scripts?

The problem with improving sales performance is that the more you know, the more questions there will be.  And that is why it is so insane when so many executives ignore the problem, pretend they know what to do about it, and don't call for help call until the revenue issue reaches such a state that there isn't enough time or money to fix it.

It is so easy to blame the sales force but don't. They didn't recruit themselves, they didn't train themselves, they didn't set unreasonable expectations, and they didn't make themselves suck.  The blame gets placed higher up - where a false sense of hope and optimism live.

Ask me about a sales force evaluation - knowledge is power!

Topics: Dave Kurlan, sales process, sales force evaluation, sales performance, sales excellence

Which Thoughts Affect How Successful You Will be in Sales?

Posted by Dave Kurlan on Mon, Jun 27, 2016 @ 08:06 AM

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I finished reading Game 7 - Ron Darling's book on the final game of the 1986 World Series, and I'm half way through Shoe Dog - Nike creator Phil Knight's memoir.  They're similar books because each devotes so much ink and analysis as to how their own thinking and beliefs - both positive and negative - shaped their actions and outcomes.  Read them and imagine sales instead of baseball and entrepreneurship, and both books will help shape the ideal thought process to support selling!  I highly recommend both books.  I wrote a lot about beliefs in selling in both Mindless Selling and my best-seller, Baseline Selling.  As a matter of fact, when Objective Management Group (OMG) measures this, only 45% of the sales population have 80% or more of the possible supportive sales beliefs and only 6% (elite territory) have better than 87% of the possible supportive sales beliefs!

We're half way through 2016 and I've posted 60 more articles to my Blog.  I used to measure the effectiveness of an article by the number of reads, but these days, that's more a measure of whether the title or first sentence successfully got a reader to click through.  Today, I think a better measure of an article's overall impact is the number of LinkedIn shares it receives.  As I usually do every six months, I listed the top ten articles from January through June ranked by LinkedIn shares.  Chances are that you didn't read them all so here goes:

#1 - Breaking News - More Salespeople Suck Than Ever Before

#2 - Must Read - This Email Proves How Poorly the Bottom 74% of Salespeople Perform

#3 - Learn How We Discovered They Had the Wrong Salespeople

#4 - The 5 Questions That Get Prospects to Buy so You Don't Have to Sell

#5 - How Boomers and Millennials Differ in Sales

#6 - Sales Coaching and the Challenges of Different Types of Salespeople

#7 - What do you Blame When Salespeople Don't Schedule Enough New Meetings?

#8 - What Percentage of Sales Managers Have the Necessary Coaching Skills?

#9 - How Wrong are Company Methods to Rank and Compensate Salespeople? 

#10 - Why Uncovering Pain Doesn't Close the Sale with a CEO and the 3 Conditions You Do Need

While those were the most shared, there are a couple that should have been shared more often but weren't:

The 3 Most Important Questions about Sales Process

It's Coming Sooner Than You Think - 5 Keys to Prepare Your Sales Force for the Recession

Topics: Dave Kurlan, sales process, Sales Coaching, Top Performer, sales performance, self-limiting sales beliefs, sales compensation, linkedin, uncovering pain, phil knight, nike, ron darling

Preppers - Who They are and What They Share with Elite Salespeople

Posted by Dave Kurlan on Mon, Mar 28, 2016 @ 08:03 AM

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I just finished reading Ted Kopel's new book, Lights Out: A Cyber Attack, A Nation Unprepared, Surviving the Aftermath.  The book was incredibly well researched and written, but more than that, it scared the crap out of me!  While Kopel asked and thoroughly answered all the questions, it left me with a few questions that I just couldn't answer, and that created a sense of urgency in me.  As you know, urgency leads to action and that brings us to our topic.  Who are Preppers and what do they share with Elite Salespeople?

Preppers are those among us who are prepared to sustain themselves in the event of a natural or unnatural disaster.  They have food and water supplies to sustain them for an extended period of time, may have a local or remote shelter, self-sustaining utilities, and could even be armed.  In the context of the book, they are fully prepared and committed to survive an attack on our electrical grid, water supply, transportation system, nuclear attack or other disaster, as well as protect their home and family from looters and thugs.

One of the distinguishing qualities of elite salespeople is that they are fully prepared and committed to survive any attack against their company, product, offering, proposal, solution, price or existing customer.  If you are a fan of the Netflix series House of Cards, then you will see those same qualities in the President and First Lady, Frank and Claire Underwood.  While you should find them to be ruthless, manipulative, corrupt and unethical, they always seem to find a way to survive each and every attack against them.

Salespeople cannot be any of those things, and elite salespeople manage to fend off and survive attacks while selling with integrity.  They control their emotions, push back gently but with confidence, ask questions to uncover the truth, easily talk about money, are rejection proof, don't empathize with stalls, put-offs, excuses or bluffs, and have very healthy skepticism. Additionally, they have tremendous listening and questioning skills, a great sense of timing, follow a proven and effective sales process, and continually improve, practice and refine their selling skills.

You can find elite salespeople like that in the same way that you find mediocre salespeople!  They are usually among your pool of candidates, but are often eliminated early (for being too aggressive, having typos on their resumes, not having the background you are looking for, trying to reach a decision maker, asking too many questions, etc.).  One way to identify them early and not accidentally reject them is to use Objective Management Group's (OMG) incredibly accurate and predictive sales candidate assessments.

Elite salespeople make up 7% of the sales population and strong salespeople represent an additional 16%.  You don't have to put up with mediocrity and you can choose not to.  

Recently, Pete Caputa, VP at Hubspot, posted this terrific article on 7 bad actors on every sales team. It's appears on the Hubspot sales blog.

Stu Heincke, author of How to Get a Meeting with Anyone, interviewed me for his Chicago Radio Show.  Listen to the Podcast here. 

Topics: Dave Kurlan, sales performance, sales effectiveness, elite salespeople, ted koppel, qualities of great salespeople, lights out

How March Madness Applies to Salespeople and Your Sales Force

Posted by Dave Kurlan on Thu, Mar 17, 2016 @ 21:03 PM

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March Madness is all the rage with college hoop fans glued to their sports news feeds, video highlights, and brackets. In addition to March madness, folks are paying a lot of attention to the US Presidential Primaries, with an audience that's huge in comparison to past election years.  Spring Training began this month and as a baseball fan, I've been waiting for spring training all winter long! These distractions are evident in a number of ways and I can speak to how they affect business, the sales organization and salespeople.

This month, more people are showing up late for online training, showing the effects of staying up late to watch election coverage and debates and seeing how their favorite teams fared the night before.

Prospects have behaved worse than ever.  Salespeople are having even more difficulty reaching prospects and getting calls and emails returned - even from those who have expressed their interest in doing business.

On my own blog, March readership has been upside down with some articles getting only 10% of the views they normally receive.  For instance, here are 4 articles that I can almost guarantee that you didn't read, but that you should have:

Top 5 Conditions for B2B Prospects to Buy Your Services

Top 5 Keys to Prepare Your Sales Force for the Coming Recession

The Strategy That Will Help Nail Your ROI and Value Proposition Every Time

How to Sell to Existing Accounts So That You Don't Lose to the Competition

Salespeople are exhausted.  The salespeople who are selling to me, the salespeople we are coaching, and the salespeople we are training are all a step behind.  They're not quick enough on their feet, they aren't listening effectively, and they are missing openings, important statements and comments.

Even the salespeople who have been scheduled for job interviews are showing up late, missing appointments and have been generally disappointing in their interviews.

I love all of these entertaining things as much as the next person and I'm short on sleep too.  But we can't let that get in the way of what we need to be doing during business hours.  We all need to operate much like a jet airplane ready for take-off.  When it's time, rev those engines, accelerate down the runway, lift off and soar.  The lazy, distracted, zero-urgency, going through the motions pretenders will not have any success - with me or with anyone else.

If you have the skills and the Sales DNA, then you must be focused, disciplined, consistent, committed, motivated and persistent - characteristics that anyone - and I mean anyone - is capable of for 8 hours a day.  If you lack the skills and/or the Sales DNA, then you must use those same characteristics to develop your skills, overcome your weaknesses and become the best that you can be.

You have a choice - be part of the elite 7%; be part of the strong 16% or be part of the crappy 77%.

 

Topics: Dave Kurlan, sales performance, Sales DNA, keys to sales success, hyper sales excellence, presidential primaries, spring training

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Best-Selling Author, Keynote Speaker and Sales Thought Leader.  Dave Kurlan's Understanding the Sales Force Blog earned a medal for the Top Sales & Marketing Blog award for six consecutive years. This article earned a Bronze Medal for Top Sales Blog post in 2016 and this one for 2017. Read more about Dave.

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