The Sales Expeditor

Seven Tips for Simplified Selling

Posted by Chris Mott on Tue, Oct 21, 2014 @ 14:10 PM

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Have you ever gone to buy something, asked a salesperson for help, and left completely confused?   

Why is it that we (salespeople) make simple things so complicated?

I believe that in a desire to sound intellegent, cover all the bases, and educate our prospects, we often confuse, put-off, and alienate the very people we are trying to help.

In my post today, I discuss this problem, and offer some simple solutions:


 

If you are committed to improving sales productivity by recruiting salespeople who "Will Sell", click on the icon below for a free trial of our Sales Candidate Assessment.

  

Topics: Consultative Selling, sales process, coaching salespeople, questioning and listening

How Sales Leaders Can Demonstrate True Vested Interest

Posted by Chris Mott on Thu, Oct 16, 2014 @ 12:10 PM

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The Hawthorne Effect says that people behave differently depending on who is observing them in a study environment. If you apply this to manager/employee interaction, it's reasonable to conclude that employees who feel supported, understood and cared about are likely to have a greater level of productivity.

World-class sales organizations pay great attention to the quality of the salesperson / sales leader relationship. In my post today, I discuss what it means for a sales leader to be Truly Vested in their people.

 

  

 

If you want to learn more about your sales force, click on the link below. It will help - honestly!

 

 

Topics: sales management strategies, developing better sales teams, coaching salespeople, sales management core competencies, sales productivity

Are We Close to Having a Great Sales Culture?

Posted by Chris Mott on Tue, Sep 30, 2014 @ 09:09 AM

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What makes a sales culture great?  Is it the people, the expectations, their accomplishments, the leaders, the effort, sales selection, training, coaching, enthusiasm, commitment, motivation, focus, goals, or luck?

Companies invest significant time, money and effort creating and nurturing their overall culture.  Unfortunately, I rarely hear much about the importance of a company's sales culture.

CEO's often lack sales experience, so creating a great sales culture is a common challenge and they usually lack the attention and time required to create a sales culture of excellence.  In the video below, I discuss what a great sales culture should look like and suggest some ways that could help you determine if you have a great sales culture.

 

If you are brave enough, take the sales force grader below and we will help you identify specific areas which need attention in your sales organization.
 

Topics: Culture, recruiting better salespeople, attitude problems, bad sales behavior

My Sales Opportunity is Stuck and Won’t Move

Posted by Chris Mott on Thu, Sep 25, 2014 @ 16:09 PM

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Are you feeling stuck?

Is your companies sales pipeline clogged with opportunities that just don't close?

My post today discusses the underlying problems along with strategies and tactics for addressing it.

Happy selling my friends!

 

Download Dave Kurlan's Magic Email that will get a responce from those stuck opportunties and non-responsive prospects.

 

Want to learn more about how Sales DNA impacts a salesperson daily behavior, download our white paper  on sales selection. 

 

 

Balancing Delivery with Sales Effort

Posted by Chris Mott on Wed, Sep 24, 2014 @ 08:09 AM

Balancing
Do you worry about your salespeople spending too much time on non-sales activities?  It's crucial that you have a strategy for addressing this.  In today's video post, I discuss specific actions you can execute today that will give you greater control.
 

 

Topics: accurate sales forecasts, complacent salespeople, best cold calls, improving sales

Are Your Salespeople In The Right Role?

Posted by Chris Mott on Thu, Sep 18, 2014 @ 11:09 AM

Wrong Role

Are your salespeople in the right role for them? Does it feel like you are asking a cow to jump out of the water.  Here are some reasons why this happens.
It is crucial to attract, select and hire salespeople that will have a major impact on new business development.  How can you determine if the sales candidates you are considering have what it takes to flourish in a new business development role?  Prior success in that role helps, but how can you determine whether they truly succeeded in the past, claim to have succeeded, had help succeeding or were awarded those accounts, like a trophy?
 
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Download my tips to the critical skills and DNA of a notorius sales hunter.

 

Topics: accurate sales assessment, evaluate the sales force; sales assessments, difficulty finding sales people, improve my sales teams performance

Why Salespeople Don’t Consistently Reach Their Sales Goals

Posted by Chris Mott on Thu, Sep 11, 2014 @ 09:09 AM

Obstacles to Reaching Goals
There are many reasons why salespeople do not consistently achieve their sales goals.
 
In this video blog, I discuss some of the critical causes of this.
After you watch the video, take the sales force grader below and we will give you a quick sales force checkup!

 

Topics: change sales behavior, better sales outcomes, accurate sales forecast, better management skills

When Does Sales DNA Lead to Sales Hiring Mistakes?

Posted by Chris Mott on Thu, Sep 04, 2014 @ 14:09 PM

DNA

Sales DNA describes a salesperson’s underlying strengths and weaknesses.  Using athletic traits as an analogy, they are comparable to good hand-eye coordination, quickness off the line, acceleration, and balance.

A salesperson’s Buy Cycle (how a salesperson purchases), the time it takes for them to Recover From Rejection, and whether they Get Emotionally Involved when selling can significantly influence selling behavior and outcomes.

Sales candidates either can sell or will sell.  The challenge is selecting the ones who will.  Effective sales recruiting requires science, the right process, patience, and excellent interviewing skills.  Unfortunately, many companies don’t approach sales recruiting holistically.  The most common, first mistake comes in identifying what they’re seeking.

Science is critical to consistently hiring “Will Sell” salespeople.  Recent data from the Objective Management Group sales candidate assessment and sales force evaluation identifies the following:

  • 90% Have Unsustainable Pipelines,
  • 83% Lack Written Personal Goals,
  • 60% Make Excuses,
  • 55% Lack Urgency,
  • 45% Are Not Self-Starters, and
  • 21% Have Consultative Selling Attributes.

Because prospects are more knowledgeable (due to the internet), increasingly skeptical, and empirically proven to contact salespeople much later in their buying process, hiring managers absolutely must identify a salesperson’s DNA and skill gaps very early in the recruiting process.

On Objective Management Group’s Sales Candidate Assessment Dashboard, Sales DNA is reported as a percentage.  The difficulty of the sales position drives what the minimum required score is for Sales DNA.  The candidate’s Sales DNA must correlate with the specific sales role for which they are best equipped.  For instance, salespeople who must hunt require very different attributes to be successful than those who will manage accounts.

Benchmarking, while commonplace, universally misses one critical component.  If you identify only those elements that your top salespeople have in common, the analysis is inherently flawed.  For example, in one company, executives bragged that all of their top performers were highly motivated.  That proved to be an irrelevant finding when we showed them that their bottom performers were also highly motivated.  We were able to show them that while their bottom performers had difficulty recovering from rejection, their top performers were rejection proof.  While both their top and bottom performers were committed to sales success, their top performers all scored more than 15 points higher for commitment than those of their underachieving peers.

Great data and science create a foundation for successful recruiting.  A best practices, sales-specific, recruiting process, combined with practiced, honed interviewing skills, will increase your percentage of “Will Sell” salespeople.

Join me at the EcSELL Institute Fall Summit this October in Dallas for a lively, real world discussion about the science of sales recruiting and how you can learn to attract, screen, interview, hire and onboard great salespeople.

Topics: sales assessment, sales hiring, sales recruiting, Top Performer, EcSELL Institute, Sales DNA, Sales Candidate, Candidate Assessment, chris mott

Can Sales Leaders Recognize Their Salespeople Making Excuses?

Posted by Chris Mott on Wed, Aug 20, 2014 @ 08:08 AM

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Recently it was suggested that I record my blog posts.  This video post discusses the problem of Excuse Making and Rationalizing by salespeople and the impact it has.

 

 

Topics: accountability, conversion ratios, declining sales, effective sales leadership, change sales behavior

Great Sales Managers Look for What’s Different

Posted by Chris Mott on Tue, Jul 08, 2014 @ 13:07 PM

Magnifiers

I got frustrated this morning because a colleague quickly figured out how to share information with me using an online task manager, but when I tried to do it, I couldn’t easily replicate his success.

Why did he find the answer so quickly?  His observation was, “Maybe I look for things that are not easily seen and you look for the obvious."

This fits perfectly with the premise that sales managers must be master diagnosticians. When you are very close to something, it’s often very difficult to see how things fit together, as well as the context.  My experience is that because of this, salespeople and sales managers frequently miss critical details.

In my task manager problem this morning, the icon next to the task list changes to an image of two heads when you hover your mouse over it.  I missed that because I was seeing what is normally there.  He saw what was different.

In the context of a sales calls and coaching, when you are looking for what you expect to see instead of what’s different or missing, you are more likely to ask the wrong questions.  For example, if you expect prospects to be inconsistent, you won’t hear the contradiction between, “We are happy with are current supplier or approach.” and, “I wanted to hear what you can offer us."  If you were being more objective, you would recognize that someone would not want to invest their already limited time talking with your salespeople about an unnecessary solution.  As a result, you’re much less likely to ask why the salesperson accepted and why the prospect made two apparently contradictory comments.  Your worst case scenario is that your salesperson doesn’t hear the contradiction between the two statements.

A great sales manager listens to a salesperson recap the call and asks, “When you asked why they wanted to meet despite being so happy with their current supplier or solution, what did they say?”  This points out the contradiction, demonstrates the correct questioning and teaches the salesperson how the put-offs could have been better leveraged.

Other Examples of this include:

· Momentum Shifts – What’s changed?
· Changes in Demeanor - You seem less interested than you were.
· Emphasis on Cost – I am confused about why the investment has become so important.
· Delays – It sounds like fixing the problem is not as important as it was.
· Timeline – What happened to the need to fix this by…?

Building a great sales organization requires that you have the right people selling a product or service, with a clearly defined and compelling value proposition, operating inside a well-designed scalable process, and managed by people with exceptional coaching skills.  Learning to quickly recognize what’s changed is critical to making this work.

Join us in September for our Sales Leadership Intensive and learn how to master the differences.

Topics: debrief, improve sales performance, accurate sales forecasts, increase sales

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