It’s been a while since I have posted to my blog so what has my problem been?

I’ve made the act of posting bigger than it is. Said another way I haven’t been thinking like a blogger.

Here’s a crazy analogy from kindergarten. My teacher wanted us to feel special about ourselves and her solution was "IALAC" meaning "I am lovable and capable". The point was this, if you believe you are or can become something you are much more likely to achieve that goal, so I have decided that I am a blogger.

How does this apply to sales and sales management? Here are a few examples.

• I am effective and valuable in the role of sales coach.
• I can and do hold my salespeople accountable for daily selling behavior.
• Our sales team must learn a valuable lesson from every mistake we make.
• Mini failures are a necessary part of growth.
• My prospects perceive value in me when I ask them tough relevant questions
• When a prospect stops returning my phone calls something has changed and I need to find out what that is
• The only person thinking about next steps after a “think it over” is me
• Senior level people find spending time with me valuable

What mindset or title do you need to give yourself, your staff and or your salespeople?

I am a blogger!

Complacency is an insidious thing.   It is corrosive by nature and can be very contagious.  We all suffer from it to varying degrees and unfortunately complacency often rears it's ugly head at the very moments when it has the greatest impact on us.  Whether it is complacency about relationships, health, co-workers or our clients, the effects of our complacency undermine our success, happiness and state of mind.

Today I read an article Everyone is a Salesperson by a peer sales development expert in Cleveland. Basically it tells a couple stories, stories about Sales Culture and the people (our employees and clients) who bring the culture to life.

The stories are about having fun, allowing people to do what they love, commitment, outlook, personal responsibility and risk taking.  Remember, the definition of risk is a willingness to give up something you already possess for the possibility of getting something better. The key phrase being "something you already have".  So if you don't have anything there can never be any risk.

I suggest (be careful not to say "no" just because it's a suggestion) you read it and then ask yourself some questions. Be honest, you might have an epiphany!

Here's the article Everyone is a Salesperson

• What did you read that you know should be happening more at your company?
• How do the people and personalities impact your "sales culture"?
• How much of your time is spent on nurturing and directing your sales culture?

 

I was at the gym Monday "starting over again" after a week away. As always I saw a woman I know working with her personal trainer. Twice a week she's there huffing and puffing. Several months ago I asked what motivated her. She answered "I'm going to be fifty and I want to be healthy."  

How many of you fit that description?

In between sets of overhead presses and squats I congratulated her on her commitment and progress. Without hesitation Joe the trainer said; don't lose sight of the objective, progress, momentum and improvement. He couldn't have said anything more appropriate or profound.

Whether you're the sales manager or someone else is, do not forget Joe's words. It's all about sales progress, sales momentum and sales improvement. Which of your salespeople or perhaps yourself needs to hear these words today, tomorrow and the next day?

While you're thinking about Joe and his sage advice watch this video if you haven't seen it already Beating the Little Hater.

Recently I spoke to a CEO who was frustrated by the performance of one division in his company.  He concluded he needed to hire a new sales team. He could articulate the compelling reasons for change and the negative impact this non-performance was having on the business.

When I asked him what the current sales leader's role would be in the future, as well as his own (CEO's) role in managing the new staff, he became defensive. He understood that the current sales leader was a big part of the problem and was very frustrated by this, but his willingness to make changes and his approach to solving the problem was another story.

Are you a leader who doesn't like the nitty gritty of sales management? Are you hoping your salespeople will be successful entirely on their own? Are you expecting a different outcome without changing how you lead and manage?

If so what are you really saying?  Perhaps it sounds like this. "All I want is to hire someone who knows exactly what to do with all the right contacts, that doesn't need or want help and will overachieve on their own".

When was the last time you hired anyone like that and how quickly after you hired them did they fail or start their own company?