By John Doerr
How many times have you left a sales meeting and thought, “I should have said that…”?
Or, during a meeting, as you listened to what a prospect was saying, you thought, “That’s not right; he will be making a big mistake if he goes down that path,” but you never voiced your opinion?
Or, perhaps even more dramatic, you got the sense, “This guy is holding something back. I need to get to the bottom of this,” but, again, you said nothing?
In all of these examples, what usually keeps you from saying the things you want to (and should) say is a strong need for approval from your prospects. You want to be liked, and in some cases loved, more than you want to close the deal. While likeability is certainly important in building relationships and winning business, it can hurt your sales success if taken to the extreme. You miss opportunities, chase non-qualified leads, and limit the insight you know you can provide.
Why does this happen?
By Women In Professional Sales (CareerBuilder.com)
Why do you need women on your B2B sales team? There are two big reasons:
One– Women bring natural advantages to the table when it comes to the B2B sales process. We’ll talk about those in just a minute.
Two –More and more women are on the B2B buying team. You’re going to see more and more female purchase officers, compliance officers ,office managers, and in risk-assessment. If you’re selling to business owners, you’re definitely going to be selling to more women.
Let’s break it down. […Continue Reading…]
By Urmas Purde (Pipedrive Blog)
As a sales manager and trainer in my previous career I spent a lot of time trying to measure and quantify sales skills. The word trying is telling here, because although we managed to come up with useful tests and training methodologies, there were a significant number of those that failed the tests and did poor in training programs, but closed sales like there was no tomorrow.
I kept looking and the best proxy I have found is sales pipeline metrics. In my experience, which is extensive by some standards, there is no better indication of a sales person’s skills. More specifically I would highlight 4 indicators: pipeline velocity, size of deals, number of deals and conversion.
If you’re just getting started in sales pipeline management, you may want to check out this post about defining the sales cycle for your business before reading on. If you know the basics, here’s how these four metrics help to measure sales skills…
By Flip Flippen (Success Blog)
I couldn’t believe he wouldn’t stop talking. I had been in his office for a full 45 minutes, and he had not stopped once to ask anyone else’s thoughts or to even get a response. Finally, the meeting came to a close and I had the fortunate or unfortunate opportunity to meet with him one on one.
My first question (as his friend and “outside guy”) was, “What did you learn in the meeting today?” He stumbled over his words, looking for something to say. The answer was obvious: he didn’t learn anything. The meeting had ended up being about his audience and his thoughts. This was a lost opportunity for sure.
Then, I thought back on my own career development and how many times I had done the same thing—sad, but true. All of this raises the great question, “How much should we talk and when should we simply be quiet?” […Continue Reading…]
By John Boe (Salesgravy.com)
Progressive leaders choose to inspire and empower rather than direct and control their sales force. Recognizing that a strong relationship is indeed the key to their success, they lead by example, praise achievement, and strive to maintain open communications. Those managers who adopt and practice the principals of enlightened leadership find that their people understand what is expected of them and deliver.
What are the critical factors that contribute to the retention of top producing salespeople? Why are some sales managers able to consistently recruit and retain quality salespeople, while other managers have a revolving door? Excessive personnel turnover is not only unhealthy for the morale of a sales force, but it is also costly in terms of time and money. Perhaps less obvious, but just as detrimental, is the negative impact excessive turnover has on eroding customer confidence and loyalty.
A career in sales can be extremely lucrative for the person who is able to prospect effectively and willing to work hard. However, surveys indicate that compensation is just one piece in the career satisfaction puzzle. Salespeople make their decision to leave or stay with a company for a variety of personal and professional reasons. Retaining successful salespeople is not a secret recipe, but a formula that includes factors such as leadership, recruitment, training, and professional growth opportunities.
Salespeople Don’t Quit Companies, They Leave Managers…
By Suzanne Paling, Entrepreneur.com
Why frequency counts in making your sales team more productive.
Annual performance reviews give managers and employees an opportunity to look at the employee’s performance over the course of a year. Short- and long-range goals from the prior year are evaluated. Raises and promotions generally are discussed.
As with other job functions, many small-business owners conduct reviews of their sales staff annually. However, in my experience, reviewing a salesperson’s performance on an annual basis doesn’t work. Problems with accounts are identified too late or not at all. Deals that should have been sealed wind up going to the competition. Low productivity often goes unnoticed.
The result can be that non-performers remain with the company, and on the payroll, for too long. They come in below quota month after month and cost the company time and money.
To avoid this, consider meeting with your salespeople on a monthly basis and conducting formal reviews quarterly. Just because the review process will be different for sales, that doesn’t mean it will be unfair for other types of employees. In fact, changing the frequency of salesperson reviews can benefit your entire organization. For starters, you’ll notice that after those monthly meetings, there’s a burst of high energy that can result in high volume sales activity. Your salespeople will be motivated to fill their pipeline and reach or exceed quota benchmarks.
Here’s what you need to know in order to implement these changes.
By Jill Konrath
Today’s prospects often go online to check you out before you meet. And, LinkedIn is the resource they’re looking at most often.
Have you ever thought about what your profile says about you? If not, you may not realize that it can have a tremendous impact on your prospect’s perception of your credibility.
In this video, you’ll discover three things you can do to position yourself as a trusted resource who is worth meeting.