Wednesday 29 January 2014

Are You Average?

The 'Great' people and personalities we immediately think of didn't become iconic through doing what every one else did or just meeting expectations.  Sir Edmund Hillary is great example (excuse the pun) - his feat many years ago is even today difficult for people to achieve despite the considerable advance in technology supporting them.

Why then, in sales, is do we often refer to someone doing what was expected or promised of them as great service?  Is it great service?

If we take 'great' to be defined as 'above average' and take this in to the sales arena - by that same definition, doing what everyone else is doing isn't great service - it's just service.

Also, extrapolating out that definition, anything above 'average' could be construed as great service couldn't it?  Well, yes it could - however, by who's definition?  The customers of course.  Being above average isn't immediately great service - why not?  It has to be meaningful to the client.

Providing great service needn't be about grandiose gestures or massive expense or ceremony - more often than not, it is the regular undertaking of small, meaningful actions which provide great service.  Stressing the words, regular and meaningful.

In our personal lives, we go the extra mile for our friends, yet so many sales people don't do this for their clients.  For example, if you see a concert coming up and you know your friend likes the artist, you'll remember to tell them.....would you do this for a client?  Do you know the artists they like?  If you know your clients like crayfish and you're a diver, would you get them some?  Do you know enough about them to be meaningful? Why not?

So now you're inspired to provide great, distinct, above average service.  Now think about this:

Do you think you can be great once or twice and this is enough?
If you do it all the time for your clients, does it become 'average'?

Greatness is relative to the service level they're used to receiving and, more importantly, greatness is about consistency, not about one off gestures

Greatness isn't as difficult as we think - but it requires us to think about others and what's meaningful to them.
It requires you to be willing to be above average!  Are you average?

Thursday 23 January 2014

Being Meaningful


Meaningful
adjective:
  • having meaning: 
  • serious, important, or worthwhile:
  • communicating something that is not directly expressed:
Meaning
noun:
  • what is meant by a word, text, concept, or action:
  • implied or explicit significance
  • important or worthwhile quality
Sure, your product or service may not make a meaningful difference to your clients, but does that mean you can’t?  Sometimes the most insignificant sales interactions can be the most memorable, the most meaningful.

Why meaningful is important in sales is it requires some things to exist before it can happen:
  •  It needs fore-thought!  Being meaningful requires a deep understanding of your client and their situation.  It doesn’t happen by accident.  It requires preparation. 
  • It needs sincerity!  Being meaningful is about ‘meaning’ what you say and do, not just doing it.  It is about conviction, curiosity, exploration and a genuine desire to help.  It’s very difficult to be sustainably meaningful if you’re insincere.
  • It needs selfless-ness!  Being meaningful is determined by your client, not you.  It requires your words and actions to cycle the client needs, not yours.
As sales person, you can often have a meaningful impact on your clients situation - be it small or significant.  You can make a difference and you can be different.  Being meaningful is challenging as it requires you to deliver something beyond the normal to the client.  It requires you to be creative, to generate solutions, to create opportunities.  It isn't about what you do, it is about how and why you do it.  It is a genuine, sincere and unwavering desire to help your clients.  To improve their position, to be significant.

Ask yourself ‘how can I make a meaningful difference to my client/intermediary’ each and every time before and after meeting with them.  It drives you to ask questions because you want and need the answers and, more importantly, it impels you to act on this knowledge to make a difference.  It drives you out of your product set and in to your knowledge set.  It often differentiates you from your competition – it makes your offering very difficult to replicate.

Thursday 16 January 2014

Develop The Relationship, Not The Business



The sales equivalent of the chicken and egg debate could be – which came first the relationship or the business?

Sure, there are some products, industries and situations where you obtain business from a client prior to a relationship and some where you never develop a relationship – let’s park those.

In the majority of situations – and particularly when you’re in a knowledge and advice based business – the relationship does and should come first.  Why?

  • It’s hard to sell meaningful solutions to people who don’t know you’re there
  • It’s hard to sell meaningful solutions to people you don’t know & know well
  • It’s hard to sell meaningful solutions to people who don’t trust you, who & what you represent and what you’re offering

In fact often it’s just hard to sell meaningful solutions. 

One common factor exists behind nearly every business – people.  And in most B2B situations another factor is usually true, people make the decision on which partners to use. People do business with people.  You have relationships with people, not businesses.

One simple question – does a relationship beget business or does business beget a relationship?

Mindful of the exceptions mentioned above, in knowledge and advice based sales, a relationship is a crucial success factor to securing business and doing so in the long term.

Interestingly however, most businesses refer to their sales people/hunters as ‘business development managers’ and their farmers as ‘relationship managers’.

A BDM/Hunter/Sales Person has to have finely honed relationship development skills.   Why?  They have to approach prospective customers and develop a relationship – often trying to form relationship with a prospective customer who usually have an incumbent supplier and no pressing need to form another relationship – they have to create and maintain this impulsion.  The path to business can be long – and the relationship needs to be maintained before during and after any business is done.

Good BDM’s realise they are actually relationship developers rather than business developers.  A deep and sincere relationship opens the door to find opportunities to help clients and be meaningful – that is, to do business.

Why is this distinction important?  Business is a point in time transaction (internally usually measured as a ‘sale’), a relationship is a long term mutually beneficial engagement.  A relationship is meaningful, it’s memorable, it’s consistent, it’s thoughtful.  If you focus on business – you are focusing short term.  If you focus on relationship – you’re joining a journey with the client.

As a BDM/Sales Person – ask yourself – is it the relationship and genuine desire to help clients maximise the good and mitigate the not so good that drives you?  Or just the transaction. 

As sales leaders – ask yourself – do I have a sales force who are client centric relationship developers and managers? 

Your best customers don’t talk about the great pricing they get or the awesome products….they talk about, remember and advocate the great relationship they have with you!  Manage this, develop this, encourage this.  The ‘business’ part will take care of itself.

Tuesday 14 January 2014

Making That Change


You’ve now planned 2014!  You’ve identified some things you wish to do differently and set yourself some aspirations – whether significant or minor.  Your Goals!

You’ve effectively set yourself a professional new year’s resolution.  As humans, we typically don’t have great success with resolutions.  We have the foresight, but often fail on the execution 

How do you make these planned changes stick and be successful

Purpose

Setting a goal is easy - understanding why you're doing it is crucial.  Most goals don't get achieved because when set, there wasn't the conviction around why they are important to you.  Ever done a task you don't want to do but had to?  Ever done a task you really wanted to do?  What was the difference in outcome?  You probably achieved both - but guaranteed one was far more fun, done quicker, more efficiently, with less procrastination and to a better level.

Your goals should be YOURS!.  Not your works, not your friends or families, not social pressure....Yours.  Own them and more importantly what achieving them provides you.

Can’t V Won’t

You need to determine if what you’re trying to change/achieve is something you can’t or won’t do.  If it is can’t – you need to develop the skills to do it.  No amount of thinking it will make it happen, you need to take steps to bridge the gap so you can do it. 

If it is won’t, you need to address the reasons behind any blockages preventing you from doing it.  This may be sitting with someone who does it regularly to de-threaten the task.  It may be as simple as doing it regularly until it becomes easier.

Can't is a skill set issue, Won't is a mindset one.  Sometimes Can't it also a mindset issue as you can have the skills but not the confidence in them to achieve the goal, or not know you have the skills. 

Knowing which of these apply (and both can) is important to determining how you effect the change

As a manager, this is important as you need to know when to direct, when to support, when to delegate and when to lead (Will/Skill Matrix).

Don’t Boil the Ocean

A great example of this is deciding to run a marathon.  You don’t just make this choice and go out and run 42km the following day – rather, you set incremental goals to gradually take you to the end goal.

Professionally, the approach is exactly the same.  Take you goal and break it down in to regular, daily behaviours.  Make it simple and manageable on a daily basis.  More importantly, it focuses you on what you need to do to hit the goal – the means – not on the goal itself.  

Using the marathon analogy – a good runner knows they need be prepared, stay hydrated, maintain a fixed cadence and consider their breathing.  In doing this, the distance will take care of itself.  Same goes in sales – if you distil your goals to daily behaviours, you should remain confident the goal will be achieved if the behaviours are sound. 

Persistence

As humans – inertia comes easy.  So therefore saying you’ll make change doesn’t make it happen.  Similarly, constant action is required to achieve the outcome.  You will potentially fail initially and improve over time and it won’t always be a straight line to success.   There is often a ‘J Curve’ of change – where you go backwards initially as you adjust to new process, style, etc.  Over time you get better at it and you see the successes.  Tenacity and belief is required to get through this until the change becomes normal.

Goal Setting

There were two things that were explained to me in goal setting which I’ll never forget:

1.                  It must be positive
2.                  It must be a vision of what you see yourself (in present tense)

For example
NOT:                 I won’t be a negative team member
RATHER:           I am a positive and present team member

Emphasise the positive words and maintain them in the present tense.  Reinforce them daily – a journey is usually easier if the destination if known and you already see it in your minds eye.

Finally, review your goals.  Goals can become unrealistic if things change or, ideally, you hit them sooner than you expected.  As you grow, your goals should grow with you. 

The Value Of Discloure

As a sales person, one of the best pieces of advice I received was 'bring more of the personal you to work'.  I had developed professional 'sales persona' that I thought was needed and which, over time, had diverged from the real me. 

I took this advice on board and, at the time, didn't really understand why this change started to work.

I then ran across this model years later in my career:


What I didn't then realise was this advice was helping me open my 'Public Self' - details about me that both I and those around know.  So was this important?  It helped me communicate and interact better with those around me.


When something was 'Hidden' - that is I knew about it but those around me didn't - people didn't understand my motives or why I reacted to certain things in certain ways.

In the case of the 'Blind' area - this was where people knew things about me that I actually didn't know or realise about myself.  For example - they may see with more clarity the way I react in situations of stress or high workload and I may be ignorant to this. 


By increasing the size of your 'Open' area - you can better relate and work with those around you - as both you and they know why you do and don't do certain things.

How do you increase the Open Area?  Well, you shrink the Hidden by disclosing more about yourself (for example, I simply disclosed my Team Management Profile which highlighted I was a Thruster Organiser) and you shrink your Blind area by seeking honest feedback from those around you about yourself.  You've all possibly done this with '360 Degree Feedback' which actually ties in to the Johari Window.

Similarly, many work places survey their clients for feedback.  What the failing is, seldom is it explained why this feedback is important for the person receiving it.

From here you can also develop a view of peoples personas (refer attached link)


http://changingminds.org/disciplines/communication/models/johari_window.htm
 
The people we often view as confident are 'Open Personas' - as they know more about themselves and people know more about them, they sit very confidently when communicating.  They have less to fear as you see what you get and they seek feedback to ensure they know what others see in them.


As part of your 2014 personal growth plans - have a look at the above and assess whether you have a large or small 'Open' Area in your Johari window and, more importantly, try our giving and seeking disclosure with some people (internal and external) you work and see the effects.




Monday 13 January 2014

Ensure You Arrive At Your Destination On Time

A pilot determines where they're heading - the ends - but more importantly, they also determine how they will get there - the means.  They do a pre-flight inspection of their plane, set their waypoints, assess where they need to refuel along the way (if at all), they assess there weight and distribution to assess there takeover speed etc. 

Yes, knowing the destination is important for a pilot as this is where their passengers expect to end up - but the planning ensures they get there and get there on time.  Also, once in the air, they are continually assessing the situation to make changes as the situation alters- eg weather

Why do we assume selling is any different? 

The previous post mentioned we need to sit down and plan the year ahead.  It also briefly touched on the need to review this weekly (ideally).  This is actually the most important part of planning.  Reviewing regularly keeps the plan from become a dream.

What should you be pre/reviewing weekly?
  •  Review
    • Successes and failures - why did/didn't your actions work.  Replicate the successes, mitigate the lost opporturtunities
    • Productive v Non-Productive activities.  There will usually always be some non-productive activities in any role, but ensure this is at a minimum and doesn't become the excuse/reason behind your not being productive
    • Relationship Development - soft sales.  Are you doing enough relationship development today which will pay dividends in the future.  Note:  I used relationship rather than business development
    • Do you need any training/development
  • Preflight Inspection
    • What appointments do you have coming up
    • What work have you committed to deliver from previous appointments
    • What actions do you need to do prior to these activities to make them a success.  
    • Who do you need to engage with internally or externally to support this activity's success
    • Advise your team of your coming activities 
  • Weather Check
    • Has the market changed which requires you to adjust your direction.
    • Have your prospects' situations altered which requires you to adjust your strategy
    • Does any competitor activity require your attention. 
    • Do any of your intermediaries need your attention
    • Do you need to work on any internal relationships to support your success
    • Are your workload and commitments manageable?
  •  Arrivals Board
    • Are you on plan to arrive at your destination on time?
    • Do you need to adjust your route
 Repeated success isn't an accident.  It requires planning and, more importantly, regular review.  Even the best the laid plans need to be adapted as the situation demands.  Sometimes we need to take a new route to our destination.

30 minutes planning at the beginning or end or each week for the coming weeks is invaluable.  It helps ensure you get to your destination on time
 

Tuesday 7 January 2014

Do What You've Always Done?

If the answer to this is yes, then in all likelihood, you'll get what you always got!

As we start 2014 - we often burden ourselves with the usual yearly promises - eg lose weight, smile more etc - yet some fall in the habit of rolling in to the work year on a 'let's see what it brings' basis with no real planning.

Success isn't an accident - and planning increases the chances of successes.  Here are some thoughts around how to make your 2014 a professional sales success...

Plan

Now the important part - start with the end.  Look at what you want to achieve this year and what you need to do to get there.  Ask yourself questions like:

  • How will I measure 2014 as a success on 31st December 2014?  Not just your work's measure - but your personal measure is important
  • What do I need to be doing regularly to achieve this?
    • How many new clients to I need to on board?
    • Who would I like these be?  Find Your Ideal Client
    • Do I already know them?  
    • If not, how do I get to know them? 
    • Who can introduce me to them?
    • Where do I need to be during the year? (eg what functions/groups)
    • Who can help me and my business?
    • Who can I help be a success? (Karma does rub off in sales)
  • Undertake "Stop/Start/Continue"
    • Look at what behaviours you need to stop, start or continue doing which will prevent or help you achieve your goals
  • Undertake a SWOT analysis on yourself - remembering
    • Strengths and Weaknesses are internal 
    • Opportunities and Threats are external
    • So consider
      • What skill gaps you have which may inhibit you achieving your goals and what you can do to minimise/eliminate them.  A strategy here may be bringing others in to fill this gap?
      • If you are continually internally focused, you will miss the external opportunities or threats, so also look outwards are the market, competitor intel etc as these may help or hinder you
      • Do just look at your skills - but also look at your behaviours.  Often these are harder to change - but have the biggest impact on your success (eg a highly skilled person but they have poor attitude or motivation)
  • Review your diary.  Make sure it reflects the above.  
The most important part is to review this weekly!


Some other aspects which are worth doing at this time of year are:

Organise

Over the course of year we accumulate a great deal of professional detritus.  Whether it's physical items on and around our workspaces (eg files and information we think we'll use 'at some point) or digital clutter (eg email mailing lists we've subscribed to and habitually delete without ever reading)

The beginning of the year is a great time to sort all this out - a spring clean if you wish.

Some things to think about:

  • What mailing lists are you on which are wasting your time - then unsubscribe.  Be brutal, you can always resubscribe
  • De-clutter your workspace.  File/trash files/information, give it a clean, sort out your drawers etc.  Set yourself up for the year
  • Tidy up your Linked In - send invites to those you've worked with over the last 12 months, check no competitors have crept in to your contacts, ask for recommendations etc
  • Tidy your email up.  Set up rules to move regular emails that don't need immediate attention, set up folders, archive old information
  • Make sure you have client contact details correct in your phone so you can ring whenever and where ever you need to
  • Look at what blogs/sites you want to review regularly and subscribe to their newsletter (hint:  this one!)
  • Consider your brand - throw our old shirts/ties/blouses etc.  Present yourself with the image you want to portray
  • Look at your training and development for the year and set the wheels in motion
  • Plan any large events and diarise them out in advance to maximise their value
The success of 2014 is in your hands now - do you want to get what you've always gotten?