NEWScast or salesMEETING?

Now, you've smoothed talked yourself into a plum sales assignment, being the super sales star that you are. What now?  (Or, perhaps you are trying to decide if a sales career is your destiny?)


Congratulations!  You "sold" yourself.  So elementary:  if you can't sell yourself, it's not likely that you would be able to sell anything.   Forget about that, you made it past the online profile (answered honestly), the HR behavioural interview fired at you over the telephone as part of the screening process before meeting the seemingly animated sales manager (he could be motivating), barely squeaked by the drill sergeant executive interrogation (yes, it was to see how  ruffled you'd get), sweat a bit passing the background criminal check, supplied the clean driver’s extract, been Googled without knowing to see if you have hidden surprises, and signed an employment contract that you considered whether you should have had a lawyer read all the terms for you.

Alas, never mind, you are ready to go!  You wanted to sleep in but thought you should drag yourself out of bed to get there on time to make a strong first impression ... after all, you decided you should erase the bloodshot eyes that are usually there, to look fresh for the first day.  You pause, they may roll out the red carpet for you because they’re damn lucky to have found you, especially after your amazing performances throughout the thorough recruitment process.  You have a slight hesitation, shrugging off the nerves or wondering if you are on a cliff ready to jump off, gulp.  Was that a mild guilt now you have to deliver?

You arrive "early" 20 minutes beforehand for the first "sales meeting" at 7:30 a.m. and wow, there is an admin person who warmly greets you and escorts you to the boardroom for your first sales meeting.  (Did she know that it was your first day and was part of the greeting process?)  Your first impression isn't anything like what you prepared yourself for with the “Selling Ice to Eskimo " setting you’re used to.  The sales manager hasn't even arrived, yet the rest of the sales team are not yawning, bored, sitting around drinking coffee and griping about the boss, how their last commission cheque was messed up or when their next lead will roll in.  Right, it is your first day … they’d be on their best behaviour for your benefit.


Amazingly, it appears that many have been working long before the 7:30 a.m. sales meeting, or talking about the late nighter they pulled working on a proposal.   Some are asking someone named Lisa how close she is to signing that multimillion deal she has been working on for six months.  Lisa is actually sharing and asking whether her colleagues think that the customer will decide solely on price and not all the value they have brought to the table.  OK, now you're seriously getting worried because everyone seems to be genuinely interested in giving Lisa encouragement and wishing her good luck.   There is no sense of underlying cattiness whatsoever, is that possible?


The sales manager arrives at 7:25 a.m. and says hello to everyone, asks about their weekends, particular how Steven's daughter Kaitlin is settling into university life on the coast ... all while he is plugging a laptop and turning on an overhead projector system whirring and blinking lights as it warms up.   This must all be to your benefit to impress you on my first day ... right?

7:30 a.m. on the nose.   Everyone sits up a little straighter, flashing fresh pages in their notebook (damn why didn't you think of that?), and pens posed like soldiers standing at attention.  The sales manager starts out by calling the meeting to order, with an Agenda black and white on the projection screen.  Here we go ... you’re introduced with tidbits of professional background interjected and everyone claps with welcome.  (Geez, now why didn’t you read, what was that book called?  "Gung Ho", right, well you can watch the movie tonight)


Next, a number is the only thing on the screen.  (Numerology for good luck maybe?), followed by the next screen showing red and black numbers as the sales manager shares and is it your imagination or is everyone leaning forwardly intently?  Then, there’s an another one with an even bigger a number that says "to meet target".  Without skipping a beat, the sales manager zeros on Charles, then Rebecca and so on around the table.  Is that gibberish?  Charles said that he forecasted a figure but expected to close this and that by month end to make his target, which will put him slightly above plan.


 Upon Lisa’s turn, everyone smiles and there are a couple of jocular comments on how she is going to save everyone's bacon if her deal closes this week, as forecasted.  The sales manager asks her what resources, support she needs from anyone to help her.  She asked whether anyone thinks that the operations manager should attend with her and the manager for the presentation to address any of the critical questions to reassure the prospect that they will be able to follow through on their end.  George, who appears to be the veteran in the room, asks her how many people she is presenting to.  Four.  Ok, well in that case, he recommends their support analyst attend with them since the IT director will be in attendance.  The sales manager suddenly minimizes the screen at that moment and sends an "Outlook" invitation for tomorrow morning to operations and support for a 20 meeting to review and prepare for the presentation.  SNAP! Just like that, eh?


You watch in amazement when to the left of me it is John's turn.  He seems somewhat apologetic but briefly answers the sales manager's question how he is going to make up the shortfall on his target and the deal he had forecasted has now been put off for 90 days because the CFO wants to bring in competitive bids. 


YIKES, you?  When it comes to your turn, eyes slightly darting around (hopefully not noticeable) wondering where to put your hands - is that why everyone is holding a pen, something to grip onto for dear life when it's your turn?  The Sales Manager just smiles warmly and says that since you are in training mode, this is your chance to just observe and ask questions.  Everyone, including John, nods and smiles warmly.  The sales manager takes this time to announce that George will be your "mentor" and suggests that you arrange to meet to get started.  A mentor?  The closest you've had to a mentor is an older sister?  Maybe they’re actually serious and this isn’t a show put on for your benefit.

By now, you may not be feeling quite so smooth or confident, glancing at the others, while gripping your chair again to keep it from swivelling down the sales equivalent of "Alice in Wonderland" … nope, you haven’t just fallen down the sales rabbit hole ..........

This spoof has many elements of truism.  What's even more intimidating is that it is possible to  find yourself amongst a group of professional colleagues who are serious about their profession, a non-dictator sales manager who asks and expects you to do what you say you are going to do while backing up your efforts.  This is what a sales meeting may look like when working for an organization described in "Time is Money" Blogpost. 

 One thing you know for sure is that  It certainly wasn't a newscast disguised as a sales meeting or a griping session was it?

The Artful DODGER

Getting past "the gatekeeper" creates a wealth of discussions and tips on how you get around them. To me, the corporate receptionist (aka gatekeeper) is a last resort and I see many sales folk take that approach to cut corners or not do their homework (i.e. research).


A corporate website has a wealth of information.  It typically lists key contacts, their responsibilities and how to get a hold of them.   That information isn't there to help research savvy sales pros.   It is simply and logically there because those same people are available for their customers or shareholders.

Personally, I also like taking a look at the company's news release section:  it identifies key contacts, new promotions, mergers, partnerships, purchases, new products, new endeavours, and financials.  You can use this treasure chest to your advantage.   Another tidbit on reading the financials or news release can hint at financial troubles that you may decide to avoid.  All your hard work may be wasted if they're going bankrupt or positioned to be sold ... that is, unless it tells you to approach the other company.

The best approach for me has been to go as high up in the organization as possible - if it means a craftful approach letter that offers compelling reasons why they may want my expertise in helping them: save time, reduce overhead, streamline process, with quantifiable examples of how I've done that with others.   Trust me, all your competitors are saying they're the best too!  They most likely are pointing out the same benefits or the less experienced are doing "feature dumps".  What you all may have in common is how quickly you are being shot down, being asked to forward a package (to get rid of you and that package more often than not ends up in a dumpster), or asks for a price (that tells you that you have no value and you are being commoditized).

Before you contact any senior level executive, you should have an idea of their company, their mission, values, industry and what is impacting their business.  You can artfully apply the information to your advantage to position yourself more as a colleague than as a sales person.  If you're like me and you do a lot of reading up on sales, there is a common complaint from executives who are approached by salespeople:  they know little or nothing at all about their company and see that as a disrespectful waste of their time.
 

Kevin Davis five-star sales book on Amazon "Getting Into Your Customers Head” is a great resource for the sales professional.  His newest release "Slow Down, Sell Faster" provides greater incentive to adapt your sales approach to that of your customer's needs.  You can check out his blog "Inside our Head" listed in the sidebar.

Don't worry if the upper level decision maker refers you down the ladder to someone whose responsibility it falls under.  It is called "topped down selling".  Regardless, it is a lot easier than trying to dodge a gatekeeper who takes pride in "getting rid of annoying salespeople who interrupt the boss' day" ......

RES-O-LU-TION

Never make your boss look bad.  Most bad bosses are capable of accomplishing this all on their own.

~ Jamie Fabian

Time is upon us to reflect upon the past year, for some, but for many it is the time to clean the slate and resolve new goals.


SALES:

1. I shall not  over promise and under deliver
2. I shall value each hour and each appointment
3. I shall not fill my day with "look busy" activities 
4. I will ask more questions and listen often
5. I will take care to understand what it is that I can do to help my customers reach their goals
6. I will use problems as a means to gain better solutions
7. My sales manager is not my mother, teacher or babysitter -- I will do what is expected with little cause for nagging, reminders nor will I whine or make excuses  
8. I shall not point the finger at anyone other than myself I will take responsibility for my own actions
9. I will not make commitments of which my team will have difficulty on delivering
10. Integrity, trust and knowledge are my guiding principles

MANAGEMENT:

1. I will not ask of others that of which I would not do myself
2. I shall  not project what the team cannot deliver to save face
3. I should trust the people whom I have hired, exchange their loyalty with loyalty of my own
4. I am no bigger than the people whom I represent
5. My personal goals are not to the detriment of those who report to me
6. I trust that I am in this position based on my expertise
7. When failure happens I will point inward
8. I will coach, guide, mentor my team
9. Directives and mandates are replaced with buy in, engagement, and input from my team
10. I will take care of the customer, who will take care of the bottom line

TIME is MONEY

We are all getting busier, with less resources or personnel support while expectations are sky rocketing, attention fleeting while the need to generate more revenue is critical.

Like many of my Blogposts, there is a common theme evolving -- how organizations and sales professionals should collaborate to achieve BOTH of their objectives  while striving to gain  RESULTS.

A challenge is typically asserted on which accountability metrics are important to operations and sales.  Typically, for operations it is profitability and for sales it is revenue.  In order to drive revenue, sales professionals should have realistic activity mandated.  All top sales organizations have various activity metrics to ensure that even entry level sales reps can achieve some success.  There are a few factors that could be taken into consideration to establish perameters :

1. Sales Cycle
2. Geographic territory
3. Vertical targets
4. Cost of product or service
5. Level of decision maker required
6. Seasonal variables
7. Competition
8. Pre-Sales support
9. Marketing program
10. Lead time between sale and delivery
11. Budget, plan, quota or target

I will get into the 11 points above in future blogs.  However, before you ask sales to meet the minimum activity metrics, after examing the parameters, your organization should next ask itself what tools or considerations are being taken into account to boost productivity or demand results.  For example:

1. Training (Company provided or endorsed)
2. Skill Level (Experience in sales or industry)
3. Compensation (Commission versus salary plus bonus)
4. Marketing Program (sales material, advertising or leads)
5. Sales Timeline  (from sale, to implementation, to commission or bonus payment)
6. Tracking Tools (CRM system, manual, activity reporting)
7. Sales Management (Coaching, mentoring, meetings)
8. Support (proposal template, clerical, analysts, diagnostics)
9. Territory (geographical or verticle/by industry)
10. Sales Budget
11. Communication (customer service, computer, e-mail, wireless, cell phone or iPhone/Blackberry)

It is easy for organizations to hire and plunk sales reps in territory and cross their fingers that they've found a superstar.  Yet, without analysis of factors that could impact success or inability to provide the necessary tools it shouldn't be surprising there may be a  lack of results.

So, before you kick your rep out the door and ask him/her to sink or swim, examine what you are doing to facilitate their success?  After all, time is money!

Cool calling

 I am an advocate of cold calling.  Cold calling IS necessary in today's uncertain, competitive climate. To rely on warm leads aka referrals is simply unrealistic. My cold calling techniques change based on who/what I am targetting, but I'll try to give you some ideas on how to tackle it and take the COLD out of CALL:

1) INTERVIEW  existing satisfied customers

• Your best source of informaton is already using your services
• Take the stance that your are new and interviewing them
• You'd be amazed how many time you hear from them how nobody else has taken the time to ask
• They may ask you why you are doing this, and end up offering referrals
• They will want you to succeed now that you've taken the time to understand their success
• Don't forget to ask for that "testimonial"
• Make sure you put some of those quotes on your website
• Ask for examples of ways your company/service/product has helped them
• Use those as "case studies" on your website on how you solved business issues

2)  NARROW your targets

• Visit website, pay special attention to company announcements, "in the news" areas

3) PERSONALLY visit prospect's office/place of business

• Hand business card right away - Be upfront about who you are and state that you are just doing research or there to ask questions
• 9/10 times the receptionist knows more than anyone what is going on in the company
• Be respectful of the gatekeeper, their time, be pleasant, avoid sales pitch, be confident
• Use their nametag or nameplate or ask for their name, people are always more receptive if they hear their own name
• Observe if they have to take calls, are hurried, act accordingly
• Go with the attitude that your objective is not to sell something TODAY
• Be honest:  you are there to drop off information and confirm your information/contact
• Ask questions in an interested, non-threatening manner
• Observe (i.e. Trade Magazines) and/or gather material ( i.e. Annual Reports
• Share some of the information you've gathered  to create comradery
• Confirm point of contact -- where so many reps fail -- another gatekeeper is not who you're looking for -- ask very specific who makes the "decision" for your product/service is helpfu

4)  Have a MARKETING kit with you

• A flyer is not a marketing kit
• No need to have a letter
• Information on your company

5) Give kit, saying you want to drop it off in advance to follow up with whomever is in charge of what you're looking for, asking for confirmation whether it is the person you sourced -- specifically ask for a business card, if not, their full name, title, telephone and e-mail

6) E-Mail contact that you're following up the package that you left off because you appreciate how busy they are and respect their time, what you want to share (remember 1?  share those stories or how you helped them)... then say  you will follow up by telephone at a certain time to arrange a meeting.  If you haven't been able to access e-mail, resort to snail mail ... except hand write the envelope (greater chance at it being opened) and mark it CONFIDENTIAL.

7) CALL them at that time (don't fail at this)
 

8) They may be EXPECTing your call or ready to refer you down the ladder.  This depends highly on how you've done so far.  Sometimes there is someone else that does make that decision.  If they have a subordinate, you want them to refer you down the ladder.

9)  If they are REFERRing you down, confirm that they will be passing your package over to that person.  Also ask when would be best to follow up, if you can push your luck ... have them tell that person you will be calling at a specific date or time.  They may offer to have them call you back (best).
 

10) They may AGREE to meet with you at that point or ask you what your value proposition is over the phone.  The higher up you are, the more direct they are because they despise people who waste their time or can't help them.  Remember 1 again?  You can clearly articulate  your value proposition (solve their business need, fix a problem, give them insight,  etc.)
 

11) The  person who has been "topped down" will  meet with you because their boss handed your package to them, told them you would be calling or have them calling you (best).  This all points to a direct request from the boss.
 

12)  If you get their voicemail:  State who you are (you don't have to say company), that you are following up after leaving information with *insert name* to pass on and that as promised you are calling  to schedule a brief 20-30 minute meeting (if you ask for more, you're nixing your chances) to share ideas that will improve (what benefits have you come up with?).  If you have to call two or three times, don't worry.  Keep reinforcing that you are following up, what your benefits are, and also express empathy for how busy they are after the 2nd or 3rd call.  I spend more time on this on my other Blogpost:  "How many times do you call?"
 

13)  Up until this point, you really haven't even attempted to sell anything.  You're objective in cold calling:

•  Pre-qualify (have a general idea they will benefit from your "pitch")
•  Confirm who the decision maker is (not another gatekeeper)
•  Create enough interest that they will agree to meet with you

There are several steps in cold calling.   There are numerous hypothetical situations that haven't been addressed.  The point is, statistically most sales people give up after one drop in or telephone call, maximum three at most.  That is why only 20 percent of all sales people are successful.  The other 80 percent won't bother to even follow up, want a magical formula to guarantee results or may just be too lazy. 

I will share my biggest secret for free:  The attitude is about having FUN!   Imagine you're a bumbling inspector or searching for the key for endless wealth.   Your finesse will come from practicing, failing, trying a new approach, failing, trying something else, failing ..... THEN  noting what has worked and why.

If you want to give up after 3) you may want to reconsider your occupation .... because treasures can only be found after DIGging!

Failure to follow up equals failure

EVERYONE's perspective on how they personalize follow up is valuable because every sales situation is different, yet if you try a consistent, methodical approach to follow up you will increase your success rate.

For example, to put my money where my mouth is, I've started a new business development position in a completely new industry to me, with another one of Canada's largest organizations.  This large organization is retail-based and has not introduced direct business development into their culture until recently hiring a business development team of veterans for each city. 

They tell me that they consciously hired people of a "certain vintage" purposely:  no babysitting required, they outline the metrics required and let experienced pros do their magic.   Four weeks in,  I've came out of the gate quick, so quick the executive VP sent me a personal note just Friday.  By my 2nd week I signed up the most that week with 13 new customers, the next closest was 6 in Ontario (a much larger market by Canadian standards).   Then I followed up week three with 9 and by week three this program had increased sales by 40 percent.

How did I do this?  Personal cold calling is the name of the game.  There is very few pre-existing customers so I had to start with a  methodical, consistent approach:

1. Cold Call (in person) leaving a package (warm, friendly, nonassuming)
2. Confirm who the decision maker is and express there will be follow up to meet at a convenient time
3. Follow up by telephone -- stating  I am following up the package and would like to sit down with them to review how others have incorporated this service and saved themselves time and money.
4. Follow up by e-mail -- expanding upon how others benefitted i.e. specific time and cost saving examples along with value adds that were discovered after the original intent was time/money
5. Schedule appointment
6. At appointment:   Ask questions; listen to answers, define needs; reinforce the reasons others signed on and their positive experiences
7. Close by getting them to agree or sign up for the service or purchase product
8. Follow up by electronic means to ensure they have my contact information along with the rest of the team they will be working with -- it's an electronic age and most people will respond in this manner
9. Have the associate(s) who implement and execute the service telephones to introduce themselves (provide them with a script if you think they're uncomfortable) 
10. Have the associates follow up with you that they've made contact and notes from comments (sometimes customers or prospects are more comfortable communicating with non-sales types)
11. Follow up AGAIN to touch base to see how they liked the first order/process
12. Learn from those that have become customers as to why they like the product or service to use as amunition with others

Hmmmmm that's definitely 10 touches just to get going.  Sometimes  I get to 3 with no return call -- the time when most sales people quit.  That is why I try 4.  After that, I will file  it for a month or so, never assuming that they don't want to talk to me ... just that I haven't struck a cord with their needs, their too busy, already  know who to call when the need arises or I will assume I will give up.  Yet I will continue to touch base periodically (diarize for 6 weeks or so) about new developments until they tell me o stop. If I'm doing that properly those communication follow ups will be relevant and of interest.

 While my immediate success rate has been rapid, there are steadfast tips you can learn from:

1. One of the most important elements is planning.  I plan my day as the other one ends.  I decide where I am going to call.  It also allows me to do e-mail or telephone follow up by creating a list of things to do.  That can mean, my next day will work around an appointment.  It allows me to get a decent sleep without thoughts of what I must do or forgot to do that night.  It also starts my day in high gear.
2. Sometimes gender and/or age may translate into being more relaxed.  That is irrelevant if you appear to be confident, conversational, not pushy, or follow their cues to get to the heart of why you're there
3. Take the time to present a professional polish (you better believe how you look conveys more than what you are selling)
4. Only use mints, NEVER gum:  one of my pet peeves with sales people - if you don't chew like a cow, you probably communicate arrogance (that is my personal opinion)
5. Always assume that you are intruding or interrupting,  beg for forgiveness, hand card first, introduce self, explain package then ask for who/best time to follow up
6. You may be amazed by how many business owners/decisions makers will sit down with at that precise moment or schedule an appointment on the spot
7. If they agree to talk, take the time to explain what you are offering, how others have benefit, interject questions, listening/watching body language for feedback to continue
8. If you see they are starting to zone out, ask a "following me" question or offer to come back another time
9. Don't be afraid to suggest saving  time by committing then/there
10. If they hedge, or are not expressing objections, asking questions, ask when you can come back to see them after they have had a chance to review
11. A non-aggressive, tactful approach oftentimes causes them to sign then.
12. Back to 9 above
13. Follow up with electronic means to contact
14. Follow up on how they like the service/product
15. Don't be surprised when they start calling with questions that turn into additional opportunities or referrals
16. ASSESS your results.  You can zero in on a market or niche based on where your success is coming from.  Is it seasonal?  Is it because its budgeting time?  Is it because they have budget to spend?  Is there a specific industry/prospect profile that closes more readily?  Is there a better time of day to call that is less intrusive?
17. Remember:  ALWAYS show up or call when you say you will
18. Send a personalized thank you note/card/postcard (NOT an e-mail) after an important meeting, when a customer buys your service or product OR after a referral ... this is so important, yet a forgotten art

The standards on activity for many organizations are not always defined, yet it is for us.  To cold call less than 10 a day is unacceptable.  We're launching a new program so it isn't like we have a lot of account management excuses to fall back on.  The high benchmark is 20 calls a day.  All calls tracked MUST be in person.  No telephone calls, e-mails are included.  Initially, I thought that sounded excessive but the organization wouldn't be who it is without doing its homework first.  I have discovered that it keeps me better focussed and I maximize my "in front of customer" time.

Typically results have been determined by activity and results.  Now, my experienced boss who was hired because of his direct industry experience, who also set the activity metrics,  further defines results by saying  that they'd rather have 10 cold calls a day with more sign ups than 20 cold calls a day with no sign ups.

Yet again, if you make the minimum calls and get the sign ups that should be suffice right?  Well, not exactly because if they don't engage the service, sales won't increase.  You will only have met activity and maybe even sign ups.  I've just reinforced what we're always told in sales:  Follow Up!   Hah!  If you exceed activity metrics there is also a good chance that you're skipping follow up which translates into less closing.  To make matters more confusing, if you don't have effective follow up, the engagement may be lacking when you try to sell too fast, which equates to less revenue increase.

If you spend less time following up, your chances of failing to increase sales are greater.

LOVE what you DO: Apply sales basics to your Blog

If you've bothered to read "About Me" the required boasts about accomplishments is suppose to help establish credibility or prove to you that I am an authority on the subject of which I speak.

One element I always look for when I look at the gazillion of sales blogs or websites is testimonials or background on the blogger.  Basically, asking the question:  "what does this person have that I can learn from?"  Granted, there are those like Anthony Robbins who we really don't question that any longer because his claim to fame is selling himself.  Likewise, there are very successful real estate tycoons, but none measure up to Donald Trump, who really excels at selling himself.  Yet, it never ceases to amaze me that so many master Bloggers don't back up their authority on the subject by quantifying their results.   That is where my point to this Blog starts.  I am open to examination.  Why?  Simply because I have proven success yet am constantly stretching my learning and qualifications.   If I don't expose my ideas and look for challenges to those ideals, then I have failed myself.  I have stopped learning from others.

There are several critical elements to sales success.  So here I am to apply some of those critical elements to my Blog.  First of all, I had to establish an objective.  Okay, fair enough.  My first Blog did exactly that, even if I've narrowed it further to keep me on track.  It really started out with genuine positive feedback from comments on sales philosphy on Linked In.  Thus, the objective emerged:  share ideas, tips and advice.

Next, define goals.  After taking and exceling at the Google Analytics Basic "Search Engine Optimization" (SEO) and "Search Engine Marketing" (SEM) right around the time I started the Blog, I  realized that I wouldn't be able to be an authority on sales, without understanding all the key elements impacting sales today.  The most relevant is Social Media.  It is changing traditional sales methodology at lightning speed.  To assume that all the same techniques that I applied a year ago, five years ago or more, are applicable today without incorporating Social Media into the equation is naive on my part.  Therefore, I realized that the GOAL I needed to set was to learn:  "how social media impacts sales by using my own Blog as a conduit to gain that insight". 

Thirdly, research competitors or learn from the experts.   If you are with an organization or product/service just starting out just like I am with my Blog it can be quite intimidating to tackle those giants already established before you.  However, I took the time to look at them, research a bit and learn from those already successful (one of my guiding principles).  I've used this tactic so many times.   In my case, I interpreted that many blogs promote sales techniques yet underline you should hire them or buy something, usually a book or course.   If you look objectively and absorb the most successful traits that you can relate to, you can immulate them into your phychic outlook to turn that goliath obstacle into an advantage. 

Next differentiation.  Many giants are so caught up by their size or their own "press" that they fail at self-examination.  A starter has the advantage after they microscope their competitors and analyse them they can uncover a nugget from where they might find an area where they differentiate themselves.  Differentiation  gets easier after you go through the steps of setting objective, goals, followed by research.   I applied the links among objective, goals and research to decide to " share what I know without an ulterior motive (i.e. seek speaking engagements, sell a course or book)".   There was my differentiation that I believed would set me apart from many sales bloggers.

Finally, and not the least important - measurement.  You cannot tell how you're doing without some sort of measurement stick. In real sales situations, you are measured by increased sales, new customers, improved profitability, expanded sales base, etc.  In the world of social media it is how many Twitter followers you have, even better, quality is measured by reTweets. With blogging, it is by followers, yes, but more when  you can check stats to see if you have traction by views or click through rates.  Don't forget to click not to count your own page views!  I like to monitor whether I am providing value -  I interpret from comments, feedback or sharing.  I post my results so others can watch my progress and because I KNOW there will be progress, I am not afraid to share.  Next, after I have established myself for a year, I will measure how I stack up against other sales Bloggers. 

Geez, I almost forgot the most important of all.  Not only does it take what I learn from the blogging pros by having a catchy title, it also communicates what I also learn from the icons of business -- LOVE WHAT YOU DO!

"The Apprentice" Class(less)room

Image by OPEN Sports via Flickr

Do you ever wonder why you're not politically savvy or want to learn how NOT to behave under pressure?  If so, then I recommend you watch this Seasons "The Apprentice" (switched from Sundays to Thursday nights) featuring Donald Trump.

There is tons to learn by watching how participants fail to plan, lack of goal setting, poor deligation, mediocre support of others, shortage on execution and (my favorite) sensitivity to criticism -- all attributes we need to work on personally or professionally, regardless of whether you are a recognized leader.


After watching the celebrities on the Celebrity Apprentice version, I conclude that they're somewhat more sophisticated in presenting a more positive image and try to promote themselves in a positive light ... yet eventually the gloves go on and their weaknesses are magnified (inset Dennis Rodman with Donald Trump).

With this season, they didn't wait. The cattiness of both the men's and ladies' teams came out right away. In fact, the girls didn't even wait until they'd found out whether they won before they started to turn on each other.   In fact, I can see why many of them are out of work.  Their attitudes, lack of support towards their project managers and team playing is obvious on the most outspoken participants.


I like to see whether I agree with The Donald's decision. I was getting him when he gave the first one to Peirs based on results, then he contradicted that by giving it to Joan Rivers instead of Annie Duke in the 2nd one. I agreed with Brett Michaels who was THE best winner so far because he got results, was a team player and didn't create animosity to win (unlike the previous winners).


I haven't been as enamoured of Lord Sugar's decisions that have been more based on how much support the project manager or fired person is getting from his/her team. People instinctively (especially women) recognize who is a threat. The Donald has been letting those clouded politics influence his decision. If he'd done that on the Celebrity Apprentice, Annie Duke and Piers would have been eliminated early on.


If I were a candidate on this season, it is more like watching Big Brother -- where who your alliances are more important than how you finish the task. In business, a strong leader gets buy in from everyone. Unlike real life business, on The Apprentice you are stuck with your team.  The Donald himself is able to build his own team that will compliment his strengths and minimize weaknesses (which he perhaps does not think he has any, which is a weakness in itself).   Best shown by being flanked by two of his children, Ivanka and Donald Jr.


I find Ivanka Trump to be very astute and I agree with her comments and observations. I like to think I relate to her the most. The ability to be direct and honest, yet focus on people's conduct rather than them personally is an art she sets herself apart from candidates and even her father.  On the other hand, Donald Jr. is somewhat wishy washy, or a prime example how the right support and coaching can increase one's strength or potential.


The best part of this season, of which I am envious of,  is each winning Project Manager gets to sit down with successful business leaders for an informal coaching session -- I would love to be a fly on the wall!  Somehow though, from what I've observed so far, it may be wasted because the greatest weakness by most candidates, winners or losers, is poor team play, engaging, respecting and listening to others.

If you're SEO you may be SOL

Communicating with acronyms is like using a blow horn with a jet airplane flying overhead.  ~Jeannette Marshall

Remember when we were kids and our parents spelled things between each other so that we couldn't tell what they were talking about?  That was a great tactic before a commitment was made for us all to go for "i-c-e  c-r-e-a-m".    Then we clued in eventually to understanding what that spelling meant.  Next thing, they'd use acronyms for cussing like SOL meaning I was "sh** outta luck".

Today, everyone tosses around acronyms like we should be able to look them up to find their meaning.  Out of curiousity, I went to Wikipedia to see what I would get if I input SEO and it came back with nine (9) variations of what SEO could stand for.


Whenever you work at a large corporation, or otherwise, it is easy to fall into the trap of using acronyms.  Is it because it communicates authority on the topic or is it laziness?


Never ever ASSume that the listener or audience knows what ABC or XYZ means.  Communicate as though you are saying it for the first time.    If you are a SEO specialist, then say something like you "help others increase awareness though their website by marketing".   That way, you may just gain the attention of decision makers outside those in the SEO business.  I have no research to substantiate this, however, I would predict that if you blast or Tweet about increasing SEO return the chances are you will attract other SEO specialists.  Is that what you want?  Or, do you want decision makers who have heard that "SEO" is something that they may need to know about and increase your click thorugh rate?


The more you talk in riddles, and that means acronyms, the more you are possibly alienating those that don't want to be embarrassed by having to ask what they mean.  Yes, it will impress your peers but is that really who your message is targetted at?  Try avoiding acronyms and convey the message for what it is.   I worked at a major sales organization where the culture was so strong that when they were speaking in front of customers, they used all the acronyms they were comfortable using.  Problem was, the audience was too polite or didn't care to ask what they meant.  I believe that acronyms communicates arrogance at times.  When you place them aside, it is amazing how receptive your message will be.


Communicating acronyms is like using a blow horn with a jet airplane flying overhead.  Yes, you are saying something, but it is being drowned out by another noise.   If you really want to stand out, for gosh sakes, just say what you mean in plain English.


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A read a great Blog on social media   http://tinyurl.com/3y6ynft The Seven Deadly Sins of Social Media -- this can apply to anyone or any organization that is considering marketing through social media (see, that makes more sense than just putting SEO).

You Can't Snow the Snowman: Let Sales Managers be Sales Managers

Sales, more than ever, needs leadership that leads by example.  Why?  Sales professionals are a  quirky, ego-driven group who value success to benchmark -- over achievement on targets, plaques on the wall, etc. At the minimum, sales management has to establish credibility with the team that they're leading.

The challenge to many organizations, however, are those great attributes don't always translate well into sales management.  The  best salespeople don't always make the best sales managers. Managing sales people has to be one of THE most challenging group there is.   It's a rollercoaster ride, regardless to the extent of sales background.

Bluntly:  It is a waste of time and resources having a sales manager as a figurehead.  Very often, everyone wants to jump in the sales game once they smell a live opportunity.  Yet what happens long before that?  Sales reps do know how to survive.  What other occupation is there that potentially pays you nothing or very little unless you produce results?  That survival instinct, allows them to get the heart of opportunities for sales ... at times, that means who will give them the answer they want the quickest.  Many organizations fail their sales managers from this syndrome because at the heart of good intentions is communications or priorities from multiple direction.   The best opportunities sometimes come after a painfully long process or so quick you have to jump on it.  Have a sales manager who is equipped to handle both scenarios with authority.

Let Sales Managers be sales managers and do what you hired or promoted them to do.  What should they do?  Actually, there is a ton!  They manage and hire sales people, right?   What many fail to realize is that there is a lot that has to happen long before that live bait has been hooked.   Included on their job description would be establishing territories and budgets, outlining cold calling or activity metrics, forecasting, qualifying, mandating that CRM (Customer Relationship Management) systems to be updated, analyzing dashboards,  approving proposals or estimating, authoring or proofreading presentations, reviewing sales business plans, even networking and distributing leads fairly.  Did I forget to mention that someone has to enforce those best practices, maintain focuss, coach or motivate, hold accountability in check, and lead by example?

  If the sales manager's boss jumps in at the last minute or to give authority, then why wouldn't a sales rep just go to them to begin with?  After all, salespeople are showman who like to make sure the boss' boss knows they've got a live one!   Essentially, what can happen is that the sales manager's authority is undermined, corners can be cut.  Sales management WORTH can be directly attributed to the support they receive from their managers and organizations,  not just the revenue that is being generated TODAY.  Yet planning, analyzing and forecasting eventually leads to "today".

 Strong sales managers means you can identify and attract talent.  Human Resources and even executives can be tricked into thinking they've found the perfect sales rep because they've been won over by that polish,  articulate smooth talk, sales-ease babble, hunting tactics, fish stories and geez, so damn personable to them they must be able to sell.   Did you see how shiney the shoes were?  Must be "the one". Then there is the snowman.  The true sales manager that can cut through all the decoys and ask for proof, role play with situations, or just know by asking a candidate or employee what they do to be successful, or questions within questions that can cut through the snowjob.

 There are numerous discussions on bad sales managers or whether you should promote your top performer to be a sales manager.  My recommendation would be to focus on what a good sales manager should do and be allowed to do, with your support.  Introducing the sales manager role into an organization can be a challenge from both sides.  Primarily, letting go by those that want to keep their "finger on the pulse".  Mixed-messaging causes more harm than good. You have to believe in the management you have in place, experienced or otherwise.  Build trust between you so that they won't overstep financial risk and have the skills to analyse potentially.  You need to comprehend that you hired them because you believed in what they could do, agreed upon what results would be expected, established timelines and gave authority perimeters.  You both have synergies in styles, expectations and messaging -- so back them up!!

Now you have a few ideas on what a sales manager should do.  Are you going to jump in or trust them to do their job? 

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