Vital to Your Success 3: Yet One More Role for the Inside Sales Manager

Enforcer


Sadly, this is what most people think about first when they think about the role of the Inside Sales Manager. It is actually the least important role. If a manager does a great job of developing, coaching and motivating, enforcing becomes the least of the duties - because most of the time you won't have to. 

That’s not to say that enforcing is not important. Each inside sales unit has rules and expectations that must be complied with. Chaos and a lack of results is not acceptable. By using positive reinforcement and taking the time to develop, coach and motivate a sales staff, enforcement of the rules will simply make sense as opposed to being rules imposed by “them” and resented (and therefore made to be broken) by “us”.


However, it is a manager’s responsibility to make sure that the unit is run effectively and efficiently. The manager should not be afraid to make the tough calls. For example, if a sales rep repeatedly does not achieve their goals, even after being coached and given all the necessary tools for success – including learning and development opportunities – the manager must make the difficult decision to terminate the sales rep. If the sales rep repeatedly comes in late or leaves early, the manager must make sure the sales rep knows the rules and if the rules continue to be violated, the sales rep must be terminated.


Being a manager who’s focused on positives does not mean being a poor manager. It does mean being able to make the difficult decisions. Being overly tough doesn't work but neither does being weak. An Inside Sales Manager who who manages their unit fairly and openly, doesn't play favorites and actively works with all members of the team to ensure their success is respected not feared. Respect will get you much better results. 

Converse, convey, connect...

What makes you passionate about what you do? 

What keeps you involved and motivated day after day?


For me, it's the knowledge that I've helped someone on the road to success. Whether that success is being better at their roles in a call center, helping an independent sales rep refine their technique, working with front line employees in a office to be more effective communicators or mentoring small business owners in their ability to manage, coach and motivate their sales and service staff, it's important to me that I make a difference. For me it's always been about how I can help people succeed.


Because when we work to help others - no matter how big or small an effort- good things happen all around.


In a nutshell, that's what sales and service are all about. Working to help others. Sometimes in the middle of a rough sales month or a day of really tough calls - inbound or outbound, it's easy to forget that. What makes it easier to stay on track is to have the tools and techniques that enable you to succeed.


Enable you to find passion.


I can help. If you'd like to be more effective, if you'd like your staff to be more effective in their sales or service mission and goals, I can help. This blog is called "Converse, convey, connect" because that's what we need to do in order to be successful in our sales and service relationship. If you'd like to learn more about how I can help you, here's some additional contact info:

website: www.krgcommunications.com
email: info@krgcommunications.com
phone: 973.709.1252

Motivation Done Right

The first thing management usually wants a manager to do with a sales staff is “Fire them up!” “Get them going!” “Motivate them!” It's almost as though there is a magic wand that can be waved and “BAM!” people are motivated and productive, sales forecasts are being made and all is right with the world. 

Unfortunately, it doesn't work that way. There are no silver bullets, no magic pill that helps you motivate others. There are however, things that you can do in order to help people motivate themselves.

Experts in motivation theories will generally point out that motivation comes from within and not from without. A manager should not expect to give a “motivating” speech or incentive and expect it to work. It may make some people feel uplifted - but it's a temporary effect. Without understanding what is important to the employee, it is nearly impossible to be effective in motivating them.


Managers need to discover what motivates each of their subordinates and create their motivational strategies accordingly. Although it is difficult to motivate others, it is possible to create an environment conducive to motivating each employee.


Positive reinforcement should always be chosen over negative. This requires managers and supervisors to get to know the people who are selling for them. Finding out what motivates people can be as simple as asking questions during a goal setting session. Some people will respond well to a lot of positive attention, some people will not. Observe how people react to each incentive. Actions will speak louder than words...and motivations change.


For example, a salesperson who usually isn't motivated by money may actually become so, if something changes in their personal life which demands more cash. Conversely, some people will reach a level of earning and by satisfied by it. These salespeople will not be satisfied by monetary rewards.


Spending the time to learn what motivates your staff will pay off handsomely for your and them. You can't motivate them but you can help them dig deep into their own motivations to help them succeed.

The Important Things

When you decide to engage a consultant or trainer, you want to make sure that both yourself and them feel the same way on some very basic issues. As a result, every so often I feel it's  necessary to review what's important to me.

I have a need to stay true to my core values - as a business women - as a person. For those of you who haven't yet had the opportunity to work with me, here are some insights regarding my values:

• People are your most valuable resource.
• All employees deserve to be treated with respect and dignity.
• Behavioral changes take time. Sending someone for training with no follow up or positive encouragement from management dooms the training to failure and lowers morale.
• Expect the best and you will get it. Just make sure people are given the right tools to make it happen.
• It's OK to fire someone for non-performance.
• Just because a person reports to you doesn't mean they couldn't do your job if they had the training - sometimes they've simply made different life decisions. In other words, treat people as equals with different responsibilities.
• All managers, supervisors and business owners are responsible for coaching their people to success.
• Yelling in the office is unacceptable. (unless the place is on fire)
• Employment is a two way street. Employees should earn their compensation; employers should treat people as more than just a pair of replaceable hands.
• People want to do a good job.

Finally, I'm a big believer in the golden rule.

Do unto others as you would have them do unto you.

It's important for all of us - regardless of our level or type of employment to treat each other with courtesy and respect.


BTW, did you know you can follow me on twitter? Check out @thejoannkirby

A #1 Rule for Salespeople

Here it is: your number one rule. It doesn't involve objections, closing techniques or even reaching the decision maker. It's not about overcoming a fear of rejection. It does, however involve your attitude and approach to sales.

Understand that you will not sell everybody. However you must sell as though you will because you never know who will say "yes".

We can't read people's minds. When we sell, we do our best to uncover needs and concerns. Learn what the customer's hot buttons are - find solutions. But we never really know - we can never really know what another person is thinking. They may have hidden agendas so outside of what we usually encounter that we haven't been able to strategize for them. 

So, keeping that in mind, we need to accept that we will never have a 100% close rate. And that's OK. But here's where many people who sell fail. They don't go far enough in their thought processes. You see, if you can't read people's minds to accurately determine that a "no" may come despite your efforts, it stands to reason that you may not always be able to tell that a "yes" is coming either.

Too many people who sell stop at "Well, you can't sell everybody." The problem becomes when that statement becomes an excuse for not using your best selling skills in all selling situations. 

Recognizing that you won't sell everyone, you still need to approach each sales situation using all your available skills. This has two advantages for you. One, sometimes you never can tell who will say "yes". Two, by using your best skills all the time, you will naturally increase your sales results. When you use all your skills frequently, you become more adept at using them (really you do have to use them or you will lose them).  More Adept = More Sales.

Pay attention to rule #1. Use it to not beat yourself up over a lost opportunity but more importantly use it to ensure that you are always selling at your peak readiness.

Will You Show Up Today?

"You Have to Show Up" This is a favorite phrase of anyone who's success is performance based. It's also a favorite phrase of managers and trainers everywhere.

 You want to succeed, you've got to show up - and if you show up often enough you'll get the jobs/results you want. It's an apt analogy for people who sell for a living.

You have to show up - be there not just physically but your brain as well. Are you fully engaged every time you're with a customer or prospect? Being fully focused on your customer and your objectives requires giving the proverbial 150% of yourself. 

That's how you succeed.

Be Your Own Customer

Would You Be Happy with Your Company's Service?


When was the last time you were your own customer? Have you taken the time recently to experience your organization from your customer's perspective? I was reminded of this last week while out with a friend. The restaurant was busy and noisy but that's never an excuse for poor service - after all if you want to be a successful restaurant, shouldn't the norm BE a full, busy and potentially noisy place?

The really sad thing about our experience - a process change would have avoided the entire situation. Regardless of your industry, make the time to review your processes and procedures when it comes to your customers. Take the time to be the "undercover boss" or send in trusted friends or associates.

Be honest with yourself when it comes to change. All too often we find it easy to blame individuals when we ourselves have not provided the tools and guidance needed for success. Process can often be as important as interpersonal skills. The two work best in tandem.

Chances are you only want the best when dealing with other companies or establishments. Don't your customers deserve the best as well?

Compensation is No Substitute for Leadership

It tends to be the assumption: Salespeople are motivated by money.

So, give them the right package and great sales numbers will result. Right? But often it only leaves sales managers scratching their heads and wondering how to make the package more enticing - to motivate the staff better.

Sadly, that type of thinking usually results in lower sales figures than you'd like and higher costs to your business in the form of higher sales rep turnover.

Compensation, no matter how attractive a package is never a substitute for good sales management. It cannot take the place of strong training and a basic understanding of human behavior.

Often, business owners and sales managers feel that since salespeople are motivated by money, the sales person will do everything (or anything) in order to close the sale. But selling can be very tedious and depending on the product, long and drawn out. It can be hard to keep sight of that end commission while you're getting the run around for the 20th time or having to meet yet another "decision maker".

It's up to the manager to make sure that the sales rep has all the tools necessary to be successful in the job. It's up to the manager to make sure that the sales rep remains motivated. This is particularly true in cases where the compensation is primarily in the form of commissions. See, here's the thing... you may think you've got the best product/service on the market but many are things outside of a sales rep's control.

Sales can be hard on a person, with rejection, customer demands and sales goals to be met. It can be hard to sustain excitement and motivation simply through a compensation plan when the payoff may be far off. Strong managers - strong leaders - make sure that their people have all the tools they need to succeed. They are available to brainstorm solutions, they are pro-active in positively motivating their people and coaching them on a regular basis. They make sure the sales force is given the sales training necessary to be successful.

Yes, a good compensation plan can help turn a hum drum sales force into a supercharged selling machine. But it is only a part of the equation. Compensation is no substitute for your leadership.

Are You Showing Up?

"Ya gotta show up" That's what a former voice teacher of mine was fond of saying. You want to get work, you've got to show up - and if you show up often enough you'll get the jobs/results you want. 

It's an apt analogy for people who sell for a living. You have to show up - be there not just physically but your brain as well. Are you fully engaged every time you're with a customer or prospect? Being fully focused on your customer and your objectives requires giving the proverbial 150% of yourself. That's how you succeed.

You also "show up" by exhibiting great personal habits. Do you make enough calls each day? Do you follow up? Do you respect and value the responses you get from customers and prospects? Do you respect their opinions while helping them see the value of your products/services or the solution you are proposing for them?

Show up. REALLY show up. Good will always come of it.

Where Does the Time Go? Time Management Tips for Salespeople

Time... there's only 24 hours in a day. Less when we consider the available time we can contact others in a business capacity. It makes sense that we do everything possible to make the most effective use of our time. Here are some simple rules for using time to our advantage for our success.

Start your day when your day should start.
That doesn't mean just showing up for work on time. It means being engaged from the moment you report to work. It means being energetic, bright -eyed and enthusiastic. Be engaged from the moment your day begins.

Deal with rejection realistically.
If you're in sales rejection is normal. It's part of the job. For example, if it takes 50 phone calls to get a sale, you were told no 49 times... and that's OK. After each "no" we get back on the phone or back in the car for our next appointment. We soldier on because that's what we do. Stop the pity party and get back to work. It's the only way to be successful.

Set daily/hourly goals.
Nothing helps you manage your time better than setting goals for a specific period of time.

Take advantage of patterns.
Be aware of what's successful for you in order efforts to sell your product or service. Is it calling early, calling late? Take note of what works best.

Be prepared to put in a very full day.
From the time you start to the time you finish, are you prepared to give it your all? Do you have all the answers you need to persuade people to buy?


Time is a precious commodity. Used properly, it becomes a tool for your success. Squandered it is a non-recoverable resource. Managing it well is our only choice.

Teaching and Leading = Effective Managing for Effective Performance

As a change of pace, I wanted to spend some time talking about training and leadership. Many managers are asked to train others without learning how to train effectively. In order for a training program to be successful you need to understand how adults best learn. You'll need to learn how to lead them into the new behaviors. Anyone who is attentive and willing during class will learn the material. But will they use the new behaviors back on the job? In a manager's role, you'd want to make sure that the time you invest in a learning initiative is time and money well spent.

How do Adults Learn?

Adults learn differently from children. Whereas children can be considered "blank slates", adults bring a wealth of already accumulated knowledge. This is quite helpful to the learning experience and a savvy facilitator will use this to their advantage. Adults also bring different expectations to the learning process. Adults will expect the learning to be a partnership, with the facilitator providing the impetuous and the means for the learning process while the adults expect to be responsible retaining and being able to use the learning. Adults expect to be respected for both their experiences and their opinions.

Adults tend to learn best when they are able to make connections between what they are currently learning and past experiences. They also prefer to be full participants in the learning process.

What is Facilitating?

Facilitating is the art of leadership in group communications. In a training or learning environment, this may mean the facilitator directs the activities and the line of questioning, but allows the learners to come up with the answers themselves. This has several positive effects on the learning experience. First, this interactive environment will be more stimulating for the learner. This increases the likelihood of retention. Second, by requiring the learners produce or generate the information instead of simply hearing it from a "teacher", the learners will develop a stake in the learning process. Learners with a stake in the process will retain more. Third, this allows for more learning by doing, whether looking up information in a manual or on a website and using that information that information in order to process requests.

What's the difference between teaching and facilitating (and why you should care)?

Teaching assumes that the learner knows nothing and the teacher everything. Elementary school, specific tehniqual or Some of the differences between teaching and learning can be summed up in this way.

Traditional Teaching is:
Passive.
Authoritarian.
Delivering information.
Convergence, conformism.
One-way (top-down)

Teaching is delivery-heavy and often requires entertainment to keep attention. On the other hand, if we focus on how to use the expectations and experiences of our learners, we realize that effect learning requires more.


Facilitating is:
Active and dynamic, experiential.
Reaching forward.
Empowering.
Responding to a challenge.
Divergence - going out of the box.
Interactive

Learning through facilitation involves questioning-heavy, inductive/ inferential, hands-on, reflective, interactive. You lead the participants to the desired behaviors.


What does this mean for your training efforts?

In order for your training efforts to be successful, you must be aware of the needs of your learners. Top heavy teaching generally doesn't do well helping adults learn new material or master new behaviors when teaching adults.

Having people participate in the experience will help them better retain the information as well as buy into the experience. Hmm, sounds a lot like a sales situation! It is. Treating your learners as though they are potential customers goes a long way towards getting acceptance of and ultimately mastery of the skills you want them to use.

   

_________________________________________________________

Does this subject strike close to home? If so, you may be interested to learn that I coach managers and small business owners to be more effective and efficient in your own sales and service efforts as well as become better facilitators to improve performance for your staff. After agreeing to your goals, you will work on your skills in a supportive and nurturing environment.

Contact me,  Jo Ann Kirby at 973.709.1252 or email me at info@krgcommuncations.com for more details and next steps.

Why Training Doesn't Work

Isn't this an odd title from someone who makes their living training others?  Not really. Let's examine why and what to do about it.


Why doesn't training work? Why are so many people unhappy or at the very least frustrated at a lack of progress several weeks after a training session?


Simple. We haven't matched our expectations to the reality of what training can and cannot do. First, if you attend a training session but the problem isn't training, you'll be left wondering why the training hasn't solved your problems.


Before making a decision to invest in training, do a thorough needs analysis. Check not only for behavioral symptoms but process and procedural ones as well. Looking to decrease customer complaints? Figure out why they have them in the first place. Not getting enough sales? First, check your sales people's habits. Are they making enough calls? Are they following up on presentations? Making calls backs appropriately? A training session on closing skills will not solve that. All it does is put extra pressure on the sales reps that are still not able to make their numbers because the real, underlying problems have not been addressed. Spending time on the needs analysis will make sure your solutions will be appropriate solutions for your needs.


Second, if training is the correct solution, make a decision how you want it delivered. Between webinars, teleconferences and traditional training there's a lot of options today. However, keep in mind that if you need what I refer to as "behavioral skills" i.e. selling or customer service skills, you'll need to make sure the delivery method allows for plenty of practice through spoken exercises and role plays. When we talk about changing behaviors, we understand that supervised practice is required to get it right. We don't expect to get better at sports without a coach watching us and giving feedback and correction as necessary. It's very hard to step out of yourself and critique yourself properly. I think of traditional training delivery, i.e. in person as the gold standard for behavioral/interpersonal skills training. It's the best way to guarantee that everyone is able to perform the skills introduced. Keep in mind that just because a person knows the information, it doesn't mean they can translate that information into actions.

Finally, make sure you have a plan for after the training. If you decide training is the appropriate option, you must make sure you take the time to reinforce the training back on the job. A training session doesn't succeed in a vacuum. Management, supervisors, co-workers must help in making sure the training transitions back to the job. If you are a manager or supervisor, make sure you are comfortable with the concepts and techniques that were taught. No time, you say. That's why we've hired a trainer, you say? A trainer can impart the information. A trainer can make sure the participants are able to demonstrate the new skill set. A trainer cannot ensure that the new skills will actually be used on the job. That's the responsibility of the hands-on manager. Coaching your people on a regular basis will ensure that new techniques will be used. Coaching your people in a respectful, supportive manner can make certain that new techniques that you want used - will, in fact be used.


Training does work. But it must be done right and for the right reasons.

Filling the Funnel: It's Important

Among the best ways to keep a steady flow of customers and sales revenues is to make sure that you always have opportunities in your sales funnel. What's a sales funnel? A sales funnel is the group of potential accounts you are working on.

Everyone you call on - suspects, prospects , current customers - gets dumped into the funnel together. However, they will move through the funnel at varying rates.

• Some will just disapperar. 
• Some suspects will remain just that and not progress any futher. Remember, prospects are those suspects who have a viable need, budget for and want your products. 
• You will have customers that may continue to come back to you to service their needs. 

All will have varying places in the funnel.

But here's the problem: we can get so caught up in closing certain accounts that we forget to push additional suspects and prospects through the funnel. This eventually will cause your sales rate to slow down or stop.

Keep Your Eyes on the Prize

No matter how big that potentials sale is, make sure it does not consume you. Continue your prospecting efforts and take time every week to make sure that you are continuing to add potential accounts in to your funnel. 

Create a Calling Plan

• Regardless of where you get your names/contacts from, you must have a plan for implementing your calling efforts. In some firms, this will be done for you. In others, you are on your own to decide how you wish to spend your calling time.

• There are 4 types of calls
• Prospect: People/Organizations you haven't done business with before
• Customers/Clients: People/Organizations that either are currently doing business with you or have done so in the immediate past
• Lapsed Customers: People/Organizations that did business with your some time ago
• Call backs: People who are currently part of your calling cycle.  They may be prospects, customers or lasped customers. In each case you have not yet concluded your sales cycle. 

Make sure you have all 4 represented in your funnel. Without taking the time to manage your funnel, you will not get the results you want. To a certain extent, this is about time management, but it's time management focused on the best ways to acheive your sales goals. You can make all the calls you want, but if you aren't filling and then managing your sales funnel, you are just spinning your wheels in the mud.

5 Thoughts on Achieving Success (When You May Not Expect It)

Wow! What a busy summer it's been. Usually the months of June, July and August tend to be slower for me. Most organizations don't want to schedule training during those months due to vacation. The fact that it's different this year speaks to a few things. We can be proactive and make things happen for ourselves. It's for us to be our own catalysts for change.  Here are five thoughts to help you.

First, change your reality. I've made a commitment to making sure my marketing efforts are consistent and give value to potential clients. I decided to market as though the summer was any other time of year. Business continues and the need for skill development doesn't stop because the weather is warmer. Is scheduling more challenging? Sure, but why wait to solve sales or service issues that are costing your firm money? 

Second, we can't just roll up the sidewalks and go home when things are tough. It's even more important to keep our skill sets current and look for new ways to achieve our goals when times are hard. Analyze the strenghts and weaknesses of your team. Where can you improve?

Third, we can't wait for the economy to recover. We have to be proactive in our own corner of the world. We need to focus on what WE can do. Look at the areas that are within our control. As sales and service professionals we control our behaviors. Have we presented our offer in the best possible light? Are we helping to guide our prospects or customers through the decision making and purchasing process or do we just say "No money.... what's the use?" Fortunes are made even in depressions, folks. Target the right people, the right industries, arm yourselves with the best skills possible and see what a difference that makes.

Fourth, approach everything with a "can-do" spirit. Yes, I know that sounds hackneyed and I'm not a believer that positive thinking solves everything. But I DO believe that positive thinking/attitudes help us make better decisions.

Fifth,  make your goals personal. Don't just look to succeed in order to fulfill company objectives. Think about success looks like to you. A promotion, higher commissions, or just an easier day at work? Be specific. If you're in inside sales think about what higher commissions will bring you. A better hotel on vacation? New kitchen cabinets? Monies to be saved for college educations or just a rainy day? If you're in service, you might be thinking about the next step in your career. How can achieving company goals help you achieve that? Perhaps you'd just like to be less tired at the end of the day... Personal goals help you succeed. Just as we're told that buyers are always tuned in to radio station "WII-IM : What's In It For Me" so are we too. We're all just human. Go with it.

I wasn't expecting this summer to be so busy but in retrospect I'm not particularly surprised. I made it happen. You should, too.