Can I motivate you?

“My team isn’t motivated. Can you train them to be motivated?”

Yes, I have gotten this request a number of times throughout my career. 

Which leads to the question: can you make people be motivated? 

Can I motivate you?

Sure I can. it's just not going to last very long. It's easy to give a motivational speech, get everyone hyped up, and then send people on their way. Are they still hyped up 3 weeks, 2 weeks, even 1 week later? That type of motivation - a one time “rah-rah, you CAN do anything” - doesn't last very long, it's not enduring. If we want people motivated, we need to realize that motivation comes from within. True long-term motivation is something that comes from within ourselves. As a Leader, if I want my team members and my colleagues to be motivated to perform well, I need to do more. I need to create a motivating environment.

But wait! Didn't I just say that I can't motivate people?  I did. The key is finding out what motivates each of my team members. Everyone's motivation can be different. If I'm going to be an effective and successful leader, I need to take the time and discover my team's motivation triggers. 

Some people are motivated by money. They see money as the ultimate stick by which to measure themselves against other people. Others are motivated by recognition. Positive affirmations are essential to their well-being. Some people are motivated by perks and benefits. Additionally, there may be team members who are motivated by the social aspects of a job such as meeting new people, celebrating occasions, or having an overall “fun” environment. You won’t know, though until you ask.  

I know many leaders will say they don't have time for these types of conversations. my response is that you don't have time not to - you will spend extra time trying to keep people engaged in the workplace while having no idea how to engage them.

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. 

Vital to Your Success 2: More Roles for the Inside Sales Manager

Motivator

It can be unnerving - sitting in a client meeting - when a top manager turns to me and begins to talk about how poor motivated the sales or service staff is.(My brain begins to signal UH OH!) Not a bad thing unto itself, but this is what usually follows: This  upper level management member says they need their managers to "Fire them up!” “Get them going!” “Motivate them!” 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.(sorry!) 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. With out understanding what is important to the employee, it is nearly impossible to be effective in motivating
them. 

A manager needs to discover what motivates each of their subordinates and create their motivational plans accordingly. It is difficult to motivate others but it is possible to create an environment conducive to motivating each rep. This is effective motivation. 

Positive reinforcement should always be chosen over negative. Most importantly, 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. It’s important to observe how people react to each incentive. Some people respond well to certain things, others have different expectations. Don't use programs/incentives/etc because you like them - use them because your staff will.

In looking for motivators, a manager must observe their employees. Plus, keep in mind that motivations change. What motivates people can change based on what is happening in their lives. For example, a sales person who usually isn't motivated by money may 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 sales people will not be satisfied by monetary rewards.

Vital to Your Success: The Roles of the Inside Sales Manager

The role of the Inside Sales Manager is a critical function. Unlike many other jobs with the term "manager", an inside sales manager is dependent on others to achieve their goals. They accomplish their goals through others. They are several roles an Inside Sales Manager must play. Among them are:

Developer
A great Inside Sales Manager knows the value of developing their staff. Keeping people at the same level of performance and responsibility is boring for many and ultimately dissatisfying for most. Developers make a point to cultivate the skills and potential of their staff. They take the time to help their staff both individually and collectively obtain the skills they will need to be successful at their jobs. 

Inside Sales Manager knows the value of developing their staff. Keeping people at the same level of performance and responsibility is boring for many and ultimately dissatisfying for most. Develops make a point to develop the skills and potential of their staff. They take the time to help their staff both individually and collectively develop the skills they will need to be successful at their jobs.  A great developer provides formal and informal opportunities for learning and development. They give greater responsibilities were appropriate ty & possibilities for growth

 A great developer provides formal and informal opportunities for learning and development. They give greater responsibilities where appropriate and activity look for possibilities for growth.

Coach
A coach makes sure that each person on their team is working to their potential. Coaching is generally done on a one on one basis. Spends time helping to hone skills then reaps rewards of increased sales just as an athletic coach wins more games.

Coaches take the time to discover what works and doesn't for each individual reporting to him. This is an individualized approach. It requires paying attention to what the rep says on the phone and  what they do not. Observing work habits and not being afraid to say something.

Yes, I've used the work "afraid" Many managers fail at coaching because they are afraid. Perhaps they've not been trained for it. Perhaps they dislike confrontation. There are many reasons manager fall down on the job when it comes to coaching.  Think of it as a sales situation. Map out your goal and the best way to achieve it. Just like each of your prospects and customers are different, so are your sales reps.

Get the best out of them by spending time with each and modifying - individualizing - your approach. 

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.

What Do I Do?

I like to use this blog to help and educate others not to promote myself. However, I do feel that I should - from time to time - review what I do and how I can help others (individuals and organizations) to succeed.

So, here's a run down. My contact information is:

Call: 973.709.1252
Fax: 973.709.1818
website: www.krgcommunications.com
Email jkirby@krgcommunications.com 

twitter: @thejoannkirby

 

Find me (Jo Ann Kirby) on LinkedIn as well.

Here's a brief rundown of some of the services offered by KRG Communications Group:

Inside Sales/ Customer Service Training and Consulting

• Training:
• Telephone Techniques/Etiquette
• Sales skills
• Customer Service Techniques
• Leadership and Management
• Supervisory skills:coaching and counseling for improved performance

Consulting:

• Interviewing/hiring
• Script/Presentation development
• Quality assurance procedures
• Development of metrics for performance expectations

I also teach public speaking skills. (private sessions)

Be the Best that You Can Be! 

I can help with that.

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

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.

The Best Sales Trainers Sell the Best

As a change of pace, I wanted to spend some time talking about training and leadership.  There's a parallel between training and selling. Let's walk through it and see if you can spot the similarities while exploring the differences between effective facilitated learning and teaching orientated training.

You might find yourself asked to "train" others without learning how to so 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? If you are 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.


Teaching assumes that the learner knows nothing and the teacher everything. Some of the differences between teaching and learning can be summed up in this way:

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

Participating in the experience helps retain information more effectively 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.

Preparation: A Key to Success for Inside Sales and Customer Service

Have you prepared properly for your inside sales project? Whether it's a new assignment for the team or whether you've tasked your customer support personnel with revenue responsibilities beyond up-sells and cross sells, preparation is key of a successful endeavor. 

I was once tasked with the assignment to start an outbound lead generating  team for a small company. On my first day of work, the company owner gave me a list of customers and told me to call them "to see how they are doing". At least I had tons of experience doing similar projects. But how often do we do the same thing to brand new, relatively untrained inside sales personnel?

Let's make sure that we increase our odds of success by doing some planning first. This is important whether you are creating a framework and process for a team of 10 or whether this is your solo show.

Here are some tips for getting started:

• Make sure you know exactly what you want to accomplish. Too many people decide to add inside sales to their business mix and then tell their customer service people to "call and see if you can get them to reorder". 
• Your objective should be well thought out, measurable and specific.
• Break every thing out. No detail is too small. 
• Visualize what you want the results to look like and work back from there. 
• Consider the optimum style of selling. Is this a prospect effort or repeat customer sales? 
• Metrics are important. You can't improve if you don't measure. Consider tracking the following: How many orders will you expect - hourly, daily, weekly? What dollar amount? How many dials per day? How many contacts? What products should be suggested? How much of each do you want to sell? 

Without doing this type of thought process up-front, you will be running a muddled mess within 3 months.Taking the time to prepare thoroughly may push your implimentation date back, it will be worth it in order for the project to succeed. 

Money Can 't Take the Place of Leadership

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


So, give them the right package and great sales numbers will result. Right? But often it only leaves 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 managers feel that since people are motivated by money, their employees -whether in sales or service - 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 speak with yet another "decision maker".


It's up to the you - whether manager or owner - to make sure that the employee has all the tools necessary to be successful in the job. It's up to you to make sure that your employee 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 isn't a substitute for your leadership. 

Managing to be the BEST

Today you're a salesperson, tomorrow you may be asked to lead a team, supervise a group or manage a department. Whenever you find yourself in a position of needing/using others to help you accomplish goals, you'll want to be able to manage or motiviate others to their peak performance. 

Whether you're a manager of a traditional sales or service department, a distributor with a downline, or a team leader for a sales account, the way to improve productivity is not just through training but by providing regular reinforcement. People perform best when they know what's expected of them. The best way to do this is by actively reinforcing behaviors. Here are some tips.


Give positive feedback promptly
This reinforces positive behavior.
TIP The sooner the positive feedback is given after the actual performance of the activity, the greater it's influence. The longer the time period between the action and the reinforcement, the less influence the feedback has. So don't wait for a meeting: DO IT NOW!


Give specific positive feedback.
Be as specific as possible.
TIP Give examples by repeating the words or the techniques used.


Reinforce small achievements
TIP Even if skill mastery is not complete, let people know you are aware of their improvements.


Give negative feedback privately
This enables employee to receive appropriate feedback along with suggestions for improvement without loss of face.
TIP Public shaming (i.e. calling someone out during a meeting) will not increase performance. Rather it breeds resentment and turnover. After all, who wants to work in that type of environment? Keep it private and keep comments focused on behavior related to speicfic job performance.


Everyone learns and masters skills at a different pace. If an employee or team member is not showing improvement, ask these questions:

• Do they know what is expected?
• Have they been given appropriate training?
• Have they been given a specific time frame for mastering the skill?
• What are the consequences for non-performance?
• What are the rewards for performance?

People want to succeed. Increase your success by helping them do so.

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.

Calming an Irate Customer

Nothing can be more frustrating than a caller who is irate, no matter how well trained or prepared we are. Dealing with some one who is irate evokes emotions in us. These emotions tend to cloud thinking and make it difficult to respond effectively to the caller.
Here's the kicker: if a situation is not handled correctly, the caller becomes even more irate - creating bad blood between the caller and the company.

There are several points to consider when communicating with an irate caller:

Evaluation of the situation: Be sure not to negatively evaluate the caller's complaint. Listen actively and objectively, and then do all you can to assist them.

Strategize: Sometimes a caller may think we are not "leveling" with him, particularly if they've had problems before. Strive to sound sincere and open at all times.

Control: Keep control of the conversation even though it isn't always easy to handle. You keep control by asking questions and gathering information. Use a combination of both open and closed ended questions to keep the information flowing and keep you in control.

Neutrality: Listen and stay neutral. This can be hard, particularly if something about the caller strikes you the wrong way. However, you want to stay neutral. It will assist you in the calming process and not alienate the caller or you. Try to separate your emotion from the issue at hand. It will be appreciated.

Superiority (ditch it!): Deal with callers as equals. No one likes to be treated as an inferior. You may know why your company policies exist, but your callers should not be expected to understand. Often policies and procedures seem incomprehensible to outsiders. Help them out. After all, these callers are your customers or potential customers. They are the people who make your paychecks possible.

The Telephone Interview to Hire Right

The Telephone Interview to Hire Right 
(which means it also contains hints for you if you are the person being interviewed!)

Part 1 

I'm a huge fan of the telephone interview. I've found it to be one of the best ways to make a quick assessment of a person's voice and skills in presenting themselves over the telephone. I recognize that incoming calls are time consuming, but resumes can be completely useless in judging a person's potential. If necessary, find some one who can telephone interview for you- either yourself or someone on your staff or you can outsource by using a specialist (usually a consultant/trainer) in this area.

Telephone interviewing allows you to hear how an applicant makes a cold call to sell a product they are very familiar with - themselves!


By using an experienced telemarketing professional to do your telephone interviewing, you can actually save time during the interview process. That's because you can eliminate many candidates simply by listening to how they present themselves. Nothing is more disheartening than to have read a great resume, called some one in for an interview and realize the candidate can't even sell himself.


What to Look and Ask for in the Telephone Interview

The first area I check for in a telephone interview is voice. I do this by actively listening during the conversation. Is it clear? Can you easily understand what they are saying to you? I find a voice does not have to be accent free to be successful- but they do need to be understood. An accent can actually work in their favor, as a way to differentiate between people who call. At the same time, the voice should be using correct grammar and syntax. After all, this person will be representing your company.

Another important point about voice: some people sound different over the telephone than in person. What you might hear and like about a voice during an in-person interview may sound very different during a telephone interview. Our society is a visual one. Most of our communication skills are non-verbal ones. As a result, when we converse face to face, we tend to overlook vocal nuances that may become magnified over the telephone. Since inside sales or customer service reps will be communicating without their non-verbal skills, you must pay increased emphasis on vocal impressions.

A vocal impression creates perceptions as to that person's education and status in life.

When we open our mouths and speak, we tell a great deal about ourselves regardless of the content of what we say. Our voice makes as much of an impression on others as does our appearance. Just as we would not go for a job interview in rumpled, stained clothing, voices should not give the impression of being rumpled and stained - carelessly put together with no thought as to how we may be regarded by others.


When listening for voice, I listen for pleasing tones and good diction. I do not want the "professional announcer" voice. Rather I am listening for a voice that is compelling but friendly. You want people to stop and listen to what your employees have to say. It is essential for any successful sales or service rep to create a positive vocal impression.


I take charge of the telephone interview. I ask for name and telephone number up-front. If the position requires previous experience, I ask about it next. I try to find out what appealed to them about the job and why they are looking for a position. I ask about previous job experience. For example, what specific companies did they work for-what did they do-and how long they were employed at each. I am not looking for a complete history at this point. Rather, I am getting a feel about what they've done and for how long. This helps to tell me whether I have a good fit, based on my employee profile and job description. I also like to find out previous salary if possible.


While I am talking and listening, I am judging the following:

Does this person converse easily?

Do words flow in a focused, purposeful manner?

Is the candidate willing to give you names of firms they worked for?

Does the candidate present himself in the most positive light?

Are they prepared to speak to you?

Do they demonstrate a positive, professional behavior or do they act as
though they would be doing you a great favor by working for you?

Is their voice easily understood? Do I have to ask them to repeat what they are telling me? 


These factors will help you make an informed hiring decision.
(part 2 - coming next week)

Important Metrics for Inside Sales - Part 2

I think we can agree that dials per day/ dials per hour is the first number we should look at when looking at metrics for inside sales. However, that won't tell us the whole story. The next figure we should pay attention to is the "reach". Some people will also refer to this as the number of decision maker contacts.

This overall figure is also a raw number but measuring this will give us even more information. If I’m not reaching enough people with the responsibility and authority to make a decision, I’m not going to be able to sell. 

Look carefully at any barriers. The easiest one to look at first is skill level. Do people know how best to reach a decision maker? Solving this may take a combination of coaching and training. Being able to reach the right person requires the skill set to do so. Do the inside people know how to use a screener to get additional information? Can they talk to others in an organization in order to find to best person to speak with? Can they create an effective voice mail message?

If you decide that the employee's skill level is fine, you'll next want to look at your lead sources. Are you asking your inside reps to call the right people? If you are prospecting you might want to take a look at the titles and departments of your current customers to make sure you are focusing your efforts in the right place. Having better names upfront will help make the most of your phone time.

Another similar metric is reach per dial. Once I've decided what an acceptable overall reach for the hour/day is, I'll want to drill this down even further. I've found that it usually is a 3 to 1 ratio between dials and reaching a decision maker. In other words, you've got to call someone an average of 3 times before you might get to speak with them. Now keep in mind that this is an average, some people you’ll reach right away, others may take you 5, 6, 8 dials. 

To determine the cause of a higher than usual number, go through the same process as you would for the overall reach. Some units will prefer to measure reach per dial alone. In the end an inside rep making slightly less dials but has a higher reach will be the more successful sales person. The challenge for management is to learn what the parameters for success should be.

Sales Leadership

Leading for Sales Success

Sales Leadership takes two forms. The first is the sales person as leader in the buyer seller relationship. The second form of sales leadership is as the leader of a sales team

A successful sales person understands that the best way to sell is by leading not pushing. Lead by:
- Being the expert regarding your product
- Understanding the needs of your customers
- Able to suggest ways for your product/service to make a meaningful contribution to your customers’ success
-Asking the right questions to show customers you care
- You succeed because they succeed: win-win selling


Leading Your Sales Team

As a team leader or manager, your goal is to get work done through others. There is a difference however, between managing people and leading them.

- The same person can lead and manage: Can be separate parts of the same job
- Managing is task oriented. Leading is people oriented
- Managing is about telling; leadership is about persuading
- Leaders create environments for people to succeed.
- Leaders lead by example
- Leaders offer opportunities for development

A true leader thinks in terms of how they can help their team succeed. This is Servant Leadership. Leaders succeed because their team does. Managers tend to think in terms of their own needs first.

In the Beginning

It's always best to begin at the beginning....
I'm creating this blog as a means to put some of my thoughts and ideas into words and actions, for myself and for others who will come to read this. I am passionate about great interpersonal skills in business, whether they will be used in sales, customer service, managing others or simply managing your relationship with the guy in the next cubicle.

...and of course it's always easier to talk about them than to actually use them. One of my biggest issues with online courses is that they are great for learning about a skill but few of them are able to tell how well the person taking the course will be able use the skill appropriately. I have a Masters degree in Management and Leadership. It doesn't make me a great leader, it just means I know what to look for in great leaders. Reading and absorbing are very different from practicing and doing.

... in addition, it can be very difficult for people to use certain interpersonal skill sets. It may take us out of our comfort zones, force us to handle issues we may find distasteful or unpleasant. One of the more difficult duties I've had as a front line manager in a call center was to gently (very gently ;0 ) tell people about offensive body odors or personal habits. I did it, though. In the end, being straight with someone is a kindness, providing we remember to treat others with respect and dignity, always remembering that we are dealing with fellow human beings who are deserving of our support.

So, I'm passionate about interpersonal skills, I'm passionate about treating people with respect and dignity and I'm passionate about getting results and being successful. Let's see where this blog takes us...