What Sales Managers Need To Know To Win!

Manuscript

Breakthrough Sales Management:
What Sales Managers Need To Know To WIN!

Introduction

I have several biases. One I am a student of Dale Carnegie’s famous book “How To Win Friends and Influence People” I believe in taking the positive approaches with people to a fault in leading greatness. Second, I believe in being intentional and making things happen and do not depend on hope or luck to determine my success or others victories. Although; I do believe, as I heard Arnold Palmer, the world famous champion of golf, say “the harder I work the luckier I get”

Maybe you are having the same challenge I had: as your organization is growing and your sales management team is maturing in their abilities and talents, I began to look for reading resources that would aid their professional development. What I discovered was a lot of material on sales, motivation and management but nothing that pulled all the disciplines together specifically targeted to Sales Managers. Therefore, I took it upon myself to write several drafts over the last 5 year as I flew across country, visiting our businesses. I would pull out my lap top and write about my experiences and thoughts as a personal memo to my Sales Managers. As I flew late at night between State College, Pennsylvania, Detroit, Michigan, Milwaukee, Wisconsin and Las Vegas I wrote a lot of words with little order or congruence. Therefore, I asked an English Lecturer from Penn State named Faith McDonald to help with the editing. I am not a writer. I am a speaker; however, I was not confident that the other 200 USAir passengers would have enjoyed my speaking into a microphone at 30,000 feet while they were trying to sleep.

If you are reading this book, most likely you are a Sales Manager and I trust you will read with an open mind and receive the information as it was intended -- not as a management code, but as a helpful guide to your continued success. If you are not in sales management perhaps someday you will be, regardless enjoy!

Would you like to read more of my manuscript? Please post a comment. I would like to hear back from you and as always, please visit our website for more informaiton and for our upcoming training schedule.

http://www.dalecarnegiesystems.com/

Five Successful Strategies for Selling in Turbulent Times

Several years ago at our International Dale Carnegie Convention John Hines befriended my, at the time, 11 year old son Sam. A retired franchisee, John had had an outstanding career with Dale Carnegie and was well respected. John told Sam that he had written a book and when he got home to Wisconsin he would send Sam a signed copy. He then went on to tell Sam that if he could understand the essence of the book he would never be without a job or money for the rest of his life.

As you can imagine Sam was rather excited and anxious to receive Mr. Hines’ book which he believed would contained the secrets of financial freedom. I forgot about the exchange held in early December and when we returned home I was preoccupied with year end business stuff and of course the holidays. I missed Sam’s expectant look each day when the mail arrived. I am sure after a week even Sam gave up thinking it was a nice thought but really, what are the odds that an elderly gentleman would remember to send his book.

Much to our surprise a week before Christmas a package arrived from Wisconsin. Sure enough it was Mr. Hines’ book. Sam tore the package apart and grinned from ear to ear as he read the title. Then his smile turned to a frown as he opened the book and then back to a grin as he understood the thesis of Mr. Hines’ book. The title was “How to Sell and Make Money without Working” . . . and all 145 pages were blank.

There is no easy street in true selling; it is the discipline of consistently doing the right activities under pressure. I remember writing a commission check to a sales associate for $12,000 for six weeks of work, and then having the person resign, thank me and simply say, “I am not interested in working that hard.” I appreciated the honesty and felt bad that she missed out on all of the seeds that were planted during those six weeks.

Selling in good times is about discipline. Selling in turbulent times is even more about having the right personal discipline to win. So with the right work habits and right personal discipline here are 5 strategies that will work today:

1. Make contact daily with your current customers and ask for two things: (1). What else can we do to help you meet your business objectives and (2) ask for referrals
2. Go see your most valued customers and top 10 prospects. They most likely did not wake up this morning looking for you. Go see how you can help.
3. Dare yourself to break all Sales Records
4. Use Mr. Carnegie’s Golden Rule . . .”Try honestly to see things from the other persons point of view.”
5. Be a relationship builder . . . build trust and drive out fear . . . we are helping, not selling.

Remember during turbulent times we need to draw upon our courage as sales professionals.

Eddie Rickenbacker the famous World War I fighter pilot said, “Courage is doing what you’re afraid to do. There can be no courage unless you’re scared.”

Also remember the words from Peter Drucker, “Whenever you see a successful business, someone once made a courageous decision.”

What strategy is working for you? Let us know with your comment here.

If you are interested in learning a time tested sales process or honing your sales skills check out our upcoming Sales Program.

7 Tips to Stay on Top of Change

Change is a constant. People, departments, and teams respond to change differently. The same change implemented in different areas can produce distinctly different outcomes. Helping everyone in the workplace to be and stay engaged during a change will increase the probability of an end result that is positive. These tips show you how to stay on top of the change engagement process by thoroughly preparing for it, while allowing for various outcomes. These tips allow you to take a structured approach to organizational change and still maintain flexibility.

1. Motivation for Change
There are internal such as well as external reasons for change. Internal reasons could include upgraded technology, expansions and growth, or continuous improvement. External reasons could include reorganizations, management changes, relocations, or acquisitions/mergers. Recognizing the motivation for change can help everyone start the process together.

2. Analyze the Situation
As the change moves forward, leadership takes the time to analyze the risks and opportunities associated with the proposed change. This will include the following questions:

• What are the potential gains in undertaking the change?
• What are the costs?
• What are the risks of making the change?
• What are the risks of not making the change?

3. Plan the Direction
Once the analysis is complete and the decision to move forward has been made organization develops a plan for change implementation. This is a critical step and many organizational change initiatives fail because of lack of careful, thorough planning. In this step, the stage is set for the ultimate success of the change. Key elements of the plan must include:

• Planning for the impact of the change on individuals who will be most affected.
• Planning for the impact of the change on the systems within the organization that will be most affected.
• A step-by-step plan for integrating the change into the organization.
• A review plan to measure the success of the proposed change.

4. Implement the Change
Depending on the type and scope of the change, implementation within the organization may be gradual or abrupt. Changes such as layoffs or acquisitions often are implemented with little prior warning; while staffing, reorganization, or technology changes may be phased in over a period of time. The team's most critical role in this step of the change process is to maintain open, honest lines of communication with each other. Consider the following:

• Define individual responsibilities.
• Announce and launch the change.
• Adhere to timetables.
• Promote the anticipated benefits of the change.

5. Review the Direction
Once the change has been implemented in the organization, the outcomes of the new structure and system need to be monitored. Change evolves. This means that the change may not develop exactly as planned or that every individual affected by the change will react as anticipated. Everyone can observe review checkpoints to see whether the change is working as anticipated and is producing the desired results. To help everyone participate in the review establish and communicate the following:

• Establish ways of measuring results.
• Communicate criteria for successful change outcomes.
• Coordinate the gathering and measuring of change effects.
• Inform key team members consistently during the review process.

6. Adopt
When you have reviewed the change implementation and found it to be succeeding as planned, the organization adopts the change and it becomes part of the new organizational norm. The review process transitions to the ongoing monitoring of the changed systems and relationships within the organization. Some questions in continue to ask include:

• How well is the change meeting planned outcomes?
• How well have you adjusted to the new status quo?
• What aspects of the change have not met expectations?
• What is your role in making those aspects more successful?

7. Adjust
If the review process concluded that the change is not working as planned, you should adjust the change implementation. Assuming that the organization executed the change analysis and plan accurately, you should be able to adjust the implementation of the organizational change to achieve your desired results.

• Determine where the outcomes are falling short of your plan.
• Engage key individuals in determining adjustments that need to be made.
• Keep the lines of communication open with everyone involved.
• Make adjustments to the review process and to the change implementation.

Leadership Training for Managers helps managers and supervisors discover how to lead people and manage process. Contact us for more information.

How to Lead in Turbulent Times

It is easy to lead when things are going well. It is natural to use good human relation principles when everyone around is happy and upbeat. In fact, during good times, leading is pleasurable, fun, exciting, and exhilarating. During good times almost any leadership philosophy can be made to fit any situation. Most of us have lived through the upbeat thinking and have volumes of leadership guru books on our shelves. Today seems hollow and uninspiring as we face the challenges of 2009.

Growing up, I was always reminded by my grandfather and father of a simple truth. Albeit a little league baseball game, high school football game or in business; when things get tough the tough get going!

This is why I am so excited. Not just for myself but for companies and institutions all over North America who are feeling the financial squeeze.

Truly Great Leaders have the opportunity to emerge.

Use these five time-tested hints to improve your leadership during these turbulent times:

1. Be an encourager – Always look to encourage others who are feeling the same pressures as you. How? Pick up the phone, make a call, have lunch, send an inspiring personal email or write a note (hand written). People always feel better when they see the positives.
   
2. Choose to be positive – Have a positive attitude that is contagious and not phony. Be real and believable in what you say and do.
   
3. Be strong in grace – Always give others the benefit of the doubt. See the good in what they say or do and ignore or forget what causes you frustration.
   
4. Be a visionary – Remember what goes up always comes down and what goes down always goes up. Keep in mind the morning after the storm . . . the sun always comes up. Use this time to see a more exciting and prosperous future . . . Keep in mind what could and should be regardless of what is.
   
5. Keep your perspective – Always remembering that it is just money, a car, a house, a job or whatever is causing you the moment’s stress . . . this too shall pass. Last night I visited a neighbor whose wife, age 40, is in the hospital with little hope. Perspective is the ability to keep in mind “what” is really important!

Lead with intention and purpose this day, week and month.
You will watch turbulent times turn into extraordinary times!

What do you focus on when, "things get tough and the tough get going"? Post an idea!

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Looking to give your managers a competitive edge? We can help.

Be As If You Are

In life and in business there are always first times.

I remember my first wrestling match in 9th grade on the Junior Varsity team. My coach told me I looked nervous. He was right! I was so nervous I wanted to go hide. He gave me a small key to success when he said, “act as if you are a state champ.” Well, I could do that. I wasn’t sure what would happen when the whistle blew but I could look good. It must have worked, I won 7-4.

When I was 28, I had to run my first Dale Carnegie workshop. If the workshop went well up to 6 individuals might enroll in my upcoming public class. I tried to get someone else to run the workshop. I had never conducted one and sure didn’t want to blow it. No one was available. I had to do it.

I arrived an hour early and sat in my car in a panic because this would be my first time. I then remembered Mr. Carnegie’s words, “if you act enthusiastic you will be enthusiastic.” I could do that. Then, I remembered the words of my junior high wrestling coach “act as if you are a state champ.” Well, I got out of my car with enthusiasm and renewed confidence. This company was so lucky because the best Dale Carnegie workshop presented on planet earth was just about to happen in Chambersburg, PA this very morning. Yes, great things were about to happen.

After 20 years, I really don't remember too much about what went on in that workshop. I do remember two clear results.

1. All six potential class members enrolled.

2. I never again asked someone else to run a workshop for me when I was available.

When you train and commit yourself to being the best that you can be at what you do on planet earth you will exceed expectations, yours and others!

Put another way. . . .

Be it!
Act like it
Think like it
Feel like it
Look like it
Speak like it

What are you going to differently to today to “Be it?”

Turkey Bowl Update - A Lesson in Selection

Since the 3rd grade we’ve known that if you pick the best players you win. My new son-in-law, Jeremiah, was selected by the other team in the Turkey Bowl. (to read more about the Turkey Bowl, click here) Not only did the other team win but Jeremiah, my new son-in-law, was awarded the Outstanding Player trophy. To think that my daughter Alexandra, in her first year of marriage (the wedding was 12/29/08), will be displaying the Outstanding Player of the Turkey Bowl trophy proudly on her mantel. . . WOW what a life! After all, my wife, Colleen, had to wait 10 years for that honor. It was the year that I dazzled the family team by throwing several touch down passes. As a result, I received that prestigious award. Interesting, now that I think back, shortly after I got it home somehow it was misplaced for 11 months. . . .

The facts above are true. The lesson for us as business professionals, who are growing and developing work teams, is that it’s all about selection and finding the right people. I know there are assessments and profiles to take that can help us determine who might be the right fit. I do believe they have a place in our thinking. We must also remember the skills we used in 3rd grade when picking our team, our intuition, our guts. It just makes me smile, thinking back over the last 20 years of sales management experience. Sometimes I wish I had trusted my guts more, like I did in the 3rd grade when picking a kick ball team at recess.

Selection of talent is critical this year as we all work through these challenging economic times. Those who survive and win, without question, made the best talent selections.

What is one of the best tool you’ve found to help select exceptional talent?

We have a wide range of assessments available, contact us for more information.