NZ Sales Manager - Issue 105

APRIL 2016 | ISSUE 105

What’s Your Problem?

Page 6

NZ’S E-MAG FOR SALES LEADERS | WWW.NZSALESMANAGER.CO.NZ

From the Editor W

e have a new section in this issue called ‘From the coalface’ where we ask a question to three sales professionals.

We kick off with the question - ‘what to do if you find yourself in a rut of poor sales performance’. If you are not quite making the numbers since Easter, then check this out for some great tips.

If something is not working out for me, I start with asking the question why? I need to be my own personal trusted advisor, ask the tough questions of myself, and find the honest answers. Until I understand the problem, I can’t find a solution.

though the problem is in our blind spot, being caused by something we are not aware of.

Or it’s in our ‘denial spot’, and we resort to excuses or finding other problems that seem easier to fix.

If you are not sure of the reason why, then maybe it’s time to invite your coach or mentor for a coffee and get some candid feedback.

If you know what is going wrong, then some of the tips in this issue will certainly help you to find the solution. Sometimes

CONTACT/SUBSCRIBE&SHARE W

www.nzsalesmanager.co.nz

E

pauln@nzsalesmanager.co.nz

RICHARD LIEW Managing Director

021 123 456

www.espiremedia.com richardl@espiremedia.com

SUBSCRIBE AT

www.linkedin.com

www.nzsalesmanager.co.nz. It’s free!

ABOUT Short and sharp, New Zealand Sales Manager is a free e-magazine delivering thought provoking and enlightening articles, and industry news and information to forward-thinking sales managers, business owners and sales professionals.

02 |

PN

www.nzsalesmanager.co.nz

ISSN 2230-4762 EDITOR Paul Newsom ART DIRECTOR Jodi Olsson GROUP EDITOR Richard Liew CONTENT ENQUIRIES Phone Paul on 021 784 070 or email pauln@nzsalesmanager.co.nz

ADVERTISING ENQUIRIES Phone Jennifer on 03 443 6316 or email jenniferl@espiremedia.com

Landscape powered by Helix

New Zealand’s most powerful and dynamic segmentation solution

Inivio introduces New Zealand’s first truly household level segmentation product.

Inivio have teamed up with Roy Morgan Research to create Landscape powered

by Helix providing a dynamic and comprehensive view of New Zealand consumers.

Roy Morgan collect a myriad of data on everything from income, discretionary spend, response to marketing mediums and thousands of other variables that drive New Zealand consumer attitudes and buying behaviour.

Landscape Powered by Helix builds upon Roy Morgan’s Helix segmentation solution with enhancements utilising Inivio’s verified household level intelligence to create the most dynamic and granular segmentation solution for NZ.

Next steps

With Landscape powered by Hel x you will: Receive dynamic updates every quarter Gain access to Roy Morgan’s Helix website to view research intelligence and media consumption trends Manage marketing & risk through identifying value segments and how to attract likeminded prospects Focus media buying based on value prospect behaviour

To find out more contact Inivio on 09 367 6285 or visit www.inivio.co.nz

© 2013 Veda Advantage Solutions Group Pty Limited This document is the intellectual property of Veda Advantage Solutions Group Pty Limited. The information contained in this document is confidential and may not be stored, copied, given, lent or in any way transmitted to any other company or person without the express written consent of Veda Advantage Solutions Group Pty Limited.

contents

APRIL

THIS MONTH'S MUST READ...............................................................................................................6 WHAT'S YOUR PROBLEM?

BOOK REVIEW.....................................................................................................................................9

More Life, Please! by Christian Marcolli

FROM THE COALFACE ...................................................................................................................10 WHY WOULD YOUR COMPANY WANT A SALES MODEL..................................................12

QUICK FIX..........................................................................................................................................15 It’s not what you sell, it’s how you sell

CHANGE TO FIVE BUSINESS PRINCIPALS THAT NEVER GO OUT OF STYLE.................16

TWO MINUTE TOP-UP.......................................................................................................................20 DOES YOUR AUDIENCE WANT TO FAST FORWARD YOU?

EVENTS CALENDAR...........................................................................................................................22 DID YOU KNOW?................................................................................................................................22 THE CLOSE........................................................................................................................................23

04 |

www.nzsalesmanager.co.nz

GOT A PRODUCT, SERVICE OR BUSINESS WORTH TALKING ABOUT? Want to grow brand awareness in a more effective and useful way?

TALK TO ESPIRE MEDIA ABOUT OUR CONTENT MARKETING SERVICES We offer a range of ways to attract and retain customers, by creating and curating relevant and valuable content to engage and add value to your audience.

BENEFITS: • Expand your digital footprint • Grow brand awareness • Increase traffic to your website • Thought leadership • Media exposure • Attract new customers • And... grow SALES!

Get in touch with Jennifer now to discuss our options. +64 3 443 6316 (NZT) | jenniferl@espiremedia.com | www.espiremedia.com

Check out our blog for content marketing advice, tips and ideas, plus a free copy of our content marketing guide The Content Creation Cookbook!

MUSTREAD

What’s Your Problem?

Words by Sandy Geyer

T

his is a question many of us associate with hostile intentions. The idea of someone picking a fight with someone else on the playground comes to mind. But this is an important question for business leaders and sales executives to be asking, and to keep asking their clients – maybe just not in such a direct manner.

06 | www.nzsalesmanager.co.nz

My Value Proposition: 1. Who we are 2. Our solution 3. Understanding the problem

COMMUNICATING OUR VALUE AND OUR RELEVANCE IS POWERFUL. Our focus when introducing our services plays a huge part in how effectively we sell ourselves. Here is a proven formula to ensure that we communicate our value and our relevance effectively.

When training business owners to sell effectively - the first thing I ask them to do is to create a ten line introduction for clients, outlining their services. To guide them I suggest that they write down ten sentences, covering the five areas listed below.

Communicating all these areas will give us a good foundation to a 'Value Proposition'. It is pretty much what many of us know as the 'Elevator Speech', the 'BNI 60 seconds' etc .

4. Our availability 5. Our cost

OUR MINDSET Once their value proposition has been completed, I ask them to 'score' each of the above areas out of 10 in terms of how much focus they placed on each area. So if they used two sentences out of the 10 to talk about 'our cost' that score would be two. If they used one sentence out of the 10 the score would be one. In most cases the score (coming independently from their mindset left in its natural state) looks something like this:

MY VALUE PROPOSITION Our mindset Who we are

4

Our solution

1

Understanding the problem

1

Our availability

1

Our cost

3

If four sentences are about who they are, this area makes up 40% of their focus. 30% is usually on cost and some light attention given to the rest of the focus areas listed. www.nzsalesmanager.co.nz |

07

OUR CLIENT'S MINDSET The score in the third column shows where our client's mindset is usually positioned when listening to a value proposition. In other words, what they want to hear about most.

My value proposition

Our mindset

Who we are Our solution Understanding the problem Our availability Our cost

4 1 1 1 3

The effective mindset 1 1 4 2 2

THE PROBLEM

THE EFFECTIVE MINDSET

Spot the problem! While we are most concerned about communicating who we are (ie name of our business, services offered, experience, expertise, education/training, country born and bred, number of years in business), the majority of our clients only want to hear about one area, and that is indicating our understanding of 'the problem'.

It is our responsibility to come to an understanding of what our clients’ problem is, tailor our solutions to solve that problem and communicate our understanding of the problem effectively to them to gain their interest. We do need to tell them something about the other categories, so the most effective focus mindset to work towards is the one on the far right.

Who we are has no relevance to them if we don’t understand their problem. Also, we simply cannot effectively communicate our value if we don’t fully understand their problem.

08 |

Our client's mindset 0 0 5 2 3

www.nzsalesmanager.co.nz

In the majority of cases, when we are turned down as a prospective supplier or services provider, it's because we didn’t understand the problem or we didn’t effectively communicate that we understood the problem. Looking back at these cases will assist us with clues as to where the problem might have been.•

 www.enqpractice.com

Sandy Geyer is an entrepreneur and mentor and teaches the principals of entrepreneurial intelligence (EnQ) to entrepreneurs in New Zealand, Australia and South Africa

RESOURCECORNER

More Life, Please!

The Performance Pathway to a Better You

O

ur life can be challenging. Is there time for a successful career AND those we love? We are driven by our successes, but often the most important moments are those we create with each other.

We all strive to get more from life, but can struggle to find a positive harmonisation between our career and family commitments.

Business leaders and corporate performers constantly focus on achieving ambitious objectives, the next step, the next goal, and build positive lasting partnerships but how can we bring those dynamic strengths into our private lives, far beyond the office desk into our homes?

Renowned performance expert, father and husband Dr. Christian Marcolli successfully works since decades with global business icons and Olympic gold medallists. More Life, Please! holds the essence of Dr. Marcolli's highly effective P6PROP® performance model, broken down for life surpassing the office.

are all vital elements and essential to succeed.

Supported by simple but effective tips from family and work-life integration specialist Christian takes you from adequate to Tarina Wagschal, this is a book for those who astounding in easy to follow and practical have mastered the corporate world and are steps, changing your life for the better, and more than keen on better conquering their helping you engage more positively with everyone you interact with. Passion, Precision, private and family life too! More Life, Please! is Perception, Peace, Presence, and Persistence your pathway to living life to the fullest!•



Available from Amazon

By Christian Marcolli www.nzsalesmanager.co.nz

| 09

From the Coalface

Straight talking advice from experienced New Zealand sales professionals

"What are your top three tips for a salesperson who finds themselves in a rut of poor performance?"

Colin Quinn SalesStar.com

1

2

Set some remedy goals, in other words, a reward that will motivate you and make you accountable. Trip to the GC, ski trip to Queenstown, maybe a new TV or car. Something that inspires you and rewards you for picking yourself up off the canvas and getting going again. Then design specific activities or tasks that help you reach your goal. Certain amount of new biz calls, networking events, follow-ups etc. Consistent execution of the right activity will get the right result!

3

Take some ownership and make yourself accountable. To become skilled in most professions, you need to dedicate years, time and money to gain qualifications and become successful. When was Take a look at how you're selling. Self-analysis of whether you are more the last time YOU invested in sales training or made an effort concerned with being liked or even loved by prospects/customers rather than being respected. Your goal is to deliver the right outcome to gain greater learnings on sales not become their friend or Facebook buddy. High need for approval excellence. Don't wait for your employer to train you. Take the bull can have a terrible affect on our results. Become a trusted advisor, by the horns and upskill yourself. not a limp-wristed groveller.

010 |

www.nzsalesmanager.co.nz

Albert van Wyk Experian

1

Kristin Harper Sales Blueprint

1

Firstly go see a few friendly clients who you’ve done Go back to basics. Analyse your activity, I often hear some great work with for a catch up and see if you can help them in anyway, this will remind you people say “I’m so busy…I don’t have enough why you enjoy what you’re doing (providing you time”. Start by asking yourself if what you are actually enjoy your role! If you don’t then there’s doing is going to deliver revenue? Go back to your answer) basics and remember that you are there to sell.

2

Do the thing you hate doing. Chances are that the one thing you are avoiding is the one thing you need to be doing… Common examples are pipeline drying up because of reluctant prospecting or deals stalling because it’s uncomfortable to call the decision makers.

3

Plan the Pitch. No matter how successful or experienced you think you are, don’t ever stop planning the pitch. People too often become complacent and irrelevant because they’re just repeating the same old story. Plan your message and tailor it to the clients’ needs.

You’ll be relevant every time.

2

Target a specific part of your market/vertical or niche and create a promotion specifically resolving a problem for them. Aim for the lowest hanging fruit, where you think you will get the biggest impact in the shortest space of time. Getting a few quick wins will help with your confidence and that confidence attracts success.

3

Just remember a rut is just a rut, and generally it’s just a lack of confidence with a few deals that may not have gone your way, so surround yourself with people that are doing well, talk to them about what they do to keep their results up and just keep moving forward. • www.nzsalesmanager.co.nz

| 011

Why Would Your Company Want a Sales Model?

Words by Miles Valentine

A

ctually, the first question is, does your company have a sales model? From my experience it’s unlikely. Well, not a formalised one that’s followed by all the team.

It’s more likely there’s a rough process that each rep or account manager more or less follows in their own style. They have mixed success with it, and there’s a 'bell' curve of productivity (read sales performance) across the team. 10 to 20% of the team are the 'sales stars' who achieve quota consistently, maybe even exceed it.

012 | www.nzsalesmanager.co.nz

Having a 'best practice' model the whole team follows leads to much greater effectiveness in the sales process. It reduces risk in many ways, speeds up the cycle and generates much better sales results.

Then there’s a big group, the middle 60 to 70% who come close from time to time, have a good month here and there, but always play catch up. Then there are the few at the bottom that just shouldn’t be there.

These people suck resources, consistently underperform and give their manager a bad name because their non-performance is tolerated.

Alternatively, a prescribed model or process designed with input from the best salespeople, mirroring their successful methods, builds trust and credibility with prospects or customers. Well, qualified buyers will move consistently through the steps towards a positive decision.

Having a 'best practice' model the whole team follows leads to much greater effectiveness in the sales process. It reduces risk in many ways, speeds up the cycle and generates much better sales results.

This is the value of a SALES MODEL.

Hopefully, I’m not describing your company’s sales team.

But, I probably am. When you have a loose process, every sales conversation and step in the process is unique, (sounds like a good thing, right …. wrong!).

The process leads to not only a much greater consistency of qualification but consistency across all steps. Having a structured list of qualification questions leads to a better conversation, it helps the less experienced have a more business and higher level initial conversation. When they get to the specifics, it ensures they don’t forget to discuss key points and makes them look more professional and thorough. It can help them have more of a business discussion, as opposed to a tactical discussion.

Everyone does it a little differently but most don’t know the best way. This leads to remarkable inefficiency and ineffectiveness.

Once 'pain points' or needs have been established (and my bet is that there will at most be ten things that come up consistently), these can be focused on, discussed and demonstrated in the best/ most effective way – as opposed to what a particular salesperson thinks is best (and may not be). www.nzsalesmanager.co.nz

| 013

The best answers to objections can be created. I guarantee a group discussion will generate many ways of answering key objections, and some answers and conversations will definitely be more effective than others. Why would everyone in the team not want to use the 'best' answer?

In the previous paragraph, when I say “you”, I’m really meaning you as a sales leader, and one or two of your best salespeople as a team. The benefit of having extra input is immense.

Then you workshop each one of these steps with your best performers (this may be a bigger group) asking, “How do we do this step best? What do we do/ask/talk about/show at each of these steps? How do we best demo or present what should be in the proposal, how is it best written (in WIIFM terms of course), how do you present it? What are the best answers to the common objections we get." Again, I’ll bet there are at most ten common objections that need to be brainstormed to the best ten answers.

At the conclusion of these sessions, you will have established the best way to handle each of your buyer’s 'purchasing steps'. These can then be documented and templated for use by all the team.

So, hopefully, I’ve convinced you that having a companywide model is a good idea. How What does the sales leader do next?

They train their team how to do each of these steps as per the do you go about building one? 'new' model. Ok, so that’s a newsletter in itself, but one of your Firstly, you map out what immediate thoughts should be around practicing delivery and you think are the steps your role playing. prospects or buyers use to purchase whatever it is you sell. Then the leader follows up and ensures the team really is using There is no point in you having these new techniques and content. Then you review and improve, review and improve, review and improve. a model that doesn’t map to your market’s buying process. Happy building!•

 www.salessyndicate.co.nz

Miles Valentine heads Sales Syndicate, which is a learning and development programme designed to enhance sales success by linking similar skilled sales managers and sales leaders in a noncompetitive peer to peer environment.

014 |

www.nzsalesmanager.co.nz

QUICKFIX

Take Time to Recharge

I

f interaction with other people leaves you feeling drained then you are sure to be an introvert. Extroverts recharge in the company of other people.

Introverts can make the best salespeople, but if you are with other people for most of the day you need to take time on your own to recharge. Taking ten minutes of ‘you time’ can get you through the day so find out what activities replenish your energy.

It could be listening to music, a brisk walk, meditating, writing down your thoughts, reading or something else. Whatever works for you, be sure to make it part of your daily routine. •

www.nzsalesmanager.co.nz

| 015

Five Business Principles That Never Go Out of Style

S

ome business tenets tend to come and go. A company I worked for started a number of 'game-changing' transformational programs only to quickly airbrush them out of our corporate history like a disgraced Politburo member so we could start yet another 'business-critical' program.

We went from TQM to 5S to - shoot, I don't even remember. What I do know is that each was based on sound principles, but those principles tended to die with the program. Fortunately, I found some business principles I can follow forever.

016 | www.nzsalesmanager.co.nz

Words by Jeff Haden

These are some of my favorites:

1

FOCUS ON COLLECTING KNOWLEDGE. Competing is a fact of professional life: with other businesses, other products, other people. (Business isn't a zero-sum game, but it is a game we all try to win).

Smart people win. Smarter people win even more often.

Continually striving to gain more experience, and more knowledge is the second-best way to succeed. The best way?

2

AND FOCUS MORE ON COLLECTING KNOWLEDGEABLE PEOPLE. You can't know everything. But you can know enough smart people so together you know almost everything. And, together, you can do almost anything. Work hard on getting smarter. Work harder on getting smart people on your side.

How?

You can't know everything.

But you can know enough smart people so together you know almost everything.

And, together, you can do almost anything. Work hard on getting smarter. Work harder on getting smart people on your side.

3

ALWAYS GIVE BEFORE RECEIVING. The goal of networking is to connect with people who can provide a referral, help make a sale, share important information, serve as a mentor, etc. When we network, we want something.

But, especially at first, never ask for what you want. Forget about what you want and focus on what you can give. Giving is the only way to establish a real relationship and a lasting connection. Focus solely on what you can get out of the connection and you will never make meaningful, mutually beneficial connections. (If it's not mutually beneficial it's not a connection; it's a relationship where someone is getting used).

Approach networking as if it's all about them and not about you, and you will soon build a network that feels the same way. Then you'll make more than just contacts.

You'll make friends. www.nzsalesmanager.co.nz |

017

4

ALWAYS LOOK PAST THE MESSENGER AND FOCUS ON THE MESSAGE. When people speak from a position of power or authority or fame, it's tempting to place greater emphasis on their input, advice, and ideas. Warren Buffett?

Yep, gotta listen to him. Sheryl Sandberg? Yes. Richard Branson?

Absolutely.

5 ALWAYS WORK ON WHAT WILL BE NEXT. It's impossible to predict what will work, much less how well it will work. Some products stick - for a while. Some services flourish - and then don't. Some ventures take off - and flame out. Some careers thrive - and then don't.

You will always need a next: a new product, a new service, a new customer or connection, a new job or even career...

No matter how successful you are today, always have a next in your pipeline. If somehow your current career or business continues to thrive, great: You will still have created a bigger pipeline of potential positions or products or customers.

That approach works to a point-- Always having a 'next' is how successful people weather the storm but only to a point. Really smart when times are tough... and grow even more successful when people strip away all the framing business is booming. that comes with the source-both positive and negative--and evaluate information, advice, and input idea based solely on its merits.

EAT AS MANY OF YOUR WORDS AS YOU CAN.

6

When Branson says, "Screw it; just do it and get on with it," that's powerful. When the guy who delivers your lunch says it, shouldn't it be just as powerful?

Never discount the message because you discount the messenger. Good advice is good advice -- regardless of the source.

018 |

www.nzsalesmanager.co.nz

When you look back, one of the best things to be is wrong because when you make a mistake you are given the chance to learn. (If you're always right you never really grow.)

Don't worry. Every successful person has failed numerous times. Most have failed more than you -- that's why they're so successful today.

Own every mistake, every miscue, and every failure. Say you made a mistake. Say you messed up. Say it to other people, but more importantly, look in the mirror and say it to yourself. Then commit to making sure that next time you'll make things turn out differently.

7

ALWAYS TURN IDEAS INTO ACTIONS. The word 'idea' should be a verb, not a noun because no idea is real until you turn that inspiration into action. Ideas without action aren't ideas; they're regrets.

Every day we let hesitation and uncertainty stop us from acting on our ideas. Fear of the unknown and fear of failure are what stop me, and may be what stops you, too. Think about a few of the ideas you've had, whether for a new business, a new career, or even just a parttime job. Many of those ideas would have turned out well if you had given them your best effort.

Trust your analysis, your judgment, and your instincts.

Trust them more than you currently do. And definitely, trust your willingness to work through challenges and roadblocks Granted you won't get it right all of the time... but when you let an idea stay an idea, you almost always get it wrong.

8

OCCASIONALLY JUST FOLLOW YOUR INTERESTS. Yeah, we're hyper-focused. Yeah, we've got our head down and our blinders on. Yeah, we're 24/7, take no prisoners, failure is not an option gals and guys.

But occasionally we all need to lighten up.

Take me. There are acres of woods behind our house. It's like squirrel paradise. They're always leaping from tree to tree and scampering across the deck.

When the leaves fall their nests are visible high up in the trees. I've seen nests for years and wondered what they're made of (besides leaves) and how many squirrels share a nest. One day I stopped wondering and took a break to check it out.

Kinda dopey? Sure. But it was a fun five minutes that made me appreciate my squirrel friends a little more -- and sent me back to work with a little extra oomph.

Success is a marathon, not a sprint. Explore. Take occasional breaks and indulge a curiosity. Once in a while take the time to learn a little about whatever your 'squirrel nests' might be.

It's fun... and we can always use a little more of that.•

 Find Jeff Haden on Linkedin

Jeff Haden is a ghostwriter, speaker and LinkedIn Influencer. He has ghostwritten over fifty non-fiction books, including seven Amazon category #1s. www.nzsalesmanager.co.nz

| 019

TWOMINUTETOPUP

Does Your Audience Want to Fast Forward You? Words by Tony Burns

M

aybe I’ve got spoiled by my TV set-top box but, in so many of the presentations I’ve attended recently, I would love to have a remote-control with a fastforward button!

I’m sure you know what I mean – you really want to hear the useful and valuable information that the speaker has to offer. But so often, they drag out the trivial low-value material and then run out of time before they really hit the important stuff.

So when you’re presenting, how do you make sure that your audience doesn’t think about pressing your fastforward button?

Here are three danger areas: 020 | www.nzsalesmanager.co.nz

1. Delivering too much background. If you find yourself saying the words, “Before I start…” – take stock. You HAVE started! So get on with it and 'cut to the chase'. Another dangerphrase (among many) is “Let me give you some background…”

It’s my experience that presenters overestimate how much background an audience actually needs. I cringe when I attend a seminar and they spend ages at the beginning, telling me how useful this material is going to be. I wouldn’t be there if I didn’t think it was going to be useful so please move on. Telling me that it’s going to be useful is not actually useful. Stop selling and start telling!

And this one is really common, “To start, let me tell you something about our company”. Quick, where’s the remote?

2. Labouring the easy and obvious. If something is complex, difficult or new, then it makes sense to take your time explaining with examples and analogies and a visual (not verbal) aid to help the audience understand.

But if it’s not rocket science – pick up the pace! Just deliver the briefest of explanations and observe your audience to tell whether they’ve got it or not.

It’s better to have them ask a clarifying question than to labour the obvious and seem to be treating them like idiots.

3. Not providing value. If your audience is looking for a solution to a problem, spending a lot of time talking about the problem will make them want to fast-forward you, so that you get on to the solution. If your audience wants to know the reason why something is happening, they’ll get frustrated hearing you talk about what‘s going on. And if they want to know what action they should take, move through your research and findings and fascinating analysis as quickly as possible (if in fact it’s even necessary) so that you can get on to tell them what they should do.

Audiences want value.

They want material that they can use, not just new or interesting, they want practical. Deliver that and they’ll be engaged. Get that wrong and they’ll hit the fastforward button – interrupting you with questions to try and garner some value before time, or attention runs out.

It’s the planning that matters The time to get this right is the planning stage. Think about your audience – what do they already know about this topic?

How much background do they really need to understand your recommendations? Most audiences are smarter than we give them credit for. Get to the value ASAP. If you’re using our Speakermap system you’ll know how to divide your material into (usually three) sections. These don’t have to be the same length. In most presentations the time-wasting happens at the beginning and the good stuff, comes near the end. So savagely edit the earlier sections, cut back the slides and when you’re delivering, stick religiously to your plan and don’t add more content ‘on-the-fly’. Then you’ll get a reputation for being sharp.

And when audiences know it’s you who’s presenting, they won’t bring their remotes!•

 www.effectivespeaking.co.nz

Tony Burns helps make presenting easy

www.nzsalesmanager.co.nz

| 021

EVENTSCALENDAR

DATE

NAME

PLACE

COMPANY

26 April

Sales Basics

Palmerston North Geewiz

26 April

Effective Sales Prospecting

Auckland

PD Training

10 May

Key Account Management

Auckland

IMNZ

10 May

Sales Performer

Auckland

David Forman

10-12 May

Advanced Negotiation Skills

Wellington

Scotwork

11 May

Coaching and Mentoring

Auckland

PD Training

11-12 May

Four Quadrant Leadership

Wellington

IMNZ

16 May

Presentation Foundations

Wellington

Effective Speaking

17 May

Sales Basics

Auckland

Geewiz

17 May

Winning with Relationship Selling

Hamilton

Dale Carnegie

25-27 May

Strategic Negotiating

Auckland

Scotwork

26 May

Active Listening

Auckland

PD Training

26 & 27 May

Complete Presentation Skills

Auckland

Effective Speaking

DIDYOUKNOW Studies show that on average you have to repeat new behavior (let’s say: no emails between 9PM and 9AM) 21 days in a row for the new behavior to become a habit.

 022 |

Source: Board of Innovation Blog

www.nzsalesmanager.co.nz

THECLOSE

“Nothing is as important as passion. No matter what you want to do with your life, be passionate.”

- Jon Bon Jovi

Subscribe at www.nzsalesmanager.co.nz

IT’S FREE!

www.nzsalesmanager.co.nz

| 023