NZSALES august 2011
Issue 53
The
Fishermans
Guide to Finding Salespeople
The secret to handling rejection Inspiring performance in a tough market And the next question is?
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CONTENTS AUGUST / Issue 53 6
THIS WEEK'S MUST READ The Fishermans guide to finding sales people
6
16
10
Three reasons why can’t hook the big one! 10
THE SECRET TO HANDLING REJECTION Recognising success
14
Quick Fix It’s not what you sell, it’s how you sell.
16
TWO MINUTE TOP-UP INSPIRING PERFORMANCE IN A TOUGH MARKET 5 crucial leadershhip tips
18
RESOURCE CORNER Developing the leader within you
`
19
NZSM CALENDAR
20
MARKETPLACE
22
SALES SUPPORT WINNERS
23
THE CLOSE
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From the Editor
his week I have again read about unethical vacuum cleaner sales people in New Zealand spending several hours persuading homeowners to buy their product, and calls to ban doorstep selling by energy companies in Scotland. Reports from the Industry Regulator in Scotland state that half the people who switch provider on the doorstep are actually worse off. One provider, Scottish & Southern Energy, was found guilty of misleading 800,000 householders in one campaign, and have subsequently stopped the practice, and made 900 sales
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only reflect that we have a long way
and sales professionals.
to go before selling is considered a
EDITOR / Paul Newsom
trusted profession.
ART DIRECTOR / Jodi Olsson
Laws should, and will, change to
GROUP EDITOR / Trudi Caffell
regulate against such unethical sales
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practices. As countries make these
Phone Paul on 04 586 4733 or email
changes, others of the same culture will
pauln@nzsalesmanager.co.nz
surely follow.
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T H I S W EE K ’ S M UST R EA D Paul Newsom is the editor of NZ Sales Manager and helps sales professionals and sales managers to compete and win in complex sales. You can visit Paul’s website at www.salespartners.co.nz
The Fishermans Guide to Finding Sales People Three reasons why you can’t hook the big one! By Paul Newsom
F
inding top sales people is not easy. Very few first time sales managers have ever done any recruitment of sales people either and learning on the job can be a recipe for disaster. It’s a bit like the winemaker who gets it wrong with this years harvest, then has to wait a year to have another go. It can take a few expensive mistakes before you get it right.
Recruitment can be likened to fishing. If you are looking for a sales person and are good at casting your line, using the right bait, knowing the right spots to fish and the type of fish you would like to catch, and good at landing the fish then you will probably be finding great sales people. Leave fishing to luck, and you won’t consistently catch much that you want to keep. The same applies to your sales recruitment. Here are three common reasons why it is harder than it should be: Fishing in the wrong pond If you are fishing in the same pond as everyone else, there will be intense competition to land the big fish. Most businesses limit their looking to putting an ad on a job website, (or in printed media), or calling in a
NZSM / JULY 2011 / 6
recruitment company to do the advertising for them. Do this, and you will be fishing in the same pond as everyone else. Unless you have the best job and package on offer, good quality bites can be rare. We often hear that there are not enough good sales people out there. Well, there are plenty of good sales people out there. They are either working for someone else, and probably doing very well too, or they are not yet selling. Most of these fish are not feeding on the job ads - they are not actively looking at opportunities. So you need to go fishing in other places to attract these people. Some ponds to fish in: • Go to a trade expo in a related market. Walk the floor and talk to as many sales people as you can. Follow up with those who interest you after the expo. • Your own back yard. Your next sales superstar might be on the shopfloor, and not currently in a sales job. Sales Managers should get to know all the people in their organisation. • Talk to your buyer. He or she will be seeing sales people several times a day. Who are the top sales people of your suppliers, and why? Be mindful you don’t damage relationships with your top suppliers with this one.
Some reports will say that up to 80% of jobs are filled without advertising. They are filled through using networks and personal relationships. You should be operating in this space so that you know of good prospects all the time. Just as any sales professional would do. Using the wrong bait Ninety per cent of job ads are using the wrong bait. They only do half of what is required to attract talent, and are often no more than a ‘wanted’ ad. Change the company name, and these ads all look the same – a brief description of the job, a list of intangible qualities, and some vague statement about salary, car and prospects. If I’m a big fish, there is nothing to interest me, unless you are one of the few companies who have an employment brand that stands out from the crowd and does all the fishing for you. If you are to attract talent, you need to sell the job and the company. You need to grab people’s attention and give them a reason to call you. Think about this. A top sales person is doing OK in his current job, buts keep an eye on the job pages to see who is doing what, where the opportunities are, what the competition are doing. That’s what good sales people do.
Think about this. A top sales person is doing OK in his current job, buts keep an eye on the job pages to see who is doing what, where the opportunities are, what the competition are doing. That’s what good sales people do
An ad with the usual list of intangible qualities, generic job title and paragraph about your company is not going to attract a top salesperson because it doesn’t describe anything better than this person has now. It might attract plenty of people who are just looking for a job though. The way you attract a top sales person is to sell your company. Get their attention by telling what you offer them that they might not be getting in their current employment. A headline like this might get my attention: Advance your sales career - great income, trusted brand, world class training
This kind of headline still regularly appears on job websites, and certainly won’t get my attention. We are looking for a Sales Representative that has excellent customer service skills and is not afraid to get out there and sell the product. Taking too long to land the fish Top sales people are unlikely to stick around while you and your company process forms and wait for decision makers to get back into town. If you hook a fish you have to land them quickly. Otherwise they will be off the hook and on someone else’s line and you will lose them.
7 / AUGUST 2011 / NZSM
The professionalism of your recruitment process is a reflection of the professionalism of your company. Top candidates will be interviewing you at the same time as you are interviewing them. They see it as a preview of how your business operates. This is not just during the face to face interview. This is from start to finish through the whole process. This can be a major problem, and I see it particularly with large corporate companies. In my own experience it once took 7 months to appoint a replacement (who already worked in the business). The candidate will be thinking that your organisation is slow, cumbersome, bureaucratic and indecisive. Which it may or may not be, but in selling and buying, perception is a large part of decision making. It doesn’t sound very attractive to a dynamic top performing sales person does it? Not only can it take too long to land the fish when hooked, some let the fish nibble all the bait and swim off to find their next tasty morsel. I was particularly interested in a part time contract a little while ago so I gave the company a call when the position was advertised. I asked for the name given on the bottom of the ad – as you would, with a couple of carefully prepared questions to seek information I wanted to know to be able to craft a good letter of application. The person didn’t answer the phone so I left a message. I didn’t get a call back that day. I called again the next day – this time I got through, only to be told by this person that they were only collecting CV’s, and didn’t know anything about the job. I would need to speak to someone else. This person was in meetings all day until 4pm, but they would leave a message for them to call me between 4pm and 5pm. I didn’t get a call. I called the next morning and left a
message on this persons phone. They called me back later that afternoon. If this sounds like your organisation, fix it before you go any further. Candidates are your customers in recruitment, and you wouldn’t treat your customers this way. Good sales people will very quickly draw the conclusion that the company is disorganised, the left hand doesn’t know what the right hand is doing, and they wouldn’t want to work there.■■
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The
Secret to Handling Rejection Recognising success By Paul McCord
T
he life of a salesperson is filled with rejection. We typically hear far more “no’s” than we do “yes’s.” Actually, we probably hear “no” every single day of our selling careers. Moreover, unfortunately, it isn’t just from prospects we hear “no.” We hear it from our companies, our suppliers, our sales manager, and almost everyone else we deal with. Our life is filled with the word “no.” Nevertheless, in order to get to our “yes’s,” we must hear the “no’s.” How we handle the “no” is one of the keys to succeeding in sales. It seems that there are some people who can just slough off “no’s” without a second thought. But for most of us, a “no” is a personal rejection. Depending on how you market, dealing with a “no” can be a direct, in-your-face rejection, or can be an anonymous trashing of our direct mail letter. However, all of us must, at some point in the selling process,
NZSM / AUGUST 2011 / 10
deal with face-to-face rejection. If you cold call, your rejection is immediate—and if your cold calling is done on the phone, can appear to be very personal. When you call a complete stranger and they hang up on you or rudely tell you to get lost, the tendency is to take that as personal rejection. The salesperson that has sent out a thousand direct mail letters actually suffers the same rejection, but is protected by not knowing the recipient did not even look at it, but instead immediately threw it into the trash. In actuality, the rejection is the same—the individual is rejecting your offer, not you. But one salesperson must hear in a loud, clear click his rejection, while the other never hears the soft drop of the letter into the trash. Worse, once you get the opportunity to get in front of a prospect, the “no’s” continue to come. You make your presentation. You get your no. You answer the
prospect’s objections—and you get your no. You drive home your close—and you get your no. Repeatedly, at times, it seems that no is the only word people know. Then, finally, you get a qualified yes. The prospect agrees to purchase if you can do a little something out of the ordinary. YES! Finally, someone who has his checkbook out and ready to go. All you need is a little help from your sales manager. And, then, it happens again. NO. Sometimes you feel that you not only have to fight prospects, but your sales manager also. You managed to get your manager on board? Great. Now all you have to do is get the warehouse to agree to nudge a delivery in a little earlier than the calendar allows. And, again, no.
Do the no’s ever stop? No. Of course, there are the yes’s—and that is what keeps us going. Striving to get to the occasional yes. However, all of those “no’s” can stop us dead in our tracks if we allow them. How we handle the “no’s” is the key to how we get to the “yes’s.” Attitude is one of the great limiters of salespeople. People have a tendency to anticipate outcomes and many times that anticipation has an influence on the actual outcome. If you approach a task with a defeatist attitude, there is a good chance that you will fail. If you approach the same task with an attitude of success, there is a good chance you will succeed. Why? Several reasons, but two are of importance to our discussion.
It seems we need to find a format that will give us the opportunity to offset the rejection with success. We need to institute a program that will allow our brains to regroup and experience the joy and positive reinforcement of getting the yes’s that offset the “no’s.”
First, if we assume we will fail, we will not give our best effort. Why should we? We already know the outcome before we even try to tackle the problem. After all, we are just wasting our time.
prospect does not know us as an individual, the rejection cannot be personal, but is rather a rejection of the offer we made.
Consequently, in order to be successful, we must be able to take the rejection we experience and deal with it in a positive manner. We have to find a way to eliminate the residual negative feelings we have from the rejection that seems to be all around us.
Both of these are true statements. For many of us, neither gives us much relief. So, if the traditional methods of dealing with rejection do not seem to work very well, what can we do to rearrange our attitudes? It seems we need to find a format that will give us the opportunity to offset the rejection with success. We need to institute a program that will allow our brains to regroup and experience the joy and positive reinforcement of getting the yes’s that offset the “no’s.”
Advice for handling rejection has generally centered on either understanding that each “no” gets us closer to “yes,” or understanding that, since the
How can we create a method to give our brains the positive yes’s it needs to readjust after receiving a chorus of no’s?
Secondly, out prospect can read our defeatism in our voice and body language. Moreover, if we do not believe in what we are saying, how in the world can we expect a prospect to believe it?
11 / AUGUST 2011 / NZSM
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Having just come from signing a contract or having made two very successful calls to strong referrals gives them the positive mental attitude needed to sound strong and convincing on the phone when they make their cold calls. Better yet, try to arrange your schedule where you have two or more positive tasks to perform each day and split them up so your brain is readjusted several times during the course of the day. The more regularly you can feed your brain positive experiences, the easier it is to deal with rejection. Rejection becomes the exception, rather than the norm.
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One method that has been very successfully used by a number of salespeople is to set aside tasks during the day where they know for certain they will be successful. You have a contract to sign with a new client? Try to schedule it later in the day, after you have done your cold calling tour of duty for the day. End the day on the positive note of signing a contract. Have a couple of very strong referrals to call? Again, make the positive calls after you have made your cold calls. Save the best for last. Some salespeople have found that reversing this schedule leads to more productive cold calling time.
Other salespeople use bribery to handle their rejection. Bribery comes in all forms and fashions. The salesperson will assign themselves a certain number of phone calls or presentations or other tasks that they must perform and then, as a reward, they allow themselves to do something they desire to do—work on their sales files, go to lunch, work on marketing materials, or some such. Others reward themselves with new cloths or some other object. Others will allow themselves to go home early or take a day off at some point in the future. Other salespeople have found that detaching themselves from the rejection allows them to ignore their rejection. These salespeople will use a number of impersonal prospecting methods, such as direct mail, email blasts, and advertising. By not experiencing the rejection first-hand, they believe they can be more positive and successful when dealing directly with a prospect when making a full presentation. My experience has been that methods two and three have serious drawbacks. Let us take each in turn:
Bribing yourself can become expensive—both in terms of the rewards you give yourself, whether buying something for yourself or allowing yourself time off. In addition, it really does not reprogram your brain. All it really does is encourage you to get through the task as quickly as possible to get your reward. If the reward discourages quality work during the task, it really is not a reward for doing the task, but is rather a reward for putting on the show of doing the task.
reinforce your positive selling activities, including prospecting tends to be the most successful way to deal with rejection. Certainly, if you happen to be one of the lucky few who can simply ignore the rejection you receive, I envy you. Nevertheless, for the vast majority of us in sales, we must find a format that allows us to reformat our brains after experiencing sustained rejection.
The third method—using an impersonal prospecting tool to replace direct prospect contact can also be dangerous. There certainly is not anything intrinsically wrong with marketing via direct mail, advertising, emails, and such—as long as the object is not to avoid prospect contact. Besides being relatively expensive, these methods of prospecting should be a supplement to your direct prospect contact, not a substitute. Unfortunately, if your objective becomes avoiding prospect contact to insulate yourself from direct prospecting and rejection, the task of sending out direct mail pieces, sending emails, constructing ads, etc. become the goals in and of themselves. They no longer become a format for increasing your potential pool of prospects, but rather they become the reason for your existence—you live to create the perfect direct mail piece that generates interest and sells your product or service without your involvement at all. Arranging your schedule to allow daily activities that
Allowing our brains to experience success on a regular basis, particularly after having experienced rejection, seems to be the attitude adjustment mechanism that works best for the majority of us. Try arranging your schedule to purposely take advantage of the successes you know you will experience everyday. Place them in your schedule when you know your attitude will need their positive influence and you will see a marked difference in the way you handle rejection. ■
QUICK FIX
Quick Fix
It's Not What You Sell, It's How You Sell
And the next question is?
G
reat sales people ask great questions, and they have a questioning strategy that flows. Knowing what question to ask next relies on many things. These will include your clarity on the objective of the meeting, your knowledge of the customer and their business, your product knowledge, your business acumen, your listening
NZSM / AUGUST 2011 / 14
skills, your ability to stay focussed on your customer, and knowing what to do next – your sales process. If you find you don’t know what to ask next then figure out why. Consider where your weakness lies and commit ½ hour a day to improvement. You will soon be seeing the rewards. ■
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T W O M I N UTE T O P U P
Kevin McMahon is a leading New Zealand leadership coach, consultant and change agent. You can find out more at www.stepshift.co.nz
Inspiring
Performance in a Tough Market
5 crucial leadership tips By Kevin McMahon
I
n this challenging business environment there is more pressure than ever on leaders to deliver results. At these times, when it can be difficult to extract additional revenue from the market, your key opportunities often lie with getting the very best from your people. The purpose of this short article is to remind you of the leadership approach that will most positively impact staff performance and results, in a challenging market. When businesses are operating in a challenging environment a number of events and interactions occur that can have a de-motivating impact on staff. This can be anything from the email refusing an expenditure request through to the departure of a close colleague.
NZSM / AUGUST 2011 / 16
1. 2. 3. 4. 5.
It is not about eliminating these events because you can’t, it’s about doing what you are able to help staff feel good about their work, about the organisation and about the fact that they are valued. The more engaged, motivated and valued staff feel, the more discretionary effort they apply. Their improved attitude and effort can make a significant difference at both a cultural and results level. Here are some key elements of your leadership that are crucial to getting the best from people in a downturn:
Self/stress:
Be aware of how you are managing any pressure and stress, and how this impacts your people. Use pressure to have a positive impact on people and morale.
Empathy:
When people are working hard, being challenged, and not always getting the results they want, it is important for many that you take time to listen, understand and show them you care.
Honest Communication:
Be as honest as possible with people about the environment, your expectations and with any feedback you have for them. Where possible deliver significant good or bad news face to face or by phone, rather than using email.
Celebrate Performance & Wins:
In a growth market, focussing entirely on success and results can be enough. In challenging times you need to focus on work ethic and performance as well, and acknowledge and celebrate good performance “you have worked really hard on this account…drinks are on me Friday night to say thanks”.
Challenging markets are times when there is significant opportunity to gain competitive advantage and the most effective way to achieve this is by getting the best from
‘We’ vs ‘You’:
Make sure that your words and behaviours show you are in this together. People respond in tough times by knowing they have your support and that ‘we’ will to some extent share any pain and gain.
your people. Take the time to understand whether they feel valued, motivated and engaged and if not, address this and it will pay dividends for you, them and the company. ■
17 / AUGUST 2011 / NZSM
R ES O U R C E C O R N E R
Developing the
Leader within You
Author: John Maxwell Publisher: Thomas Nelson Publishers $18.58 from Fishpond.co.nz
J
ohn Maxwell examines the difference between leadership styles and outlines principles for inspiring, motivating, and influencing others. These principles can be used in any organisation to foster integrity and self- discipline and bring about a positive change. "Developing a Leader within You" also allows readers to examine how to be effective in the highest calling of leadership, by understanding the five characteristics that set "leader managers" apart from "run of the mill managers." â–
NZSM / AUGUST 2011 / 18
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Subscribe to NZ Sales Manager for free and you’ll be in the draw to win cool prizes every issue plus receive NZ Sales Manager in pdf direct to your inbox each month!
The deal… That’s right, even when we’re giving stuff away there’s fine print! Any-way, please note that to be in the draw to win stuff in the Sales Support section you need to have been a confirmed email subscriber to NZ Sales Manager e-Magazine no less than two working days prior to issue date (‘cos that’s when our prize win-ners are drawn) and be a resident of New Zealand at the time of the draw. To be eligible to claim any prizes including, but not limited to, alcoholic beverages, travel, motor vehicle/boat usage, plastic surgery, sharp things or any other prize that might require you to be over than 18 years old, you must have been over 18 years of age at the time of the draw! Cheers.
“ People do not decide to become extraordinary. They decide to accomplish extraordinary things.
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- Ed Hillary
CREdit: Pete Niesen / Shutterstock.com
Have you subscribed to NZ Sales Manager? It’s free! Simply visit www.nzsalesmanager.co.nz to get a copy of NZ Sales Manager delivered straight to your inbox monthly!
23 / AUGUST 2011 / NZSM