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By Steve Schmidt, Partner

“If you want to interact effectively with me, to influence me, you first need to understand me.” – Steven Covey

A powerful statement. Simple and eloquent, profound and meaningful.

Taken a step further, we might add that you also need to understand yourself. After all, you can’t really communicate effectively with someone else without first recognizing how you prefer to communicate—and how you may be perceived by that person as a result.

But once you have the foundation, the bigger leap—one that only a few truly master—is to understand and adapt to the person you’re communicating with. That’s where your biggest opportunity lies.

As most of us are keenly (and perhaps, at times, painfully) aware in our relationships outside of work, people view the world through different lenses. This, in turn, affects how they communicate and like to be communicated with. We do our best to work through the communication challenges because, as much as technology has infiltrated everything our daily lives, we still strive for those personal connections.

The same applies in the workplace. New technologies and fads come and go, but being able to understand what your customers value most and then being able to effectively communicate with them from that vantage point is often what differentiates you and your organization from your competition. It’s also what forms the basis of strong, sustainable customer relationships.

A Corporate Executive Board study found that 53% of customer loyalty is driven by the sales experience. This supports the notion that perceptions are reality. So an important question for you to think about is this: How are you perceived by those you’re communicating with? Your ability to connect with people certainly weighs on that perception.

And the next question is, are you doing everything you can to build deeper, trust-based relationships?

The Behavior Styles Connection

You probably have some familiarity with the concept of Behavior Styles. It’s literally been around forever. Even Socrates grasped the value of understanding different behavioral approaches as he helped shape Western philosophy and evolved his Socratic method. The Behavior Styles Assessment, which reveals your personal Behavior Style and helps you understand the Behavior Styles of colleagues and customers, gives you a way to create personal chemistry and build rapport with diverse people—fundamental skills in sales, management, personal relationships and everyday life.

Let’s take a closer look at how Behavior Styles can help you strengthen customer relationships and improve your sales effectiveness.

In his classic book The Loyalty Effect, Frederick F. Reichheld says that the best way to move from transactional, rational dialogue to a more meaningful exchange is to focus on creating an emotional bond. When you communicate in such a way that your clients and co-workers feel valued, the outcomes of your conversations will yield better returns.

Easier said than done? Well, with the right level of awareness and commitment, anyone can master the ability to sell, serve and coach others by understanding and adapting to different Behavior Styles. The information you learn about their Behavior Styles can help you shortcut the process of connecting with them in a more personal and meaningful way.

A rule of thumb is to follow the three A’s:

  • Awareness of your personal communication preferences and how you may be perceived by others
  • Alignment of your communication strategy to another’s, once you determine their primary Behavior Style
  • Action, including successfully adapting on the fly as you communicate with others

The Compound Effect of Loyalty

Why should you bother? Ultimately, your ability to communicate effectively with clients and prospects—to move from transactional to emotional conversations—is what can move them from neutral to satisfied to loyal. And once you reach a true “partner” status, that loyalty will compound itself. Your loyal, fully engaged clients are not only willing to spend significantly more wallet share, they’re also the ones who will go to bat for you, becoming your best sources of referrals and new business.

No matter how much technology evolves, sales is a business of relationships. Having meaningful conversations that engage people in a way that they value is always going to be one of your most powerful selling tools. And that means you have to understand their Behavior Style so that you can focus in on what they care about most.

How many of your customers are fully engaged? How might more effective, engaging communication (as defined by the customer) help you achieve both your goals and theirs?

If you’re a leader seeking that competitive advantage, ask yourself this: What am I doing to equip my team to maximize every interaction?


Re-blogged from Integrity Solutions

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Sales training

Originally contributed as a guest blog on

By Mike Esterday

If you’re like most sales leaders, you’re constantly hunting for the “secret sauce” of sales success. You’re convinced that, once found, that secret sauce will put your organization over the top – and into the rarefied group of consistently top-performing companies.

Look no further. Chances are good that you already have all the ingredients you need. You’ve just added them to the sauce in the wrong proportions.

We recently conducted a research study in partnership with the Sales Management Association to find out what top-performing companies focus on that’s different from the others. The answers were revealing and, in some cases, surprising.

We surveyed leaders at more than 200 sales organizations. We asked them to rate how a salesperson’s achievement drive – that is, their attitudes, beliefs, and passions – affects their performance. Likewise, we asked the same of them about how a salesperson’s product knowledge and selling skills affect performance.

Here’s what may surprise you: More than 80 percent of the respondents rated achievement drive as being of equal or greater value than product knowledge and selling skills in terms of positively impacting sales performance. However, only a quarter of the respondents said they were very effective in delivering sales training that focuses around achievement drive.

That is a tremendous gap between importance and effectiveness on what is potentially the most important driver of sales success.

Here’s the kicker: Those who said they were effective at focusing sales training on achievement drive reported 20 percent stronger results than everyone else.

What about you? Does your sales training emphasize achievement drive and ignite motivation?

What’s Causing the Gap?

If so many executives recognize the value of achievement drive, then why don’t more companies address it in training?

Well, ostensibly, it’s just plain easier to provide salespeople with product information and techniques on what to say and when – and then manage numbers and activities.

But relative ease is only part of the story. In fact, there are plenty of ways leaders rationalize focusing on skill and product training – even when they agree that attitudes and achievement drive play a bigger role in performance.

Based on our study, here are the top four reasons sales leaders ignore attitude and achievement drive in sales training:

  1. Skills and product training are just easier to deliver and measure.
  2. We expect people to have this already when they’re hired.
  3. The subject matter is too personal for corporate training or coaching.
  4. We’ve never done this type of development in our organization.

This isn’t to say that training on product knowledge and selling skills isn’t important. But it will only take your team (and your organization) so far.

When training goes beyond product knowledge and techniques – when it gets to the motivating attitudes that increase achievement drive – that’s where your competitive edge lies.

Top Performers Focus on These Three Critical Conversations

So, what advice can we take away from the lessons of the top-performing companies in our study?

We learned there are three critical conversations every salesperson must focus on for the organization to consistently realize its growth goals:

  1. The conversation I have with my customers – How will I interact in ways that are seen as valuable by customers? This is where training around selling skills/methodology, account strategy, and product knowledge falls.
  2. The conversation I have with myself – Those moments of reflection, inner belief, and personal values are sometimes seen as “intangibles,” but the impact on performance is quite real. This is where training focused around achievement drive comes into play.
  3. The conversation I have with my coach – One of the key determining factors for growth is coaching. However, when and if sales coaching actually happens, it’s nearly always focused on how to improve the first conversation – a salesperson’s ability to interact effectively with the customer. It rarely addresses the other critical conversation, the one that salespeople are having all the time – with themselves.

This holistic approach to development requires ongoing commitment from the top and alignment throughout the organization. But, as our research shows, it can be the turbocharger for your success.

When you think about it, it’s not all that surprising. After all, who among us hasn’t felt the undeniable power of self-belief and self-drive? And who wouldn’t want to work for a company that is committed to developing people in a way that unleashes their inner drive and potential? And, just as important, who wouldn’t want to do business with a company that values each salesperson as a whole person – not just a selling machine?

Take a closer look at your sales training approach. Are you missing any of the key conversations that could be the “secret sauce” of your sales success?


Re-blogged from Integrity Solutions.

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There isn’t a sales person alive today who doesn’t know that they shouldn’t be selling product, but instead should be selling to help meet the needs of their customers.  The problem is that, despite this, customers are still reporting a very low level of value from time spent with sales people. Why the disconnect?

As customers, we’ve all been on the receiving end of one or more of the common selling strategies. Here are a few you’ve probably seen:

  • A product focus is when salespeople spend most of their time showing and talking about their product or service, its features, advantages and benefits. Objective: Help people understand their product or service so that they’ll want to buy it.
  • A transaction focus is used by salespeople whose main goal is to “get people to the yes”-in other words, to agree to buy whatever they’re selling. Objective: Make the sale, whatever it takes.
  • A customer-needs focus is when salespeople go through a discovery process to determine if customers have needs, wants, problems or objectives they want filled, satisfied or solved. Objective: Establish a need before initiating any selling activity.

Thinking back to your experiences as a customer, how did you feel in these different scenarios? Were you bored? On the defensive? Did you learn something about your needs or discover a pressing challenge that you hadn’t even realized existed before? Or did you just want to get off the phone or run for the nearest exit as fast as you could?

With both product- and transaction-focused selling approaches, the salesperson is essentially trying to convince you that this product or this “deal” is so great that you simply must have it. Their success comes down to how effective they are at persuading you to believe their position.

In fact, many salespeople will say they take a customer-needs-focused approach, but their actions say otherwise. You can tell because they’re still falling back on this idea that they need to sway you or influence you to do something (the implication being that it’s something you don’t really want to do). No wonder customers often feel like they need to push back in these situations. It’s basically a battle of wills, one that’s being fought on a simmering ground of doubt and distrust.

With a true customer-needs approach, on the other hand, the salesperson is focused on helping you get a clearer picture of your own situation so that, together, you can identify what the requirements are and how they can best be satisfied. Their success comes down to how effective they are at bringing your true needs to the surface and the overall value they deliver in filling those needs.

Instead of trying to convince you to buy something, these salespeople spend most of their time finding out if you have needs that they can address. No solutions are even offered until your wants or needs have been admitted.

Here’s the kicker: Our research shows that when people sell this way, they can experience a 15 to 30 percent increase in their sales.

To understand why, we have to look at what we know about the art of persuasion: The more we attempt to persuade people, the more they tend to resist us. But the more we attempt to understand them and create value for them, the more they tend to persuade themselves.

What is your focus?

If you’re in sales, one easy way to identify your own central sales focus is to think about how you spend your time when talking to customers.

Do you spend most of your time in the first half of your contact talking about your product or service? Or do you spend most of your time asking questions that focus on the customer’s needs?

In the interview stage of an effective customer-needs-focused selling process, you should be spending at least 80% of the time listening. And when you do talk, it should be mostly in the form of questions and paraphrasing back to customers what they tell you to make sure you understand them. You explore, ask questions and get feedback, and you make no attempt to sell anything until the customer:

  1. admits needs, wants, problems or objectives they want filled, satisfied or solved.
  2. agrees that not only do they have needs but that they are open to solutions.
  3. agrees to talk to you about a solution.
  4. confirms that they can make purchase decisions.

Generally, if they don’t agree to all four of these steps, you probably don’t have a good prospect. Or they aren’t the real decision makers. Or they don’t have a compelling reason to take action. Or they aren’t favorably disposed to buying from you.

Take a closer look at your own approach to make sure you’re truly focused on creating value for your customers rather than wearing them down to buy from you. One of the most important questions you can start with is this:

In your typical selling situations, who does most of the talking?

If it’s you, chances are, your focus is more product-oriented or transactional, and it’s likely keeping you from reaching your full sales potential.

Re-blogged from Integrity Solutions.

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Author and sales expert Dave Kurlan doesn’t pull any punches when it comes to the state of sales: “Ineffective salespeople—weak and poor performers—make up a whopping 62% of the sales population.” It’s common that many sales managers feel the daily weight of this statistic.

What contributes to it? We know there is no shortage of books and trainings trying to fix the problem, so why are so many sales professionals struggling?

To answer that question, I asked Alan Allard, founder and CEO of Genius Dynamics, Inc. He is an expert in human behavior and performance improvement for sales professionals and sales leaders and specializes in performance management in organizations.

In my interview, I wanted an answer to this overriding, troublesome dilemma in the sales community, and so posed this question: “Despite all the money invested in training salespeople to sell more, there is still a substantial deficit in the number of effective salespeople. What’s your take on that?”

Alan provided 4 key reasons, which can be used in any area of talent development:

1. Training alone won’t solve our sales challenges – follow-up coaching is essential.

Training is the main go-to resource for increasing sales, but it does not truly facilitate behavior change. Coaching is ideally suited to meet that need. Training can raise awareness, impart important information but it falls short in changing behavior. So, as an example, if a salesperson isn’t consistently asking for referrals, a workshop telling him or her effective language to use is necessary—but not sufficient.

In my experience, this is the challenge with any skill training initiative – talking about a skill, does not a skill make.

2. We’re not asking the right questions.

Alan suggests there are two primary questions sales professionals must be able to sufficiently answer if they want to increase their sales and income.

The first is: “What behaviors or action must I consistently engage in to sell more, to sell faster, or to sell bigger?” The answer would probably entail prospecting for new business, asking for referrals, following an effective sales model, selling on value and not price, providing great service, and so on.

The second question is “How can I get myself to execute the things I already know to do?” Alan went on to share a very important insight that can help sales managers utilize their training budgets much more successfully.

Sales professionals (even new ones) know “what” they need to do. It’s getting themselves to do what they know, and to do it consistently. Every salesperson knows they need to prospect for new clients. But few do it day in and day out. We can learn all the how-tos from sales managers, workshops, books, podcasts and blog posts. The challenge isn’t the knowing—it’s the doing.

3. Sales professionals aren’t adequately dealing with very common performance blockers – guilt and shame.

The ongoing “what” messages they hear without successful change generates guilt and shame. All the continuous training or input from a manager encourages and reiterates the “what”: motivate yourself, be optimistic, and bounce back from your setbacks. But if it doesn’t occur, they feel guilty about not doing what they know to do to reach the next level. That emotional weight then makes it harder for them to do what they must do to sell more effectively.

Sales professionals know guilt and shame slows them down but they don’t know how to stop it and ironically they are too embarrassed to discuss it and many sales managers don’t have the emotional intelligence and therefore insight to sufficiently addressed.

4. Generic sales training is not a one-size fit all – but is treated as such.

They are not customized for the unique needs of each salesperson and leave out “asking the how question”. It’s not that generic training can’t be helpful on some level, however, they do fall short because the how to apply the generic tactics will be very different for each salesperson. We all know motivation is as unique as each person is.

These four reasons really can be applied to any professional skill that needs to be developed from leadership to time management. They summarize the challenges organization have in approaching training, skill, and capability development from a generic, singular, one size fits all approach.

Strategies to Implement

So what’s the solution? Alan suggests and uses a high-impact solution to address the low percentage of successful sales persons. It is a two pronged use of coaching.

External Coaching: This can be done as a one-on-one format or as a facilitated peer group coaching. The first is faster but the second can be very effective. Coaching is ideal for finding specific answers that work for the person being coached. Coaching allows the coach to ask enough questions to dig deep enough to find answers to that “how” question for each sales person.

Internal Coaching: Alan teaches his clients how to utilize self-coaching to reach higher levels of sales success and has done so no matter what level of struggle. The best way to learn how to self-coach, Alan suggests, is to start with being coached by an expert coach. But even if that doesn’t happen, a salesperson can do so with a proficient self-coaching model and external support.

Alan calls his coaching model “GPS.” Here’s a simple introduction to it:

G = Goals (Identify your goals. Are they yours or your sales manager’s? Do you own them?)

P = Plan (What’s your action plan that will get and keep you going? This is where you consider what you’ve been doing so far—what’s worked well and what hasn’t worked so well? What obstacles to your plan have you run up against? What are your solutions?)

S = Support (This includes external and internal support. External support includes a number of things: Do you need more support from your company in some way? Do you need training on your CRM? What do you need from your manager or what do you need more of? Can a colleague help you in some way? Do you need to understand your sales model better—perhaps practice it with your manager or a colleague?)

Internal support means learning how to play the inner game better by self-management, including training psychological and emotional training, mental mastery, and emotional intelligence. This element is the foundation to the rest of the “GPS” model.

Alan’s suggestions teach us that taking a much more committed and strategic approach to sales training and development is absolutely necessary if we do not want our sales force to reside in the 66%. “if you want to learn more about how Alan helps increase sales, visit his website.

As a sales manager or individual sales professional, what next steps will you take to integrate the insight and advice that has been shared?

JoAnn Corley is a passionate champion of human potential with a focus on leadership and organizational success. She has the crazy belief that we can create our best leaders and businesses from the best of our human selves. Her overall mission is to help companies put the human back in human resource though holistic talent management. She leverages her knowledge of human behavior in marketing her boutique consulting firm across a variety of channels. She has been consistently recognized as one of the top 100 most social HR & management experts to follow on social media @joanncorley.



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You’ve finally found the perfect app. It’s become one of your most valuable business tools. So when you get a notification that there’s an update available, you immediately download it…only to discover that in the process of updating the app, the company has completely messed up one of its best features.

As a long-time, loyal customer, you decide to submit a ticket to get the issue fixed. (You would have called, but there’s no phone number to be found anywhere). A couple of weeks go by. No response. No visible action. And then one day, you get an email: The problem has been solved, and we’ve closed your ticket.

There’s no reference to the issue—in fact, no way to tell that they’re even referring to your specific issue. But assuming that they are, there’s no information about when the new update will be released, how it will solve the problem or what you should do in the meantime. All you know is that the ticket’s been closed, and only time will tell if the problem was truly resolved.

Well, there’s one other thing you know: As soon as a competitor comes out with another option, you’re going to be first in line to check them out.

While this scenario involves a seemingly automated email exchange, these kinds of problems happen just as frequently when there’s an identifiable human on the other end of the line. But is the service breakdown really the rep’s fault? Or did their company fail them by not equipping them to effectively meet customer needs?

It Takes More Than Words to Build a Customer Service Culture

We value you as a customer. Your business is important to us. Our customers come first.

These are lovely statements, but all too often, those values don’t show up in the everyday behavior of all employees. That doesn’t necessarily mean some people have bad intentions or don’t care about the customers. In many cases, it simply means they haven’t been given a clear process and framework to turn those words into action on a day-to-day and moment-to-moment basis.

While it’s clear that many organizations aren’t spending enough time and money on customer service training, even those that do focus on development for their reps often fail to get the desired impact in the daily work environment. It takes more than product knowledge and a script to help someone be customer-focused. Training, values and culture need to be aligned. A common language and process for how we treat people (whether internal or external customers) is the glue that brings them together.

Customer Service Training and the Value of Process

For customer service training to make a lasting impact both inside and outside the organization, it needs to be grounded in process. Here’s how an effective customer service process will serve the needs of your learners, your culture and your customers:

1- Allows people to bring out their best, day in and day out: The best problem-solving process both enhances what people already do best and enables them to do it more consistently and effectively, because they have that anchor to go back to when they start to veer off course. By helping people align their attitudes and beliefs with the cultural expectations, it also provides a clear path to follow, one that makes the values tangible and actionable.
2- Changes mindsets about problem-solving: A script or product FAQ only skims the surface of a problem. To fully solve the problem and build stronger customer loyalty, you have to go deeper. An effective problem-solving process helps people engage with the customer so they can discover not just the problem but also the true cause of the problem—as well as all the viable options for solving it. And it reminds them to follow up to make sure the solution really worked.
3- Establishes a neutral baseline for accountability: When you have a common framework and approach for how customer service values translate into daily behaviors, you can hire, coach, evaluate and train to it. It’s impossible to coach to everyone’s personality. A process gives you an objective standard and reference point.
4- Makes customer service a cultural requirement rather than a job requirement. At Gulf Power, customer service training isn’t relegated to a specific job title or department. Instead, the company launches with as many divisions and roles as possible—together—to build empathy and create consistent expectations across the board. They know that without buy-in and role-modeling from the top, the culture won’t stick. The common process makes it that much easier for everyone to get on board and on the same page.
5- Creates opportunities to strengthen customer loyalty. While poor customer service can drive customers away, a good process can turn them into your biggest fans. After all, when you’ve solved a customer’s problem effectively and demonstrated through your behaviors and follow-up that you really care, there’s a good chance that customer will be more loyal than one who never had a problem to begin with.
We’re all individuals. We all have different motivations and personalities. And of course, we’re all human—we each have good days and bad days. A process is what keeps you anchored, consistent and aligned with the values the organization advertises to the world. Talking about a customer service culture is important, but a process is what helps create that culture.

Re- Blogged From:- 

Integrity Solutions

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Sales Training

What’s easier? Getting a customer or keeping one?

What’s cheaper? Getting a customer or keeping one?

Whenever we ask a sales leader these questions, the answer is always the same: No doubt about it, it’s easier and cheaper to keep an existing customer than to go out and get a new one.Opposites

Yet many companies still spend a disproportionate amount of money and time on sales training compared to their investments in the development of customer service skills. As the environment gets more competitive and the war for sales talent heats up, this is a trend that could have very serious business consequences.

The Cascading Impact of Poor Customer Service

Here’s a scenario that will be acutely familiar to many salespeople, particularly those who are dealing with complex, long-term sales cycles.

The salesperson spends several months—or even years—developing a relationship with the potential client, who we’ll call Jim. Over time the salesperson builds up a reputation as a partner and trusted advisor, one who is committed to uncovering Jim’s needs and supporting his individual and broader goals. Eventually, the deal comes together and Jim makes the purchase.

But then one day, a problem, question or need comes up that requires the help of customer service. As a prospective client, Jim had the time and attention of the salesperson who was focused on understanding his issues and finding the best solutions for them. Now, as a customer, Jim feels like he’s being rushed through the call by a customer service rep whose primary goal seems to be to run through a script to get a quick resolution—whether it meets Jim’s true underlying need or not.

It’s not that the rep isn’t nice or friendly necessarily, but the problem hasn’t been solved, at least not beyond the surface level. As a result, Jim has to keep calling back or stumble his way through the issue on his own. He grows increasingly frustrated and annoyed, thinking maybe this solution wasn’t all it was cracked up to be. Or maybe that salesperson was pulling one over on him.

In an instant, the trusted advisor and partnership status is gone. And it’s only a matter of time before Jim is, too.

“It took me 18 months to get that sale,” the salesperson thinks. “And customer service lost it in less than six weeks.”

It gets worse: It’s not just that customer.

Twenty years ago, it took a relatively long time to build a bad reputation. Today, with the megaphone of social media, it can happen in seconds. And when it does, all that good will your salespeople have worked so hard to build up will be wasted, creating a deeper hole for everyone to dig out of.

Many salespeople we’ve spoken to who’ve been burned before aren’t risking it any more. They’re protecting their accounts by stepping in and handling the customer service issues themselves. That way they can be confident the person will be listened to and understood and that the problem will be fully addressed.

But if they’re focused on customer service, then that inevitably means they’re taking time away from their primary role—selling and growing the business. Not only is that borrowing against future revenues and commissions, it’s not the kind of work most top-notch salespeople want to be doing.

So consider: How much sales did that one instance of poor customer service really cost you?

4 Reasons Why Customer Service Training Doesn’t Always Help

Because of these tangible financial, talent and long-term business consequences, when we work with companies on sales training initiatives, we’ll typically ask them what their budget is for customer service training. A lot of the times the answer we hear is simple: “We don’t have one.”

But even those that do have a program in place can be missing the mark.

Here are some of the reasons customer service training fails to solve this problem:

1- It focuses on scripts rather than a problem-solving process: Without a concrete process and formula for problem solving, consistency is tough to maintain—from rep to rep as well as from call to call. While most reps love to help people, everyone has an “off” day or moment. A process keeps you focused on task and helps consistently draw out what you do best so your bad day doesn’t win out.
2- It’s primarily product focused. Product-focused training focuses on the issues that might go wrong or common questions about the product. It doesn’t help people develop the skills and insights to engage with customers based on their needs and behaviors. And because problems are often unique, it doesn’t necessarily help the rep get to the true realization of the issue.
3- Success is measured by call volume/length of calls: If reps are being measured by how quickly they can get to resolution or how many calls they take in a day, it’s not likely they’re going to be able to get to the root cause of problems and get the issue fully addressed.
4- It’s disconnected from sales training: Having a common language and approach is the expectation in sales. But it doesn’t always carry through to customer service. Considering customers may interact with various different reps when they call, a common sales language (not a script!) that extends from before the sale to after is essential to ensuring the company’s values are consistently demonstrated.
When was the last time you conducted customer service training? Was it just a “one-and-done” initiative? Are you focusing on what really matters? Make sure you’re not inadvertently sabotaging all the good work you’re doing on the sales side.

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Have you ever listened to a renowned professional speaker who has mastered the art of boosting sales like never before? The energy level and the enthusiasm they put in making their presentation a huge success is commendable. These motivational speakers bring freshness to the content by engaging their audience with appropriate content, motivation and direction that will help them to master the expertise over the sales job. They entertain, they make their audience laugh over gags, they make their audience feel uncomfortable by asking them some straight forward questions and most importantly they will challenge their audience with new idea and concept related to practical problems. These extra efforts that they put in make them special and unique.


Among the sales tips that they share using theoretical examples, five are discussed in this article which will help novice sales executives to learn and master the trade.

Lead generation

Achieving sales target begins with the first step that is lead generation. There are plenty of theoretical tips related to lead generation by using lead magnets and extensive campaigning. But sales experts always suggest practical ways of lead generation and that is reaching out to existing customers and convincing them with solutions that solves their problems sooner. This way they can do a trust building activity and also learn how many customers are interested in trying the new product.

Effective campaigning

There are plenty of campaigning techniques that one can exploit in order to boost their sales. One of the most effective sales techniques is to do extensive campaigning on all the available mediums. Internet marketing, email marketing, Facebook Marketing, Radio and Video are some techniques through which a sales executive can create curiosity about the product and try to lure more customers.

Product launch and extensive promotion

Another way to boost sales and hit the market is with a grand product launch and extensive promotional activities in the form of commercials, road shows, campaigns etc. These techniques create new customer bases who can introduce many more into the loop. Sales executives should constantly think of new idea wherein they can capture the attention of avid buyers.

Customer follow-up

A sales representative should have the capacity to convert potential leads into valuable customers by continuous follow-up meetings. Though there are social networking channels available for them to interact on frequent basis, personal follow-up meetings create a great deal of confidence in the customer’s mind.

Feedback call

A sales professional should always manage to create a warm relation with his customers. His intention should not just be to sell the product for time being, but to make the customer a loyal customer who is ready to subscribe and try all the products launched by the company based on the sales executive’s suggestion. In this process, the sales representative must gather feedback about the product and if possible pass their feedback to the concerned authorities. As per the international professional speakers, this way a trust factor is built between the customer and the executive which will help in future deals

These five sales techniques tips are really important for an aspiring sales professional or a newbie one in this field. These tips not just helps the sales professional to group their audience but also helps them to understand how sales has to be conducted from start till end.

About the Author

Phil-M-Jones_2051675Phil M Jones is one such motivational speaker who is an expert in addressing international audience with his practical yet professional sales tips. One can benefit from home by subscribing to his audio CD’s and training materials. Visit the website for more information on the speakers training schedules and materials.

Article Source:

A couple of years ago I was in New York, pitching a deal. It was in one of those fancy New York private equity offices—you get the picture. It’s about a three-hour meeting. Two hours in, there kind of needs to be that bio break, and everyone stands up. The partner running the meeting starts looking really embarrassed. And I realized: he doesn’t know where the women’s room is in his office. So I start looking around for moving boxes, figuring they just moved in, but I don’t see any, so I said:
"what Is Your Story" Handwritten With White Chalk On A Blackboar“So, did you just move into this office?”

He said, “No, we’ve been here about a year.”

And I said, “Are you telling me that I’m the only woman to have pitched a deal in this office in a year?”

And he looked at me, and he said, “Yeah…or maybe you’re the only one who had to go to the bathroom.”
Nearly 5.5 million people have viewed Sheryl Sandberg’s TED Talk from 2010. While she provides plenty of statistics and data to back up her arguments about why we have too few women leaders, it’s the stories that people remember. It’s the stories that have the live audience (and probably those watching the video) cheering and laughing, breaking into applause. It’s the stories she tells that illustrate the issue and make an impact with the listener—and make the listener want to share those stories with others, too.

This isn’t just an isolated example. Research has shown that we’re 22 times more likely to remember and internalize a story than a series of facts or bullet points. That’s because stories get your whole brain working, not just the language processing parts. As your brain works through the story, it’s almost as if you’re experiencing those events yourself.

Not only that, when you tell a story, your brain and the brain of your listener can actually get into sync.

We talk about the importance of congruence in our sales training and other programs, and there isn’t a better example of congruence than what happens with storytelling. Not only do stories engage, inspire and make the point in a way that data dumps and endless Powerpoint presentations simply don’t, they bring you and your audience into alignment.

What a powerful concept to put into practice, especially when you think about how you communicate with customers, employees or anyone else that you need to connect with and find a mutual point of value.

So whether you’re in a sales role or you just want to be more effective communicator—someone who powerfully demonstrates the value you create and the solution you are proposing—here are 4 tips for structuring and delivering your story:

1. Have a Goal.


What is your audience’s behavioral style?
What are my listener’s needs, desires, or challenges?
What solution do you want to demonstrate?
How does the story reinforce the company’s or your personal brand?

2. Grab Attention.


How can I trigger that ‘aha’ moment? Through humor? Building empathy?
What emotions can and should I evoke?
How can my “once upon a time” and setting be relevant for my customer?
How can I hinge my listener’s needs to the “plot”?

3. Engage.


How can I make my customer the “main character” of the story?
What can I ask to “embellish the plot” – understand and incorporate the details?
What kinds of reactions, feelings or opinions do I want to elicit?
Who are the other characters, i.e., stakeholders, and what are their needs?
What can I do or say to ensure my listener wants to hear more?
How will I ask for that engagement?

4. Enable.


How does my solution address the customer’s needs, solve problems and create value?
How can I validate that my solution addresses my customer’s needs?
How can I be sure that the solution I offer provides a happy ending for my customer?
What do I want my listener to do/feel/think next?
How can I get my customer to commit to action? (or read on)

What’s Your Story?

Try it out! Sketch out a powerful, true story, using the steps above as your guide.

How might you use the story in a sales process? How might you use it with internal “customers” or employees?


Re-blogged from Integrity Solutions

About us: — We are at Integrity Solutions India dedicated sales and service teams work with clients to increase sales, improve customer loyalty, and retain talent. For more information call us at 1800-102-1345 (Toll Free) or visit us at

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Does a good salesperson make a great team leader? Many companies will simply promote an existing member of their sales team into the position – then wonder why their sales figures aren’t increasing, their staff turnover soars and morale starts to drop.

Not everyone is able to motivate and lead others. A good manager needs excellent interpersonal skills – the ability to encourage their team to take direction, be motivated and committed.

Successful Sales Team

Managing a sales team effectively takes dedication, leadership training, experience and clear, shared vision.

If your company is looking to recruit a new sales manager, consider these tips to ensure you choose the best person with the right knowledge, skills and attitude from the outset. This person after all, will play a key role in driving sales and nurturing team motivation.

1. We often hear of sales managers who believe they should be solely responsible for sales performance. In actual fact, a great leader should be aware that excellent results are achieved through leading and developing others. It’s vital therefore that specific targets, aims and objectives are made clear to the rest of the sales force. A team without shared vision and goals is a team without motivation. Encourage them to take responsibility for their own performance and share both individual and team objectives.

2. An inconsistent approach will usually lead to uncertainty, a drop in motivation and inter-team conflict. Trust in the manager is as vital as respect if they are to lead their team effectively. This calls for consistency in both message and approach, along with honesty, openness and proactive, regular communication. Together, these will in most instances, result in a team which shares responsibility for vision and actual performance.

3. Of course, in addition to looking to the future, a sales force must also be kept aware of where they are with regards to performance, if they are to have a clear idea of what they need to do individually and as a team, to get from A to B. For this reason, it’s vital that regular meetings are held to review performance and results shared, with strategies amended where necessary.

4. Being able to adapt their communication style to suit the style of the individual team member is one of the most difficult skills for a sales manager to develop yet is without doubt, the most important. Adapting styles is how individuals are kept motivated and how they retain buy-in to that shared vision and expected level of performance. Adopting what might be perceived as an aggressive approach by a more reflective type of person or reversely, communicating in anything less than a positive, confident manner with a dominant individual, is not likely to have a constructive impact on sales performance.

5. Finally – how many times have you heard the complaint that someone feels they aren’t included in decision making? What they’re really saying is that they don’t feel valued. Don’t forget that they are the ones who receive direct feedback from customers and those within in the industry, so their contribution could prove very useful. By seeking their opinion or advice on relevant matters, you’ll also help to develop a culture of belonging, feeling valued and shared ownership for performance.

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Many believe that SELLING means persuading someone to buy something. If they wanted what was being sold it just made the persuasion a bit easier. They still needed to wrestle them to the ground like a cowboy fighting a steer at branding time: wrestle, brand and declare victory.

Real SalespersonI was recently in an auto-parts store observing the sales interaction at the front desk. As the service representative approached the front desk, he asked, “How can I help you?” The client described what was broken and asked if the service representative could help him fix the problem.

If the service representative had the part (which he usually did) he asked the client some questions about installation and a payment method. Then he would get the part from inventory. The odd time he wouldn’t have the part he asked if the client needed the part ordered and how immediate the order should be. Sometimes he had to suggest another shop where the client could get the part if they needed it immediately.

The question is, are front-line service representatives real sales people?

Many of you are probably thinking ‘No’. Real salespersons go out and talk people into buying things. They call on people. They ask for appointments. They dress up in a suit and tie, carry briefcases around and practice their presentations until they are perfect. We know salespersons who believe the key to successful selling is based on how well their power point presentation convinced prospects to buy what was being sold. They worked hard. Struggled with prospects to close business. And still had to stay on top of new clients to make sure they didn’t back out of the deal. It’s a tough life.

So what can we learn from the sales representative at the auto-parts store? What if, instead of spending all their time on getting presentations ready, sales person spent their time finding clients with broken parts that need to be fixed, repaired or replaced? What if they spent most of their time with a prospect trying to find what (if anything) is broken rather than trying to ‘persuade’ the prospect to buy?

Looking back at the sales interaction at the auto-part store, we began to think ‘those are real sales people’. They only sell to people with needs, real needs, needs that kept them from doing what they needed to do. They found out exactly what the client needed and what the payment method would be made. Then, presented the solution. And it was always the client’s decision about whether or not he/she was convinced the part would fix the problem.

We still respect sales people who work hard to perfect presentations, closes and pitches. They have a system and they work it. If we could give them any advice to make their lives easier and more profitable, it would be to have a system more like the one the service representative used. If sales people worked as hard to perfect that kind of system and committed themselves to making it work, they would truly declare victory!

Tags:Increase SalesSales and Service Training

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