Archive - July 2017

Yesterday I was at a governmental affairs meeting in West Palm Beach. The discussion was about changes in the city; transportation, creating local city clusters, more biking opportunities etc.

Some of the people that were at the meeting were part of the original committee that were tasked with putting this together therefore were all behind the ideas brought forth. Others were hearing some of these ideas for the first time and frankly most were ‘poo-pooing’ them.

Why? Because to open yourself to new ideas, good or bad, is all a part of getting comfortable. Most people philosophically are not comfortable the first time they hear a new idea. Especially if the idea is a fairly radical one.

So what does this mean for you as a businessperson? Since the definition of insanity is “doing the same thing and expecting a different result” is a well-known dilemma, how to we do something new and different ourselves and more over how do we get our team on board with it?

Getting people to engage in ideas and conversation is one of the best ways to accomplish change. No one likes to be dictated to and told that something will change, though often we see that as our responsibility as leaders.

Using the brainstorming technique in presenting an issue and having the group give ideas and responses on how to fix it, without judgment, often will illicit new ideas as well as allow you to present yours successfully.

Some ideas to use in brainstorming;

• Relay the back-story. Why are you looking to make a change in a particular area? Talk about the reasons for the change, not how you want to do it just yet. When people understand the whys, they tend to be more open to the “hows”.
• Have patience. One of the things leader tend to do is to rush to the answer and not allow others to get there organically. As a leader we are often open quickly to new, innovative ideas. Others aren’t necessarily that way. Ask good questions to get them to open up, talk about solutions and learn the whys of their ideas as well as opposed to just pushing yours.
• Be open to another way besides your own. If you are open to other ideas and not stuck on your own, often you will have an even better one right in front of you. Be open to that and don’t assume your is always best.
• Summarize what you’ve heard and review so the team feels listened to. It is important to go into a brainstorming session with an idea as well as an open mind. Make sure everyone’s participation counts. Reviewing their ideas once they have all been given. You will have ore acceptance when they feel a part of a decision and not dictated one.

Remember human nature says most people don’t like change, at least at the beginning. Approach it properly and you will have a better chance of having agreement and not a mutiny.

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This is the million-dollar question, isn’t it? Unfortunately, it isn’t as easy as yes or no. There are certainly variables, and some are very basic. Here are some questions to ask:

• Is your sales training actually product training?
• Is it a one-day training that is packed to the gills with information?
• Is there follow-up coaching and maintenance to assure success?
• Are there activities set up to create true accountabilities, not just meet the revenue numbers?
• Are your salespeople trainable?

I recently read a survey of 500 small and medium-size businesses that I want to share with you.

This particular survey found 6 percent of salespeople are at the top of their game. They are consistently beating their goals. As a matter of fact, they set their own goals, depending on what they want to earn.

An additional 20 percent are doing well, but could do better. They are fairly consistent, but could really sharpen their tools a bit more and be unstoppable.

Then there are 74 percent who are not cutting it. Most of the people (about two-thirds) in the 74 percent bracket can improve if they get training.

The other one-third in this group are in the wrong job and really aren’t fixable. Unfortunately, we spend more time with these bottom-end performers and try to get them to improve, when our time and energy should be really spent at the top.

It doesn’t seem to make a difference what industry you’re in, or what type of company you are. Not sure? Ask yourself: What percentage of your sales representatives are consistently successful? Out of 20, two are typically successful, five are pretty good and the rest are not really cutting it. Out of a group this size, the Top 2 are trainable, but will not change what they are already doing right away. (If it ain’t broke ….)

Twelve or 13 will improve quite a bit with training, and the last five or six should be gone. We hold on to salespeople for much longer then we should.

Here is another brilliant comment about training: “I like to go to training seminars, even if I learn just one tip.”

You want a tip? Here’s one for losing weight: “Eat more vegetables and less carbohydrates.”

How’s that?

How about: “To be a better spouse, be a better listener.”

A tip is nice, but will not change behavior. It is, of course, the easy way to “get motivated,” but continue to do what you’re doing.

Sales tends to be a misunderstood phenomenon. We feel like the excuse of doing pretty well or getting close to the goal is OK.

Here is the question I ask salespeople when they say that: If your company’s payroll department says “well, we may not get to create and sign all of the paychecks this week, but we will do the best we can,” would your sales rep kick up his/her heels? You bet. So what is the difference?

Greta Schulz, a sales consultant for businesses and entrepreneurs, can be reached at schulzbusiness.com.