29Aug/082

A True Top Sales Performer

Recently, while conducting another planning session with one of my high-profile, long-term clients, I was struck by a comment from one of their successful sales managers. In the middle of reviewing the agenda for an upcoming program for their new salespeople he shouted, "You know, I need to revisit these strategies and principles, too! I remember you sharing these years ago, how I've used them, and how I've drifted away again...We need to have everyone participate, especially me."

This was coming from a manager with whom I had often traveled, and whose pure sales ability I had often marveled at. He has that rare blend of style and grassroots humor that effectively builds trust and rapport with virtually every customer and prospect. I asked him why he felt he needed to "sharpen his skills." After all, this man has what I call pure sales moxie! He looked me in the eye and said, "Because my people need to see the best determined to get better. Just think about what message this sends my team!"

This particular selling manager is at 150% of goal - again, and with high margins (just like he has been for the past 12 years)! And still, he can't wait to go through training again. He's my greatest advocate and champion - the perfect example of how a genuine top performer thinks and behaves.

Any of your salespeople fit the bill?

Submitted by:
Richard Dickerson

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Filed under: Sales Motivation 2 Comments
20Aug/080

The Brooks Group Announces Entry into Phase II of Strategic Growth Plan

Greensboro, NC, August 20, 2008 - The Brooks Group's Board of Directors has recently announced the resignation of former Chief Operations Officer, Laura Hamilton. Hamilton joined The Brooks Group at its inception in the early 1980s, and contributed to its growth and success for several years before leaving to begin her own flourishing professional speaking career. In 2007, she was hand-selected by the organization's founding CEO, Bill Brooks, to return and lead the company from the interim COO position following his diagnosis with cancer. Her longstanding knowledge of the inner-workings and history of the organization, in conjunction with her impeccable interpersonal and leadership skills, proved to be instrumental in ushering The Brooks Group through the trying period following Brooks' passing.

Laura Hamilton's contributions to the success of the company are indelibly felt, and greatly appreciated by all who had the pleasure of working with her. She returns to a highly lauded professional speaking career with the sincere best wishes and admiration of all at The Brooks Group.

The transition in leadership was scheduled as part of a four-phase, tiered program of strategic development set underway shortly before Brooks' passing in October of 2007. The Brooks Group enters Phase II with long-time corporate lawyer and Brooks Group affiliate Richard Gabriel continuing in the positions of President and Chief Executive Officer.

"It is with immeasurable satisfaction and pride that we announce our shift into Phase II. We have the added pleasure of knowing that we do so considerably ahead of the goals we'd projected," Gabriel noted. "By every creative, performance and financial benchmark, the Brooks Group is performing at its peak."

This new stage of the company's development includes several adjustments planned in order to accommodate its recent, unprecedented growth. Among those maneuvers outlined by the Board of Directors' growth plan is a scheduled, permanent appointment to the COO position once filled by Hamilton.

CEO Gabriel stated, "After our rigorous and detailed search for our new chief of operations, we are pleased to announce that former Director of Military Affairs Kevin Reinert will assume the position of Chief Operating Officer. We are thrilled that the most qualified candidate comes to us from internally, and move forward with every confidence that Kevin is the best fit for the company, its associates, and ultimately its clients. The Brooks Group is blazing a trail for its brightest days, and the appointment of Kevin Reinert to this integral position will do everything to fuel our continued success.

Kevin Reinert joined The Brooks Group in 2005, following a highly distinguished 28-year career with the United States Air Force. A Magna Cum Laude graduate of Adelphi University, Kevin also graduated with honors from the Department of Defense Information School and the Air War College. He retired with the rank of Colonel after most recently serving as Director of Public Affairs for the Air Force Reserve. Reinert also earned his expertise in professional selling first-hand, while on the job as an Air Force Recruiting Officer for 14 years.

Although he will be taking on the role of COO immediately, Kevin Reinert will remain the primary point of contact for The Brooks Group's government-sector and military clientele -- a role that currently includes the ongoing training of more than 1,000 military recruiters and retention specialists for the US Air Force Reserve and the Air National Guard.

Director of Information Technology, Jared Miles summed up the enthusiasm and optimism prevalent within the company by stating, "We are all incredibly excited, both by our recent progress, and the revolutionary advancements we have in store for our existing training programs."

Phases III and IV of the strategic growth agenda include the addition of several new sales and support staff positions, new training program offerings, and the addition of cutting-edge options for the delivery of existing training curriculum.

Filed under: News From The Brooks Group No Comments
19Aug/080

Who’s minding the store?

The widespread use of personal recording devices to capture videos of people doing the most idiotic of things is allowing websites like YouTube® to flourish. No doubt, the opportunity to grab 15 minutes of fame is driving many of these ridiculous stunts.

Take the recent story of a well-known fast food restaurant whose employee was video-recorded taking a bubble bath in a sink that's supposed to be used to clean uncooked food. Health officials were shocked, and company officials quickly moved to dismiss the employee a no-brainer decision. The corporate giant also said they would remind all managers that this type of behavior on the part of their employees cannot be allowed in the future. I'd like to think it wasn't supposed to be allowed in the past. And I also wonder if some store managers, and not just those at this restaurant chain, will find themselves putting up signs like, This sink is for washing food. Do not bathe in this sink.

My question is this: How did an employee taking a bath in a sink happen in the first place? Who was minding the store that evening? Sure, the fast food industry hires lots of young people, and some of these people are relatively immature. However, that's all the more reason for managers to keep their eyes on their employees. That's not micromanagement; it's smart business management.

It takes a whole team of people to build up the reputation of your products, services or your organization. Unfortunately, it only takes one person to tear it down. When you're not around, who answers your phone? Who ships the products you sell to your customers? How are they treating and servicing your customers? How do they behave when no one else is around? That's something to think about, especially the next time one of your customers has a complaint.

By the way, it's been a long time since I've eaten at one of the chain restaurants I described above and I think it's going to be even longer.

Submitted by:
kevin

Filed under: Customer Service No Comments
14Aug/080

Exceeding Expectations + Positive First Impressions = Higher Sales

Converting a prospect to a customer is simple: Exceed their expectations from very first contact by impressing them with your reliability, responsiveness and trustworthiness.

It isn't as difficult as it sounds. It just takes a system that efficiently and effectively communicates with every prospect - not just the hot ones - the importance you place on earning their trust as well as their business.

Let's face it; even the most seasoned sales professional can underestimate a prospect's potential. Why take the chance that the "cold" prospect you left hanging for a week was the one who could have made your quota?

To make the best first impression, set a time limit on responding to messages; taking longer than 24 hours, in my opinion, is unacceptable. Prepare a list of questions to ask during every initial call that will help you learn about the prospect's business and needs so you can identify the best solutions for their situation.

Immediately follow up every call (within the hour, ideally) with an email reiterating the key discussion points and outlining next steps. Finally, by the next day, send a card with a hand-written note thanking them for their time and interest.

I implemented this system following a sales seminar that focused on processes to increase sales and profits. It had an immediate impact on my business. Not only am I in better control of my prospects and the entire sales process, but the quality of deals I've been closing has increased exponentially. (Email me at SalesJournal@navigaservices.com to find out more about that sales seminar.)

Copy my system, or develop your own. What's important is that you use whatever system you create every day, for every call. It will ensure that you never miss a career-making follow up because you were distracted or mistakenly decided a prospect wasn't a priority.

Submitted by Guest Blogger:
Kathleen Steffey - Naviga Business Services, LLC

[ratings]

Filed under: Customer Service No Comments
   


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