Retention of Top Sales Talent

Here at The Brooks Group, we've been engaged in "Sales Training 2.0" for awhile.

However, I'm particularly looking forward to joining a team of sales experts to offer a virtual sales training program to members of ASTD and others in the sales and learning professions from July 21 - 28, 2010.

For nearly a decade-and-a-half, I've been training salespeople and their managers. And now, I'll be joining a group of impressive experts to contribute specific, tested and proven retention strategies.

I will present a session entitled, Retaining Top Talent. In the session I'll be describing specific strategies sales managers can employ to retain top sales talent.

Let me know if you're interested in hearing more about this great conference!

Participating with a group to provide valuable education has been a passion of mine for a long time and now, to do it entirely online with other well-respected experts, is even more exciting.

See you online!

Next week I have the honor and privilege of presenting and moderating at the Device & Diagnostic Sales Training Conference in Phoenix. I will meet and learn from top sales performers in the Medical Device industry.

The theme of the conference, “Maximizing Sales Force Effectiveness in the Device and Diagnostic Industry Through Optimization of Successful Training and Development Methodologies”, is one that has relevance and importance in many industries, not just the healthcare segment. Companies are faced with how to recruit and continue to develop the highest quality sales force in their industry. To help overcome this challenge, many companies have reorganized to build their own in-house sales force effectiveness team.

While this is our core specialty at The Brooks Group, I am inviting comments from anyone who wishes to participate. I am curious about programs, priorities, application and results. What are you experiencing in sales team optimization?

Some of the top device providers in the US will be in attendance, and I am excited to learn of (and share) their success stories and experiences.

For more information: http://www.brooksgroup.com/tbgnews/healthcare-conference.htm

In working with and coaching salespeople, particularly new ones, or untrained ones, I have noticed many stumbling with how to initiate sales calls. Whether “cold” or scheduled appointments, many have difficulty deciding how to open the sales call. Why not simply be honest and express your intentions?

Your prospect/customer knows you’re a salesperson. They are not stupid or naive. Being honest about yourself and your reason for meeting will position you much more favorably. Issue a statement of intention. For example: “Hello. My name is Richard Dickerson with The Brooks Group and the purpose of our appointment is to meet you, get to know you better, share information about our (whatever you sell) and discuss anything you wish to discuss with me.” Or, another way, “Hello, I am Richard Dickerson with The Brooks Group and what I would like to accomplish is to meet you, get to know you better, share information about our (whatever you sell) and discuss anything you wish to discuss with me.”

You have clearly stated a reason for being there, and most importantly, invited dialogue. Remember, they know you are a salesperson. They are more comfortable if they feel no pressure from you. The phrase “and anything you’d like to discuss with me” takes the pressure off them and you. It discloses your wish to have dialogue--a conversation, not a data dump by you the salesperson. Prospects feel threatened by monologue. It’s inconsiderate and self focused. We have to focus on the prospect, and the prospect has to feel that focus to help develop trust in us.

Also, this is not a script; it is a language or methodology for gaining attention and building trust. Use your own words that exemplify the principle. And remember to keep it simple--least amount of words spoken with conviction and confidence that convey clearly and sincerely your interest in your prospect’s or customer’s biggest, most pressing concern.

Your sales results and career will flourish!

Having sold for many years (some say since the earth cooled!), I’ve always been concerned about the word “close.” While I understand its use, meaning and intent, it still bothers me. It seems so final! And often times a prospect is “closed,” not the sale.

The perception of selling and salespeople varies too often between distasteful and despicable. So why use a word that reinforces those negative perceptions? “Close” means done, end, finished. To some it means “put away,” out of sight, inaccessible. Are those the perceptions we as salespeople want to create? Of course not. But our words embellish our thoughts, actions and mannerisms. Our actions manifest our words and how we’re seen. Want to be seen as a “closer” (finished) or as an advisor (present)?

What if we simply say (and see ourselves) as completing the final step in the selling process of asking for commitment ; becoming a trusted advisor who creates a positive perception. We built trust, we didn’t “close”. We’re not done, we’re beginning a partnership.

Think about it. “Closer” or “Consultant?” Who would you trust ?

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I’m hearing, reading and getting more comments about companies not wanting to hire “older” salespeople. No one over 55 is desired for sales because the belief is that “they can’t keep up with the younger generations.” “They are a health insurance liability.” Help me here. How is “keeping up” defined? Since when is energy level a function of age? Agreed, there is some natural slowing physically. But so what? Since when does selling successfully mean only high energy?

Energy level is worthless if you can’t get to work on time and it doesn’t bother you. Style is meaningless if traveling and prospecting is demeaning to you. Urgency is a deterrent if your customer is lower energy. Competitiveness is foreign if you always “won” and got a trophy because you simply showed up! All this behavioral emphasis when other factors are far more important for sales success. Like values, experience and attitudes. Especially attitude! You know those personal skills honed by time.

Oh yeah, you may also hear…“those boomers are not ‘wired’.” “They’re not computer savvy.” Does savvy mean sending endless inane texts so I don’t have to speak to anyone? Is that how relationships are built? Is my value defined in terms of the dexterity of my thumbs?

I have spent extra time becoming more computer proficient and Internet savvy. Many other ‘over 55’ sales professionals and I have embraced electronic marketing, selling, as well as blogging. And, while at times I have felt frustrated and wanted to resort to my “always ready” legal pad, I know success demands I use these tools.

You want speed or rapport? Knowing what to do when is more valuable than behavior. Having well developed values, personal skills, knowledge, and real world involvement is more productive than a fast rookie. Not that rookies should be avoided. However, professional, experienced salespeople should be welcomed and valued also. Especially when they WANT to sell! And CAN! And bring unique value others can’t.

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We’ve all been fooled. Each of us has a sales ’tale‘ to share about being misled, coerced or manipulated. And our memories — much like our prospects’ memories — are long and often unforgiving! No wonder prospects sometimes feel initially suspicious, anxious and wary of salespeople. So, what are we to do as salespeople who are honest and ethical, and yet still mistrusted by prospects?

Building trust takes time, effort and creation of consistent experiences. This is particularly true in sales where we’re dealing with emotions. A prospective buyer’s feelings are based on perception, not just logic. It may take multiple, positive experiences that are felt in the same way by the prospect before they “feel” comfortable, trust emerges and they begin to feel better about what you’re trying to offer.

We must remember and be sure to address the fears (feelings and perceptions) which are well-entrenched in prospects. They are:

1. Fear of a buying mistake:
   a. Paying too much
   b. Paying too little
   c. Buying out of fear
   d. Not getting what you truly need
   e. Not getting what you really want
2. Fear of looking stupid
   a. Succumbing to pressure
   b. Being ’suckered’
   c. Falling for a ’pitch’
   d. Buying to get rid of the salesperson
   e. Buying only because you ’liked‘ the salesperson
3. Fear of being criticized or ridiculed
   a. No one buys from them!
   b. How could you?
   c. You paid what?
   d. Don’t you know their reputation?
   e. Why did you ’fall‘ for that?

In every situation, positioning yourself and your product as a source of trust and value would have overcome these feelings. It often takes multiple acts to build trust, but only one mistake to destroy it. Value is the buyer’s perception of “what’s in it for me that’s important to me?” You’d better discover what they perceive as value. This in turn helps solidify trust — and leads to choosing you, because it feels right (trust) and solves their greatest issue (value). After all, that’s what customers truly want isn’t it?

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In the best of times, selling effectively requires us to be optimistic, prepared, upbeat and all the other positives we know so well. I like to say “we must see ourselves in the best possible way.” In the worst of times, this mantra takes on even more significance.

With most news reports stressing the negative effects of everything, staying positively focused in the midst of the depressing onslaught becomes even more challenging! I am always amazed at how some salespeople remain undaunted in the face of negativity. I often thought it couldn’t be! I was wrong! I was a victim of my own mind — I bought into thinking everyone has negative thoughts, and reacted accordingly.

Yes, we all have negative thoughts. The difference is top salespeople don’t dwell on those thoughts. They:

• Recognize them as negative thoughts, put them aside, and move on
• Choose to focus on the positive
• Stick to the task at hand – what they can control
• Believe in themselves
• Say nice, positive things to themselves; self talk is positive
• Learn from experiences and think constructively
• Are realistic
• Don’t “set themselves up” with artificial limits in their thinking

Top performers maintain a healthy positive attitude. They welcome every experience as a new, unique opportunity to learn and grow and improve.

I’m still learning about the salesperson in me. How about you?

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It’s often standard procedure in tough economic times to cut budgets, trim expenses and reduce staff. We all know this drill. It seems epidemic – the “catch 22” cycle of reactionary strategies, intended to help companies weather the downturn. And then when conditions improve, there’s another reactionary strategy of scrambling to catch up. Cutting salespeople sure seems economically sensible on the surface, but have you ever wondered what these types of behaviors the really cost?

Look at real costs of reduced sales efforts in your organization:
• Lost contact
• Lost margin
• Lost revenue
• Lost opportunities
• Reduced customer service
• Lost goodwill
• Changed customer perceptions, etc.

Many companies are making cuts to their sales force as a means of reducing expenses to survive, under the mistaken belief that increased selling effort is unnecessary when customers are buying less. But how do you truly expect to maintain a strong bottom line with fewer salespeople and less selling activity?

As counterintuitive as it sounds, the real solution to weathering the storm lies not in making cuts, but rather investing in your team. This is a prime time to focus more on training and developing your salespeople’s selling efforts to help them stay ahead of the curve.

Look at other alternatives, such as increasing your organization’s preparedness through better prospecting, positioning, pre-call planning, focused training and clearer accountability. You may also consider temporary salary or commission adjustments with clear definitions, duration and procedures, rather than full-scale layoffs.

Do all you can to keep your strongest salespeople in good times or bad. The cost is simply too high not too!

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Tough times are upon us. Selling and managing salespeople well are simply mandatory now! Sales managers must respond effectively for their sales team, and the economic conditions. They must make some critical adjustments now.

1. Get out from behind your desks and travel with your salespeople regularly! This means:
   • Observe them
   • Lead them
   • Coach them
2. Hold your salespeople accountable for activities that are productive, and measure their productivity. Make sure they:
   • Prospect regularly with qualified prospects and existing customers
   • Position and pre-call plan for every call
   • Build trust and convey value on every call
3. Require and provide your salespeople with a relevant sales process.
   • A sequential linked process
   • Customer focused, not techniques focused
   • Principles based
   • Easily repeatable

As a manager you must set the example and hold them to it. Everyday. Especially now.

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As we experience another period of economic downturn, we see companies reacting to conditions in some surprising ways. They dismiss salespeople, apparently thinking that this source of new business has less significance when selling is tougher. Isn't this the same faulty tactic as not fixing the roof after the rain has stopped?

The necessity of building trust and value is never more important than in tough times.

Qualifying, questioning and uncovering dominant needs, desires and wishes, positioning your value proposition, building trust and value, and asking for commitment are even more critical in tough times. Surely, you want to hold on to those best prepared to perform these duties. This is not the time to "internalize" selling; those least familiar with professional selling are certainly not going to be as effective. Unless, of course, your sales team is ineffective to begin with (another blog post).

Top organizations - those with clear strategies and people who believe in the mission and in their ability to carry out these strategies - remain successful. They use "down" time to sharpen skills, attract top talent and strengthen their market position.

Our practice centers on these top companies, who have maintained or increased attention to the further development of their sales teams. They know the benefits of cultivation rather than elimination, especially in tough times.

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