Why You Missed Quota

The sales quota is much-argued situation in most sales organization. How is it set? Do previous successful months offset less successful months? Is it a moving target, growing as you become more successful? Is management doing anything to support achieving quota? Sales pros love quota when they're ahead, and hate it when they're behind. Should a company even use quota anymore?

Sadly, quota isn't going anywhere. It's how most sales organizations predict the cash flow they will generate to support the rest of the company. These predictions need to be pretty accurate, or the dominoes fall fast and hard. So why are they so difficult to hit? It may be a combination of management's fault, and your problem.

Quota isn't always important. If meeting quota isn't a consistent qualification for keeping your job, it may be an excuse to fire reps who haven't fit into the corporate culture, or rubbed management the wrong way. Or it may only be important if cash flow is tight. Inconsistent attention to quota makes it hard to take seriously. If you miss quota occasionally, you're normal. But beware: if no one mentions it to you, and asks if your pipeline is recovering this month, and asks how they can help, management may be using missing your quota as a way to ease you out the door.

You aren't doing the right homework. Sales pros are prone to bouts of burnout - feeling like our work is under-appreciated, over-paper-worked, and too repetitive. It's work to keep it fresh and still be effective. Read at least part of some sales philosophy or sales system book or tweet or blog every day. Every time you tweak your perspective, you stave off burnout. Also, create a strong list of call objectives for each call. If you had one before, shake out the ineffective goals and replace them with new stuff. New conversations will yield new results.

Management doesn't support the team. Does your manager help? Or threaten? Does upper management bring in outside trainers to offer you a fresh perspective? Are you discouraged from taking time off? Is the organization aligned with keeping customers, and serving them well? Some managers are just as burned out as their team, making them ineffective at providing the support, sounding board, and education the team needs. Some customer service staff look at every customer as a list of problems. It's very hard to be a successful solo act if your management has a negative attitude.

You flip out when you have a slump. In simple terms, you're superstitious. You think a bad week means you've "lost your touch." If you could make sales two weeks ago, you can still do it. (It's not a magic trick, it's a skill set!) Do an objective check of whether you've let your side of the equation slide. If you're still doing a thorough and professional job, shake it off. No coin comes up heads every time. Statistics insist that everyone have a slow patch sometimes.

Quota is an unreachable number. If your quota keeps changing, it usually is growing. There is a market potential beyond which higher numbers are impossible. There aren't enough hours in the day, or customers in the market to make the numbers required sometimes. This is a very bad sign. It means management hasn't aligned their outlook with current market conditions. It tends to make the relationship between sales and management adversarial. Particularly in organizations where sales pros are also the primary account managers, the more clients you have, the less likely it is you can keep hitting big numbers based on the sheer volume of time it takes to keep your accounts happy.

Your reputation is, well, tarnished. Remember that in sales, it's all about trust. If the prospect doesn't trust you, they won't trust what you tell them. Have you been professional, thorough, and honest in every interaction? The grapevine will bite you in the end. At one happy hour, one of my managers became very drunk, and very belligerent. (Yes, he was old enough to know much better.) Within two months, the company transferred him out of the area with a stern warning: you've made yourself poisonous to the restaurant community once. Any further trouble, and you're fired.He was lucky. Bad behavior has a way of living on forever. You never know who knows each other, or how long your outburst will live in social media. Clean up your act. You have a very public job. It will make a difference!

The 4 Most Common Shopper Personalities, and How To Sell Them

There are millions of individual personalities out there, but most of us fall into one of 4 categories when we are shopping: The Expert, The Connector, The Prisoner, or The Evaluator. Each one of these shopping styles requires information and service to be presented in a particular way in order to make the shopper feel respected and interested in doing business with you. At first glance, it may seem like patronizing people, but really, you're just addressing your prospect in their own language. If their language was Serbian, you wouldn't speak French, would you?

Here are the 4 most common shopper types, and a few pointers on how to speak their language:

The Expert

This shopper believes they know it all already. Saving face is very important to them. You must respect the knowledge and experience they have, or think they have. Use reinforcement phrases like: I like what you just said. -and-  That’s a great question. Start sentences with: As I’m sure you already know… Question with: I’m curious about your thoughts on…

  

The Connector

This shopper is always looking for familiar context.  Everything will remind them of a story, person, or movie. They want to trust you, and want things to make sense. Use phrases that emphasize the familiar: Use their own words and phrases whenever possible. Analogies are usually helpful with these shoppers. Start sentences with: You may have thought it would be nice if… and then follow with a feature. Questions should be grounded in recent statements the shopper has made: “How soon are you looking to buy (whatever they just said)?”

The Prisoner

This shopper doesn’t want to be in the market. They want to get it over with. All they need is trust to move forward. Trust that you will take this issue off their hands, and they won’t have to cope with it anymore. Write things down! Never ask them to repeat themselves. De-escalating their emotions is very important, but it needs to be done in a way that is not minimizing the importance of their feelings. Start sentences with: Thanks for bringing that up. -and- This must be a frustrating position for you. Question with: Do you think we should talk about ________?

The Evaluator

This shopper loves the shopping, and always wants more time and material to consider. Helping them to the decision phase may be seen as pushy. They will walk away if they don’t feel educated. They want a lifeline, so they will ask about guarantees and warranties. Comparison shopping is the norm for them, and they may lead you on in hopes of getting a deal to take to your competitors. Start sentences with: “As you may know from your research…”  Question with: “To answer you better, I’d like to ask you a question.”

7 Secrets of Successful Sales Pros

As I travel from client to client, I'm asked one question more than any other: What kind of people make the best salespeople? While there is no one answer, there are some common characteristics I see in most successful sales professionals. A great sales pro may not possess all of them, but they all seem to have at least a couple. These are the characteristics of the most successful sales people based on my surveys and experience:

The best salespeople are those who love people, and love their product. They find a way to enjoy every client contact. Real enthusiasm can't be faked, and the top sales pros bring it to every situation.

They understand that hard work pays off, and no work pays nothing. They don't care about quota. When they're ahead of quota, they work just as hard as when they're behind. It's the best way to keep the pipeline full and the customers happy. They do the "invisible work" of networking and researching so they're always prepared to act.

They are active and attentive listeners. Success in sales comes from being client-centered. The best of the best pay close attention to their prospects and customers, and always ask probing questions to get to the heart of the matter.

Giving up isn’t an option. Sales leaders work when they're sick. They work when they're tired. They work when the outcome looks iffy. If they don't succeed, it isn't because the didn't give their best.

They think on their feet, and make their company look good while meeting the needs of the client. Companies and sales pros succeed and fail together. If a customer loves you, but hates your company, the relationship is doomed to failure. Team spirit isn't just for sports, it's for business, too!

Solving the customer’s problem while achieving the customer’s goals is the most important thing to them, and they do it every time. The only goal a client wants to achieve is their own. They don't care if you hit quota, or if your company is having a milestone anniversary. They want to meet or exceed their goals. The most successful sales pros never forget this.

They believe in long-term planning their sales, so they never waste an opportunity to leave a great impression, even when a prospect isn’t in the market today. What makes a prospect a prospect is that there is a chance they will purchase your product or one that serves the same purpose. The best pros learn the prospect's business goals, and follow up periodically to stay current and relevant. If the prospects aren't in the market today, they will be another day. Generating a positive relationship with non-buying prospects saves a ton of groundwork when they finally are in the market.

All of these skills and characteristics can be developed. If your team is lacking any of them, coach them to add to their skill set, and to your bottom line!

Why Closing Is Different In 2015

In 2005, everyone had computer access and a cell phone.  None of us had streaming TV, Twitter, Instagram, Vine, Facebook, or Skype.  Faxing was still big. Important information still regularly came in your physical mailbox. 2015 is a year where the 2005 plan just won't cut it.

The biggest difference in the sales world is that prospect and buyers expect to be part of the sales process. Interactive sales are the norm. Clients will want custom products, and they will tell you how they are willing to let you sell it.  Anyone can open their phone and Google your "facts," and comparison shopping is almost instantly available to every customer.  What's a sales pro to do?

Interacting with your client doesn't just mean showing up for a meeting anymore. Now we text, tweet, video chat, email, and LinkedIn message our customers and our prospects.  Following a prospect on social media keeps us in the loop as their attitudes and goals change and evolve. And they follow us, and our competition, too. The sheer volume of available information has made consumers a much more educated group.

How does this affect closing? Focus on helping your prospect meet their goals and relieve their pain points. Listen as much as possible to how your solution will be implemented and how it will benefit the customer's plans. People commit to relationships they believe are honest and beneficial, so it's important that your client doesn't feel sandbagged in the closing process. (After the commitment has been made is not the time to throw in, "Oh, by the way, I need you to sign this.")

Written agreements give you the authorization to handle sensitive information, and give the customer a record of the commitments you and your company have made. Emphasize that your agreement protects your client's privacy; it limits who has access to their information, and for what purpose. When a prospect asks you for a commitment, that's a great time to agree, hold up your agreement and say, "and we put it in writing." 

Don't be surprised if your client pulls out an agreement of their own for you to sign on behalf of your company.  More and more purchasing departments in companies small and large have "contractor agreements," which usually supersede any other oral or written agreements.  They often include non-disclosure clauses, and penalties to the vendor if the solution is late, ineffective, or improperly maintained. Make sure you have permission to sign before you go ahead and do it.  If you're not sure, bring it back to the office with you and hand it off to your boss.  

Your competition isn't local anymore.  Your competition is anything a customer can find on the internet.  If someone else out there offers a nuance or policy that your customers like or want, they will pressure you to offer it, too.  Welcome to the interactive sale.

8 Critical Presentation Skills

If you’ve ever sat through a bad presentation, you know how frustrating it is. The presenter is losing respect and credibility, minute after excruciating minute. The sale will never be made, as the attendees cannot wait for an opportunity to escape. What’s a bad presentation? One that breaks one or more of the following rules:

Know and Respect Your Audience: Audiences are not all the same. Know the individual needs and strengths of your audience in advance, and tailor your presentation to them, specifically.

Present in Terms of Your Audience: Talk about them. If they’re in your audience, they accept that you have something useful to offer. There is no need to toot your own horn. Instead, demonstrate how the material helps them achieve their goals. Address how successful implementation will benefit them. Ask them to explain how the concepts will benefit them.

Present Information In Multiple Formats: Give handouts. Have slides. Use photos and pictures. Have activities planned for every 15-30 minutes. Every person ever tested learns best when information is presented to them in a variety of ways, followed by practice utilizing the concept. Use all of these formats whenever possible. They’ll remember more of what you presented!

Have At Least 1 Slide Or Visual For Every Minute of Lecture Time: People read and absorb the information on a presentation slide in an average of 15 seconds. 5 to 7 information points per slide is all that people can work with in their short term memory at a time.  When it’s time for a new group of concepts, it’s time for a new slide or visual. Your audience will remain attentive and engaged.

Never Read Your Slides To Your Audience: They can read them, and probably have. Reading to them feels insulting. Use the animations in your presentation program to have text join the slide as you make points. Movement increases the intensity of audience focus.

Speak in Coherent Sentences: Nothing will make your audience’s mind wander like throwing in a few, “Um, you know, so, uh, well” space fillers. The only way to avoid this is to rehearse your presentation. It shows respect for your audience’s time if you’ve taken the time to properly prepare. No one notices when space filling words are missing, but everyone notices when they’re used.

Ask Questions Throughout, and Listen to The Answers: Being asked a question makes most people almost reflexively answer it, at least in their head. This keeps your audience engaged. If you ask a question and your audience answers, address the answer fully.

Keep It Short: Present for slightly less time than you were given. People will ask questions and otherwise interrupt you, and you need to build in plenty of time for that. Deliver your message. Your audience has a schedule to keep.

What If You Don't Golf?

It's that time of year - the weather is great, the sun is warm, and no one wants to be stuck in the office if they can avoid it. When you request a meeting, you're offered 3 different tee times.  But what if you don't golf?

I don't golf, though not for lack of trying. There are few things I'm worse at than games requiring hand-eye cooperation! The first time my daughter beat me at mini golf, she was 5. She's not an athlete, either; I'm just really that bad.

If I wanted to go for a walk with a client in a beautifully-kept park to talk business without golf clubs, they'd say "no." Golfing takes 2 or three hours - a wonderful amount of time to blend casual and business conversation, and deepen the professional bond that will flourish for years. We non-golfers can have the same access to our clients, but it takes a little creativity.

First of all, no matter your gender, witnessing sporting events is always a good way to bond and talk business in an outdoor setting.  Baseball games are a favorite, since there's lots of quiet down time between scoring and great plays. Grab a copy of Baseball for Dummies, learn your details, and get out there.

Also, there are a variety of charity and arts events in the spring through the summer. Symphony concerts, outdoor art shows, ballet and dance recitals, garden shows, sailing - there is more to great weather than golf. Any circumstance that can qualify as networking and have enough quiet time to deliver your pitch will work. Try to pair the event to the client, and offer a friendly afternoon.

I

n the short term, if you're offered golf, counter with a pre-game lunch request, claiming an impossible schedule that day, and hope for the best. In the long term, establish a couple of hobbies that you can substitute for golf to give you the access that you need. Your competition may be golfing, but you can compete, and you won't need to work on your putting.

Volunteer for Higher Sales

When your prospecting and cold calling are letting you down, what can you do to freshen things up? How can you get doors to open instead of close?  Volunteer, and do so in a strategic way.

Volunteering is a wonderful way to stay involved in your community, and most communities have literally hundreds of opportunities open to you.  When you participate in a charitable organization, you inevitably meet new people, and strengthen your reputation.  You can sign up as yourself, or as a representative of your company.  I strongly recommend you volunteer in circumstances that will bring you into contact with a lot of people, not situations where you interact with only a couple. Your goal is to meet and interact with as many people as possible.  There are charity walks, charity runs, Habitat for Humanity community projects, and many more places to volunteer where you'll be exposed to dozens or even hundreds of people.  

Choose a cause you believe in and respect.  It's key to participate in community efforts that are genuinely important to you. If you are only volunteering to increase your network, you'll resent every moment of effort, and it will damage your reputation.  Instead, the idea is to aid your organization of choice while you add new members to your network to help you reach deeper into your target market and overall community.  If you’re like most people, there are several groups you’d be happy to help. Find local groups and events on websites like Volunteer Match and Volunteer Connection.  How does it work?

While you're working at your event, make an effort to get to know your co-volunteers. It's a networking opportunity on a much more personal level than the usual.  The fact that you're volunteering shows that you're responsible and hard-working. You and your co-volunteers have an interest in common, and you both care enough to donate your time. You'll have some business cards in your pocket, so you'll be able to share them with your new contacts before you leave. Make sure to take their information, too.

During the next work week, treat your new contacts like you would for any other networking opportunity.  Reach out to your new contacts and remind them of your meeting.  Invite them to coffee or happy hour.  Slowly move your new relationship in a professional direction.

Any of your new connections may be a door to a new level of professional networking.  The more people you know in your community, the more doors will open for you.