Is This the Best Act of Leadership in 2017 So Far

Is This the Best Act of Leadership in 2017 So FarIn this era of one sided Industrial Relations laws where ‘legislation treats employers as the enemy’ many managers are scared to hold their people accountable for the results they are being paid to achieve, in fear of an employee Activating a FWA Claim for unfair treatment. (When did the business world become so screwed up that demanding a sales person hits target in return for the car and salary they are being paid became wrong?) To compound this issue, the current buzz word in HR of ’empowerment’ has some managers stepping away from their responsibilities of developing and in-field coaching their teams. Too many are sitting behind their desks working on reactive problem solving tasks, and writing “extremely important reports”, while placating their own consciences with the cliché ‘my door is always open’, instead of coaching their people in the field or on-the-job. In this environment true Acts of Leadership are unfortunately few and far between. However I recently heard of an amazing ‘Act of Leadership’ from a financial planning organisation* that in over 16 years of running KONA’s Sales Training and Sales Management Training programs, we have never heard of a manager doing the same. This Act of Leadership was so simple in its doing but has been so powerful in its impact and outcomes. An employee was called into her managers office for her 6 monthly performance review, full of anticipation. She had been working hard and achieving all of her KPIs, as well as committing to her own career development by studying in the evenings, and was hopeful of a pay rise. As the manager went through her performance her excitement grew and when the manager got to the point where he gave her a substantial pay increase she was ecstatic and nearly jumped over the desk to hug him. Now at that point, most managers would feel that they had done their job and move onto the next task. However the manager then said “however as your manager I need to say how proud I am of you and your contribution to the company and therefore I would also personally like to offer you an additional $750 that I will pay out of my own bonus”. The subsequent impact has had a massive effect as the Act rippled through the organisation and their client base:
  • The employee has a renewed commitment to her employer and her manager.
  • Other employees are offering their 1st born in an attempt to work in the managers team. (Okay, maybe a slight exaggeration but you get my drift!)
  • The positive message has stimulated the company culture which is demonstrating what it means to be a true Employer of Choice.
  • And word has got out to Clients who are seeing the organisation as having a real point of difference.
Internal and external branding and marketing outcomes like that just can’t be bought for $750!!! So, regardless of your position in your organisation, what Act of Leadership are you going to demonstrate this month that will make a real difference? Alternatively, if you can match this Act of Leadership or have heard/experienced something better, we would love to hear from you and will happily promote your story and experience. Send your experience to Glenn@KONA.com.au or call on 1300 611 288. * By request the names of the employee, manager and organisation have been withheld however if you would like to discuss your personal finances with them please contact us and we are happy to share their details. The KONA Group is Australia’s Leading provider of Customised Sales Training and Sales Management Training and Coaching  and provide customised training programs that include: Sales Training & Coaching, Key Account Management Training, Call Centre Training & Coaching, Negotiation Skills Training & Coaching, Conference & Motivational Speakers,  HBDI and DiSC Personality Profiling and more. If you would like to discuss how KONA’s Sales Training, Sales Management Training and Call Centre Training will improve your organisation’s results, contact Glenn Dobson today on 1300 611 288 or info@kona.com.au or text 0425200883.

5 Principles to Identify If You Are Developing a Competent Sales Team

5 Principles to Identify If You Are Developing a Competent Sales TeamTo build an efficient and competent sales force, Sales Managers and Sales Leaders have to establish a Sales Management philosophy and process. One of the keys to sales success is in the 5 Indicators of Sales Force Effectiveness and by adhering to the following principles, you can go a long way to establishing a successful team.

1. Don’t Under-Lead or Under-Manage

In KONA Group’s Customised Sales Training and Sales Management Training workshops we regularly notice that Sales Managers are Coaching from behind their desks and relying on CRMs, reports, metrics and deadlines to manage and motivate their teams. They think reports and numbers can fire up their teams however truly effective Sales Managers look for ways to lead by their presence and example by being involved. Ask yourself and/or your Managers this question – How many days have you actually spent on the road Sales Training and COACHING your people in the last 4 weeks? My 1st Sales Manager had 8 sales reps and spent 16 days a month, every month on the road, observing, motivating, acknowledging and coaching. In this digital age where Sales Managers are so busy analysing stats and working on ‘oh so important strategies’ no wonder so many Sales People are going it alone and not performing

2. Identify Problem Patterns of Behavior Early

Over the years we have noticed that Sales Managers have less awareness of how their team is performing day to day, hour per hour, and not recognising the behavioral patterns that are killing productivity. They often say defensively that “their people don’t like to be micro managed” so they leave them to it and review if they hit or missed target at their monthly sales meeting Professional Sales Managers and Sales People know exactly where they are on any given day and how they are performing against their daily, weekly and monthly targets. Don’t believe it then just watch the Footy. In League, Netball, AFL, Soccer, Rugby and most other sports Managers are using minute by minute stats to manage their player’s contribution and activity – # of tackles; hit ups; possessions; offloads; passes; kicks; disposals; the list is endless So why when most Sales Managers are asked “What is the shortfall in your team’s Sales Pipeline? Who is behind target and what has their activity and contribution been to-date” too many managers hide behind the HR line of “I am Empowering my people”. This is an absolute COP OUT and wrong as Empowerment has to be earned, not given and is only for over-performers, not underperformers

3. Culture AND Strategy

A Sales Manager recently proudly boasted that he “liked to keep his people lean and mean and never gave them any compliments or encouragement because it would go to their heads and they would ask for a raise!” To make it worse he then said that when he started he “had been thrown in at the deep end and it didn’t do him any harm”! Not surprisingly he had the lowest retention rate in the business and 60% of his people were behind target To create an environment that is highly effective you have to look beyond these financial goals and focus on the tone and culture set. A Manager’s or a CEO’s Sales Force needs to have goals, benchmarks, and track the rate at which things are done, but this is done best when the whole team has a united sense that “this is the way things get done.” It is an old sporting adage but a team of individual stars rarely outperforms a team playing for each other By instituting Team Goals, but still Managing INDIVIDUAL Performance, Sales Managers create team that will allow individuals to work better and be more focused and more importantly to celebrate their success with their peers. When was the last time you organised a ‘Team Commando Raid’ where all of your Sales People did a blitz on one of your team’s areas to give them a boost?

4. Stay on the Talent Hunt

Strong Sales Managers remain dedicated to finding and hiring the best talent and they don’t delegate it to their HR Department. Skills and products knowledge is secondary to a Sales person’s attitude and drive so find the best, and hire people who have the attitudes and purpose that line up perfectly with your team’s goals. Personality profiling, not only when recruiting but at regular basis, can help Managers keep tabs on shifts in their team’s tendencies and can help improve the performance of a particular Sales Person, impact group dynamics, and turn good numbers into great numbers. However, Managers getting out with their people at the coal face and providing Sales Training and Sales Coaching will help Managers keep their people going in the right direction well before performance starts slipping, or before bad habits become too embedded.

5. You Set the Tempo

It’s a fact that sales teams are most successful when Sales People and Sales Managers work together with the same accountabilities and standards. One of the best ways to set this tempo involves the use of real-time feedback that can generate instantaneous changes in behavior. When a Sales Person feels their Manager adds value and is interested in helping them to achieve their targets, and subsequently earn bonuses and commissions, they will involve the Managers with their customers and clients. However, if they don’t see the Manager as adding value then they will be protective of their clients and look for ways to keep you away.

Going forward:

Organising a team around these 5 Principles can create an effective Sales Management foundation and will increase your chances of success. So if you are looking to increase the effectiveness and results of your Sales Team, contact KONA today on 1300 611 288 or email info@kona.com.au to discuss how we can help you to improve your organisation’s results. In addition, if you want to receive a FREE Sales Capability Assessment for your organisation, email Glenn today on Glenn@KONA.com.au The KONA Group trains and coaches 1,000s of Sales People and Managers a year and is Australia’s Leading Sales and Sales Management Training and Coaching company and provide customised training programs that include: Sales Training & Coaching, Key Account Management Training, Call Centre Training & coaching, Negotiation Skills Training & Coaching, Motivational Speakers, and more.

SALES EXCUSE 1: NO ONE IS BUYING!

It’s one of the most frustrating things about sales – your team cultivates a promising lead, make their pitch, and the customer says no. However, what is more frustrating is the excuses that come from the team when they are not meeting targets.

Customers say no for all kinds of reasons: they don’t like the product, they don’t engage with you, they don’t have the money, the time or the inclination.

But the big reason that people say no is they haven’t been given a compelling reason to buy. Sales is seduction, and you’ve messed up the kiss!

So what can you do about it? It’s time to rethink and refocus your team with sales management training to start thinking about why they are not converting.

Offering a Deal is Not Enough

In sales, the value proposition is everything.

If you’re selling vacuum cleaners, the value proposition is that your particular brand and model has the most powerful suction, the longest warranty and/or the best quality build.

However, this kind of value proposition is generic and does not present a strong point of difference. If all you have to offer is some hokey lines about quality or rate of suction, then there is no compelling reason for the consumer to buy, no competitive point of difference, and a ‘no’ is expected.

Understand and Communicate The Value Proposition

Apple’s marketing strategy for its computers and smartphones barely mentions their technical specifications, even though they are state-of-the-art. Apple instead focuses on their image – that of creativity, innovation and passion.

The effect is to create a value proposition that goes far beyond the physical products they sell. Apple has created an image that is different from its competitors and that sells the product.

The lesson here is to rethink how you and your team are presenting your products or services. What you do and how you do it is important, but why should also be a major part of the pitch.

Clients and customers want to be part of something, to feel that they are gaining an advantage or fulfilling a need. Engage with them and demonstrate why your product is unique and most suited to them, and what needs will be met.

Don’t Ask, Don’t Get

A firm lead has been worked up, pitch prepared and delivered flawlessly. At the end, you say “any questions?” and they say, “we’ll get back to you” – and of course, they don’t.

If your pitch doesn’t contain some hard sales questions or offers, then you’ve wasted your time. To convert leads, you have to ask buying questions, give them a reason to buy.

Is there a limited time offer? A free service or trial period you can give that leads to a long term paid arrangement? A demonstration of value that makes it irresistible?

Simply reciting your product or service’s good points is not good enough. There needs to be bait on the end of your hook – don’t let them leave the room or hang up the phone without making sure they understand what you are selling, and that they need to buy.

Sales management training

Sales is all about understanding consumer needs and having the confidence in your product that it meets these needs. If you aren’t converting good leads, then something’s wrong with how you’re pitching.

Estee Lauder said “If you don’t sell, it’s not the product that’s wrong, it’s you.”

Go back to the fundamentals. Every sale needs to be made around a value proposition.

If your products and services are good but you’re getting more no than yes, then the customers you’re targeting haven’t been given a compelling reason to act.

By rethinking your strategy with sales management training – shifting from what and how to why, and by asking relevant questions and setting up calls to action – you can drive customer decisions in your favour.

It’s time to stop making excuses. If you want to take things to the next level and start increasing conversion rates, KONA Group has transformed companies’ performance through proven sales methodologies with sales management training and coaching programs customised to companies’ individual needs.

For more information, please email info@kona.com.au or call 1300 611 288.

SALES EXCUSES ARE FOR ASSES!

The daily grind of building sales leads, nurturing, and closing them is a numbers game – the more people you speak to, the higher your chances of success. However, at times it can feel like there are more no’s than yes’s, which makes it easy for sales teams to get caught up in their own excuses rather than holding themselves accountable to their own actions. As a manager, one of the toughest jobs you have is to keep your sales team focused, motivated and accountable to their sales targets. Here are some common excuses we continue to hear, and how to shoot them down! Excuse 1: I don’t have the time A common complaint among sales teams is that they are time-deprived. They protest that they don’t have enough time to chase new prospects or that they don’t have enough time to work up new leads through cold calling – ASSES! Speak with your team and see what kind of schedule they keep. Partition certain times of the day for cold calling and lead generating, ensuring new leads continue to flow through the sales pipeline and daily targets are met. Hold team members accountable by getting them to report back at the end of each working shift on their results – what went well, what didn’t work and how it can be fixed. This is always easier said than done. Consider undertaking sales training and coaching and sales management training to redefine sales team members’ attitudes and habits, and to refine techniques. Excuse 2: It’s the customer’s fault How often do you hear “They don’t understand what I am saying”, “My leads won’t return my calls” or “It’s not my fault they don’t want to buy our products”. ASSES! The customer didn’t understand the pitch because it wasn’t delivered effectively. They ignored the calls because there was no compelling reason to return them. And they said no because, let’s face it, they weren’t convinced. When these kinds of excuses occur, have a look at how your sales team is approaching potential customers. Are they performing as well as they can? Do they understand the product? Sit in with them during a phone call or pitch and evaluate how the message is executed. They may need sales training to refine their approach and methods. As an exercise, ask them to define and sell the value proposition to you. If they can’t define and sell the proposition effectively to you, then how can the customer be expected to understand it and act upon it? Excuse 3: I don’t have the support I need You’ve worked hard to set up the business, create an aspiring working culture and hustled hard to work up sales leads and develop a network of contacts. In other words you’ve set it up – and all your sales team has to do is knock it down. When things aren’t working, it is easy for sales people to blame tanking sales figures on the company not supporting their efforts. As the leader, the buck stops with you. Take a long, hard look at your business. Is it true that there’s not enough support provided? If not, ask them what they need and work with them to make changes. If yes, then it’s time to consider other issues affecting performance. It cuts both ways with this one! Consequences and solutions The consequences of these excuses can be damaging for any business: sales decline, good people leave, customers feel neglected and long-term business relationships wither. So, if your sales team is bringing in lacklustre results and giving excuses for what went wrong rather than what needs to improve, then it’s time for a review. KONA Group helps organisations cut through the key issues and coach solutions with customised sales training and coaching solutions. For more information, please email info@kona.com.au or call 1300 611 288. Or, if you have some additional excuses that you have heard, please share them with us!

5 Tips to Improve Your Sales Team’s Performance (Part 2)

By Garret Norris, Sales Training & Negotiation Specialist. In last week’s part 1,  we stressed that no matter what business you are in, what has worked well in the past just isn’t good enough today Sales people and managers who put their head in the sand and say “We have always done it this way”, or “my customers are different” are going to be replaced by professional sales people who are always looking for ways to improve their client’s businesses, not just sell more product So here is Part 2 of some basic sales management steps you can take to improve your sales team’s performance and implement a solid Sales Training program that will ensure your growth (or survival) and reduce your costs of selling. antique.

It’s not only made well – but it’s just uncomfortable enough to become an antique.

6. Ask, listen, and act.  Better than any others, these three words summarise success in sales and your sales coaching must always reinforce them
  • Your questions must be creative, planned, relevant, and interesting.
  • Your listening skills must be highly developed and focused on your customer, rather than thinking about the next question you will ask
  • You must respond to key words in the customer’s sentences and take action that proves that you listened to the customer and want to help them.
7. Take the responsibility but not the credit.  Realise that as sales manager your people look to you for direction and coaching, not for you to claim the spotlight To build a strong team willing to go the extra mile when you need it, give your team the credit for everything that goes right, and take the blame when it goes wrong. Protect your people from above but hold them accountable for the performance. 8. Work on the basics.  Even the best of the best have room for improvement so make a decision to improve your weaknesses and set Sales Pipeline goals to force yourself to do the things you don’t like to do. Be creative in your prospecting, fact finding, and presentation skills and set new standards by imagine the perfect salesperson and comparing yourself to them. 9. Develop your attitude.  Your attitude is controllable so change the beliefs that limit your success. Your thought habits control your commitment, enthusiasm, persistence, resilience, happiness, and confidence. So be aware of them, decide which ones are unproductive, and then make a commitment to change. 10. Maximise your time.  Focus on your goals and set daily activity KPIs for short and long term importance and urgency. Create a weekly sales schedule and manage your time against it daily. If you are behind target introduce weekly Power Hours to drive activity that creates results Remember, just one hour a day used more productively adds up to more than six extra weeks of productive time a year. Going forward: Garret Norris is KONA Group’s Sales Training & Negotiation Specialist so to discuss how Garret can improve your sales results please contact him today on 1300 611 288 or info@KONA.com.au
For Tips 1 – 5 please read Part 1 of Garret’s blog at

5 Tips to Improve Your Sales Team’s Performance (Part 1)

By Garret Norris, Sales Training & Negotiation Specialist.

In Australia a good Sales Management professional has to move faster every day.

Very quickly, competitors can pop up out of the blue with products similar to yours and before you know it, the race is ON to retain and grow existing accounts while winning new clients.

No matter what industry you’re in, what worked well a few years ago isn’t good enough today. (Just look at the politics in Australia if you need any proof!!).

cartoon

This is not the time for trial and error or order taking; this is a time to sell!

So here are some basic steps you can take to improve your sales performance, by implementing a robust and customised Sales Training and Sales Management Training program which will increase sales and reduce your cost of selling, to ensure your survival.

1. Clarify your Sales Strategy. 

Begin by understanding your business niche. What do you do best? Who needs what you do? How do you best approach these prospects? What are the consequences if they don’t buy? How much are they willing to pay? If these questions are not answered easily, discuss with your own management for clarity and vision.

2. Break the sale into specific goals to drive your Sales Pipeline. 

Write down the activity goals (calls per day, proposals per month, referrals per call, etc.) that you can control.

Set results goals (sales per month, amount per sale, profit per sale, etc.) to measure your progress, and track them closely. Increase your activity and measure the results as setting short term goals will focus your attention and energise your action.

3. Sell to customer needs. 

Always assume your prospects will buy only what they need so uncover how you can convince them of that need

While you can emphasise the features and benefits of your product or service, by uncovering your customer’s business problems and “what keeps them awake at night” you will be way ahead of your ‘product flogging, price selling’ competitors!.

4. Create and maintain favourable attention. 

Effective marketing, referrals, strong sales skills, and strategic questions are the keys to creating favourable attention. Diligent follow-through and above-and-beyond customer service are the keys to maintaining it so what is your Customer Service Charter and Plan.

5. Sell on purpose, with a purpose. 

Know both what to do and why you’re doing it at every step along the way. Who are you targeting and why? What are you going to present to them and why? What are you going to ask them and why? What is your proposal going to look like and why? When are you going to ask for the order?

If you don’t feel sure of yourself at every step of the selling process, managers need to follow through and spend time on the road with you field coaching, not sitting behind their desk giving guidance.

Going forward:

Garret Norris is KONA’s Sales Training & Negotiation Specialist so to discuss how Garret can improve your sales results please contact him today on 1300 611 288 or info@KONA.com.au

For Tips 6 – 10 please read part 2 of Garret’s blog