Sales Blog with Sales Tips

This is one sales tips post where I don’t feel comfortable writing, “I’ve observed hundreds of sales managers who…” The reason? I was profoundly guilty of what I’m writing about today when I was a budding sales manager.

My sin? Showing instead of coaching.

Let me explain.

The Sin
There are essentially two ways to train people. They can be continually shown how to do something, or they can fumble through it themselves (with the help of a good coach) until they “get it.”

We all know which one works. Fumbling.

And for clarity, “coaching” occurs when an expert in a sport observes his or her players and provides feedback for improvement. Coaching applies to all professions, not just sports.

Some sales managers, especially new ones, can’t resist perpetually showing new – and even experienced – sales professionals how to sell their company’s widgets and services.

This style of training doesn’t work.

Examples

• The sales manager who “takes over” every sales call when working with a salesperson.
• Anything that falls the slightest bit outside of standard procedures must be reviewed with the sales manager.
• Any deal that is average in size or larger is completely managed by… you know who.

Why Do Some Sales Managers Do This?

• It’s easier.
• In the short term, they’ll probably help the sales representative sell more.
• If they get involved, there won’t be any problems, at least in their mind.
• The sales cycle may be shorter.
• The salesperson will be shown the “right” way.
• Helping new reps in the selling process takes some of the pressure off new recruits.
• Performance pressure from the sales manager’s boss can be a factor.

If we strip out the white noise, the real reason some sales managers don’t coach is because they’re unsure of their ability to manage their sales team.

A sales manager’s unwillingness to allow sales professionals to fumble, pick up the ball and run again kills the growth potential of his or her sales team and of the sales manager as well.

Sales Tips Blog Close
We all know we have to do what we’re trying to learn in order to master it. Repeat it enough times, and we’ll burn it into our subconscious minds. Athletes call it “muscle memory.” The military calls it “boot camp.”

Watching every training video on golf will never enable me to golf like Phil Mickelson. Having Lee Westwood personally give me golf lessons is worthless if all I do is watch him swing the club.

No, I’m going to have to pick up the club and swing in front of the pro. Lee Westwood will only begin to help me when he selects one or two of my major problem areas and begins coaching me.

I struggled as a young sales manager in this area. Fortunately, my VP of Sales recognized this as a management development opportunity for me. Guess who started silently tagging along and observing me in action with my sales team?

He coached me through my blind spot.

Stop showing. Start coaching.

©2010 Scott R. Sheaffer

Find a New Sales Job

Call it what you want: intuition, gut-feel, vibe, energy. People perceive our personality and attitude before we say one word.

Our mental outlook always walks slightly in front of us.

The Walmart Customer Service Desk Example
I’m not a big fan of Walmart. They have one value proposition – cheap prices. I don’t like buying from, or selling to, companies that position price as the single reason you should buy from them.

Think about your customer experience when you return a purchase at Walmart. Without saying a word many of the “associates” make it very clear that they couldn’t possibly care less about you or your problem. The “associates” hardly even look at you.

They have “no-faces.”

And what’s up with the term “associate?” Is that a way for Walmart to pay employees less? What’s wrong with “employee?” Maybe if they paid more and stopped playing games with trendy labels they’d improve the customer experience a bit.

I can’t pick on just Walmart (although it’s easy). The airlines are no better. Have you flown lately? There’s a big chip-on-my-shoulder ‘tude surrounding many airline employees. Why do they all look so unhappy? Why do they make me feel guilty and afraid when I approach them to ask a question?

Few “yes-faces”  are found in the skies.

Want an example of a company filled with nothing but “yes-faces?” Whole Foods. If you’ve never been in one, visit one of their stores and get an education on what “yes-faces” look like.

What Is A “Yes-Face?”
We need to have “yes-faces” in sales. A “yes-face” telegraphs the following about you before you utter a word:

1. It says you’re listening.
2. A “yes-face” communicates you want to help.
3. It lets people know you are friendly, likeable and approachable.
4. A “yes-face” signals a “can do” attitude.
5. It tells people you have a high energy level.
6. Your “yes-face” lets people know you have a positive outlook.

I believe a “yes-face” is one of the primary reasons a new salesperson (or a change in salesperson) can cause a substantial increase in sales in an account virtually overnight.

Do You Have A “Yes-Face?”
A “yes-face” has nothing to do with how good looking you are. It has nothing to do with your gender, age or ethnicity either. In short, it has nothing to do with your appearance.

It has everything to do with how you feel about your job, your employer and – most importantly – yourself.

You have control over those three variables.

If you get those three in order, you’ll have a “yes-face.”

It’s a no-brainer; customers say “yes” more often to “yes-faces” than “no-faces.”

©2010 Scott R. Sheaffer

Find a New Sales Job

The sales personality. It’s full of contradictions.

We have to possess great verbal skills, yet we need to be extraordinary listeners.

We have to be highly driven, yet we must be patient.

We have to be able to control an important customer meeting, yet we must show deference when needed.

A sales professional is truly the elite [mental] athlete of the business world as Jeb Blount frequently says in his sales tips.

But With The Good…
As is true with everything in life, there’s always a dark side. The sales professional’s personality has a less functional side too.

With all of our skills, we also own some baggage.

3 Personality Traits That Defeat Sales Professionals
After working with hundreds of sales professionals in my career, I’ve identified three common personality hurdles that impede our ability to sell.

1. We give up too early – specifically with prospects. We want things to move in a linear fashion because that’s the fastest path. Unfortunately, people are messy and the world just doesn’t work that way. Prospects buy when they want to.

Best antidote: Keep a full pipeline and be patient – and persistent.

2. We fail to see the big picture in our career. Your next employer will have its own sales-prevention department(s), just as your current employer does.

Everyone knows there are only two good sales jobs in the world, your last one and your next one.

The best predictor of sales success is time in territory. Staying the course in your current position has been statistically proven to be the best path to becoming a sales rainmaker.

Best antidote: Think carefully before taking that sparkling new sales job with its enticing new-job aroma.

3. We operate from a position of scarcity. Have you ever noticed that the sales superstars in your organization are consistently on top? They don’t care if there is a recession. They aren’t worried if their prices are perceived as too high. It doesn’t matter to them that their competitors have better products and services.

These sales superstars are operating from a position of abundance. They are indifferent as to how everyone else is doing because they know there will always be enough for them – and for all others with this mindset.

Best antidote: Realize there is plenty of business out there for you. You may have to change how you find it, but it’s hiding out there waiting to be found. It has always been there.

You’re Not Alone
Don’t feel alone if you see yourself in these personality traits. We all deal with these issues in our sales career.

The most important point is that you address them and manage them.

©2010 Scott R. Sheaffer