Category Archives: Sales Effectiveness
It’s difficult to secure a meeting, or even get through via phone or email to prospect and sell to the C-suite. I am well aware of the degree of difficulty, as I am one of those targets defending my time against countless sales professionals trying to get in the door. For the past 15 years, I have held C-suite positions with commercial training and education companies. Now, as CEO of Richardson, I am continually struck by how many sales professionals try to sell me solely by virtue of my position.
They might have better luck contacting someone on my team, someone responsible for the particular area of business that aligns with their offerings. But, they start at the top, and because I head an organization focused on helping other organizations improve their sales execution, I feel compelled to share my reflections on what works — and what doesn’t.
Epic fail on homework
The first mistake in prospecting to the C-suite is coming in totally unprepared. Instead of impressing me with their persistence in securing a meeting, some sales professionals demonstrate that they’re lazy sellers. It becomes apparent within the first 30 seconds that they don’t know very much about my business. It’s not hard to figure out that they haven’t done their homework, and they’re dead in the water from the outset.
My argument is that it’s easy to find out not » Continue Reading.
Move away from the computer and coach
Time is a limited and much sought-after resource in the sales environment, especially for sales managers who are being tasked to do more with less. Taking the time for coaching sales professionals can seem like an unrealistic luxury, but the time invested can create greater gains and even more time for the manager. We all struggle with making time to coach so that you have to create a cadence.
There are a few secrets that I have found that can improve your sales coaching techniques and make coaching easier and more effective. The first is discipline. As a sales manager, I disciplined myself to make time for “in-the-moment” coaching every single day.
Each morning, I would walk over to the office or workspace of each of my employees. I said, “Good Morning,” and then asked them three questions:
What was their plan for the day? How were they doing? Was there anything that required my immediate attention or that they needed my help with today?
The whole process took about 20 to 35 minutes. It helped me manage my time, coach my people, and deliver on expectations.
I could tell what I needed to do to coach them in the moment by how they answered the questions. This process surfaced urgent items that needed processing, challenges with a client, any lack of focus, attitudes that were forming, and any performance » Continue Reading.
If you are planning on delivering a traditional learning program in a corporate setting, stop. Look at the workplace environment and inhabitants. Listen to the sound of the new commerce.
Workspaces are more open and casual. Inhabitants are more diverse in every way. Mobile devices abound. Paper and writing tables are scarce. There is a sense of continuous motion. Start and stop times are difficult to identify. Organizational hierarchies are nearly invisible.
Now, the largest demographic in the U.S. labor force, workers of the Millennial generation, have often been criticized or, even blamed for some of the generational conflict in the workplace as they push up against the traditional power holders in organizations, the Baby Boomers. Another, sometimes painful, reality is that we are changing and learning from the new workers! The Millennial and other younger generations have grown up with technology in hand. Their hand-helds are their security blankets. They multitask as a way of life, are comfortable in a self-directed learning environment, and are adept in digital and electronic communications, whether e-mail, text, twitter, or video calls.
When it comes to training, Millennials know how to mine data and gather information; they don’t default to an instructor to present fundamental concepts to them. There are many components of traditional Learning and Development (L&D) programs that can be carved out and deliver more effectively on digital platforms. This is where technology shines, with eLearning, webinars, self-paced learning, virtual classrooms, » Continue Reading.
Richardson’s own Senior Facilitator and frequent blogger, Michael Dalis, is currently featured on the HubSpot Sales Blog. Michael’s post is entitled 5 Tips on How to Use a C-Level Executive in a Sales Meeting and can be viewed by clicking here.
In this blog post, Michael presents five practical tips for leveraging a C-level executives in an effective sales call, pitch, or client meeting. He shows how using this vital resource can give you and your sales team the extra boost needed to push you into the winner’s circle. We hope you enjoy!
Six Emerging Competencies for Sales Success in the Age of the Empowered Buyer
It’s been well-documented that buyer behavior is changing, with power shifting from sellers to buyers. The primary reason for this shift is availability of and access to information.
How’s Your Selling Energy?
With new goals and results just beginning to post for 2014, it is worth reflecting on what you are doing differently today to generate better outcomes tomorrow. The topic I’d like to focus on today is more fundamental than the selling process and skills you leverage to create an effective sales meeting. It is your Selling Energy — or how the energy you carry into and through a meeting impacts how successfully you close.
Video Blog from Richardson’s CEO David DiStefano, Sales Transformation: Can you take Control of a Customer Conversation?
There are critical gaps in your business that prevent sales effectiveness. If these go unresolved, you’ll continue to struggle to hit your numbers. In part two of Five Gaps That Impact Sales Effectiveness and How to Fix Them, we will finish reviewing the list of gaps and recommended fixes.