The paperclips didn't need a sales pitch. Neither do your clients.

SELLutions

How to Land Your Dream Job

by Admin 13. February 2012 13:53

I recently had the opportunity to be a guest on a radio show. I was caught a little off guard when I was asked, while on the air, how to use “selling skills” to get a job. I hesitated, since that really isn’t what I do. Since the radio host was familiar with my program, he felt there was a lot of synergy. After I did the show, I got to thinking about the idea he brought up, and how getting a job really is so similar to sales … and life.

Here are five steps to help you land the job of your dreams:

§  Network. Use the contacts that you have as extra eyes. Let them know what you are looking for. Be specific and get out there.

§  Set up one-on-one meetings with people that you know. Get coffee, a drink, etc. Help people understand what you are looking for, and give examples of the type of organizations and specific job descriptions. Again, make sure you are specific. People can’t think for you, even though you think they can.

§  When applying for a job, you must do something unique. Today, there are just too many people looking for the same job you are applying for. So, how do you rise above the rest? Sending a resume is so last century. I would suggest that you try to be different. One way is to send your information (resume, if you must) in a unique way. For example, I was once applying for a job with Procter & Gamble. I was in college (about 100 years ago), and the career center had the interviews set up, but P&G booked up quickly. So, I called ahead and found out who was coming to do the interviews. I silk-screened my resume onto a T-shirt, rolled it up and slid it into a Colgate toothpaste box, and mailed it to the sales director, signature required. I got the interview.

§  When you are set up to be interviewed, do lots of research in advance. Spend time researching the company and interviewer. Create questions about the organization’s vision, what customers/clients say about them and what competitors say about them. Ask the interviewer about their experience with the company, what they like best about the organization, their job, etc. This gives lots of good insight to how the employees feel, and shows you have a real interest in them, too.

§  Follow up. There are several ways to do this. I think e-mail is fine, but does that really differentiate you? Here’s an idea: a talking e-mail. You can talk into a video e-mail message and really make an impression. Try www.talkinemail.com. I love it and have been using it a ton.

Remember, the best time to look for a job is when you already have one. If you are in a situation where you are out of work, your job is to look for a job eight hours a day, five days a week!


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A Great Salesperson is Not Your Best Manager

by Admin 6. February 2012 16:43

The most common questions I think I get, hands down, are: “Greta, where do I find a good sales manager?” or “Who on our team do you think would be a good manager?” Most of the time, they take their best salesperson and promote him, or they take somebody who has been in the field or sold before and hire her. What happens? Well, I’ll tell you: More often than not, it’s unsuccessful. To illustrate why, I’m going to tell you a story about Evan.

I work with a very prominent, high-end Web design company, one of the largest in the country. It has a wonderful reputation, and its salespeople are skilled, though they needed to learn some process. So the company hired me about a year and a half ago.

The sales manager they had was absolutely fabulous at sales – one of the best I’ve seen. And when I taught them my sales process, most of them – and certainly him – took to the process like a duck to water. The sales manager, named Don, took this process and made it his own. He totally got it, he understood it and he started selling like nobody’s business.

Well that’s great, but how were the others doing? They weren’t really hitting their potential. Why? Because they weren’t really being managed. Now, don’t get me wrong. Don was one of the best salesmen I’ve ever seen, but management and sales are two completely different things. So the owner and I sat down and talked. I said: “You know, I think you are holding Don back by making him a sales manager. He could be not only your top salesperson, but he could make a heck of a lot more money, and I don’t think he enjoys what he’s doing.” He said: “Well, what do you think we should do?”

Now, before I talk to you about Evan, I want to tell you a little bit about how the organization works. They have salespeople who will go out, cultivate the business, gather it, get it to a point where they have some technical conversation ready to happen, and then they have what they call “business consultants” come in to talk more on the technical side. That being said, their salespeople and their business consultants were both involved in my training and both learned the process.

But Evan, who was a business consultant, learned the process inside and out. Why? In my opinion, it’s because he’s a real process-oriented guy. Most salespeople believe whatever they want to believe, but Evan believes one plus one equals two.

So, when I suggested to the owner, Jeff, that he should make Evan the sales director, he almost fell over. He looked at me like I had three heads, and told me that Evan had never been in sales before. I said that’s precisely it. What I meant was that most of us think incorrectly about what we need in a sales manager.

A sales manager does not need to be the best salesperson because, unless you can teach someone through osmosis how to sell, that particular skill is not transferrable unless it is taught and accounted for. Even if they could articulate it, it really doesn’t make any difference because it can’t be repeatable and made accountable for unless it has steps to follow. Here is why Evan is a good sales leader:

  • Strong coaching. He could coach because he didn’t have his ego all tied up in “when I was a salesperson, this is what I would do.” He was a coach because he understood that coaching through a particular process allows for repeatable, accountable success and a clear understanding of what went wrong if a sale isn’t made.
  • It takes leadership. A leader is somebody who doesn’t tell someone what to do, but asks questions and gets them to realize what they should do. Evan was very skilled at this because the most intelligent people are the ones who ask, not tell. When someone self-discovers an answer to a question, it becomes theirs. When it is theirs, they learn.
  • Keeping people accountable. This is the one that most sales managers miss on. Because they will allow a salesperson to say everything looks good when nothing is happening. So, the proper way to manage a sales group is by keeping them accountable by the activities they do. Coach them through each step of the sales process to get closer to the next step in the process, which is closer to the close.

After pondering this for a month or two, Geoff decided to make Evan a sales director for about 90 days to see how it went on both sides. It’s almost a year later, and it had to be the best decision they ever made. In one year, they went from $3.5 million in revenue to more than $5 million. I think I can take some credit for that, but Evan can take much more of the credit for keeping them accountable, coaching and leading them to success.

So, how are you going to find your next sales manager?

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10 Ideals Athletes and Business People Share. Guest Post

by Admin 21. April 2011 17:00
Patti Dranz is a 4 time State of Florida High School Diving Champion, a feat not accomplished in 51 years!  She was at Westminster Academy in Ft. Lauderdale and now swims for the South Carolina Gamecocks.

She was asked what are 10 things she learned in this championship process:

*God directs where He wants us to be.  We just  have to be there for the ride.

*Be willing and open to try new ideas even if initially it's not what you think you want to do.

 God knows best.  Believe it.

*It was an uphill journey.  One that required much patience.

*Persistence.  Anything worth having is definitely worth working for.

*Attitude.  Attitude is a major part of everything.

*Don't let failure be final.  Nobody likes failing at anything.  Get back up and do it again.  Own it.

*Diving is as much a mental battle as it is a physical one.  Skill can only take you so far.

*Friends and encouragers definitely help along the way.

*Humility is key.

*Give credit where credit is due.  All talents and abilities are gifts from God and need to be used all for His glory.

Wow!  These are excellent points that apply not only to diving but all areas of life!

Live Passionately!

This post was shared by John Barber who writes the Barber Financial Minute, a weekly business strategy brief for entrepreneurs and business owners.  For more info check out: www.barbarfinancial.com

This post appeared in the SELLutions monthly information guide and newsletter. To get sales training tips, tools and tested and tried sales techniques click here to sign up today. http://www.schulzbusiness.com/default.aspx#newsletter Click here to share this post.

My Famous Car Story

by GSchulz 21. November 2010 22:54

So often I try to illustrate how professional sales really works. Simply, it works by helping your prospect self-realize that they need (or in some cases don?t need) your product or service. One of the best examples is the story I tell about buying a Jeep.

Years ago, I got engaged to a man who had two children. I had one child of my own and between the two of us we needed a more “Brady-esk” car. We decided after much research that a Jeep Cherokee would do the trick. At the time a Jeep Cherokee Loredo, the base model, would cost $299 per month to lease for three years with $1,000 down. This was a “good deal” by all accounts.

Since I know how car dealers work (or so I thought), I felt strongly about staying emotionally detached and just purchasing the car for the price I wanted. I called the Jeep dealership in Stuart, Florida and asked for the sales manager. Richard (who I believe is still there) answered the phone.

I explained to Richard that I wanted a Jeep Cherokee Loredo, dark green in color, and that I would be willing to buy it today if he could match the price I wanted — which was $299 /36 months and $1000 down. I was strong in my demand, making sure he knew I was in charge. Richard said he could match the price but he only had the vehicle in army green, not dark green. Even though I was disappointed since the dark green was so much more “me,” I decided this was the route to go.

Upon arrival at the dealership, the kids and my fiancé at the time piled out of our car. “Wait here,” I commanded. “I’ll handle this!”

I entered the showroom, and a man came out to greet me. “You must be Greta,” he said smiling and seeming sincere. “Yes, I am,” I said cautiously. “Well, let’s go drive the car.”

“Oh no,” I exclaimed. “I want to talk money first.” Richard responded, “Okay, but didn’t you say $299 for three years with $1000.00 down? Well that’s what we agreed to, so that’s what it is, right?” With a half smile on my face I proudly proclaimed, “Right.”

As we walked through the lot to the army green (a bit pea green if you’d asked me) Jeep, Richard asked, “So, which car is yours?” I pointed to a blue BMW in a customer parking lot. As we got into the car, Richard pointed out, “This car doesn’t have a leather interior, it has cloth… but that’s not a problem, I’m sure you kids don’t spill things at their age.”

“No, no that’s okay,” I quickly replied. As I pulled out of the dealership in the car for the test drive, Richard asked, “What type of music do you like?” as he played with the radio.

“Oh gosh, jazz, top 40, lots of different things.”

“Really, do you have a lot of CD’s?” he continued.

“Oh yes” I proudly proclaimed.

“Hum, you know this car doesn’t have a CD player, but I’m sure you still have cassettes.”

“Or, I can just play the radio,” I said with some reservation.

“Of course you can,” he said confidently.

As we pulled back into the dealership lot, Richard asked, “So what do you think?”

“Pretty nice,” I replied with hesitation. “It drives more like a truck, but, hey, it’s not a BMW and you have to give up something, right?” Silent, I walked into the showroom to sign the papers.

“Hey Greta, that emerald green down there on that car — was that the color you originally asked me for?”

Excitement filled my face. “Yes, but I thought you didn’t have one.”

“Oh no, that’s a Grand Cherokee. It has all the bells and whistles, you know — CD player, leather seats and a smoother drive train, but you didn?t want that,” Richard said.

“Ummm… how much more is that one?” I couldn’t resist.

Guess which one I drove away in and paid $70 more a month for? You got it! And guess what I said to my fiancee when we were walking toward our new Grand? “Honey, it’s more expensive, but I am in sales. My car is like my office, I have to be comfortable…”

So what happened? Well, Richard did a really good job of finding out what was important to me. But, he never told me those things were important. Instead, he asked me the right questions to get me to self-realize that I wanted them.

And what did I do? I made an emotional decision and justified it intellectually to my family. Remember, people love to buy, and they just hate to be sold. So help them buy, and stop selling them. It even worked on me… and I saw it coming.

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