Vol. XXXI

Dear Manager,

We’ve all gotten caught up in the dynamics and ultra-fast pace of sales and marketing in the Twenty First Century! Productivity reigns as the single qualifier in separating the top achievers from the also-rans. As managers, we have established our individual barometers, commonly based only on numbers and multipliers. While this is one facet of the equation, have we lost the opportunity to establish a striking contrast, one with true definition and significance to our sales team and to our customers? Can there be balance to productivity? And how shall we quantify productivity?

So, how do we bring a greater relevance and a balanced approach to our own business, management, and selling careers? We can, and have, all lost our balance and objectivity on occasion, from the sheer impact of both real and self-imposed pressures and expectations. Don’t begin by throwing out the baby with the bath water! Instead, begin by using the clear and obvious strengths your business has enjoyed … then begin again, to take even greater advantage of these strengths.

AS BUSINESS OWNERS …

… We are thrust into the daily operations of our business. On any given day, this will include everything from decisions on recycling scrap paper to planning for future expansion in the hopes of doubling our annual sales. Which of these is significant, which of these has impact? I’m not sure this is a fair question, as they are both part of the entire package of our daily routine; our executive privilege, so to speak.

Certainly there are mundane areas in all aspects of business yet, as business owners, I believe we are all in search of a higher purpose. Purpose brings fulfillment, and we must begin and end each of our days with a solid dose of it. At this level, the less significant aspects of our days become a distraction rather than a disruption. We are fully aware of all priorities and their relative significance. We are single-minded in meeting our ultimate objective. Purpose is its own reward, for ultimately it is our greatest source of satisfaction.

THE MANAGER

When was the last time you were truly in touch with your staff? Certainly, we’d like to think we are in better touch, as managers, than any manager in this century. With e-mail, fax, pagers and cell phones, this is the age of communication. Or is it? Are we correct to assume that with greater technology, we can now assume even greater responsibilities, detaching ourselves even further from the day-to-day needs of our staff? For any manager, “business as usual” is the beginning of the end.

As managers, our tendency is to react to and fix the squeaky wheel. Problem areas, individuals with greater needs, and developmental areas of our business dominate much of our time. The 70% of our business that needs little attention, seems self-sustaining and is working very well, receives significantly less of our focus. Yet it is the 70% that holds all the keys to the company store. There is little to be learned from the 30% that dominates our productivity. All future potential lies in the hands of those who require the least.

Pick a staff member and focus on their objectives, performance and priorities. By speaking with them, at their level, you have the greatest opportunity to assist in mutual growth. You will learn much about your own business as well. Choose a new staff member each month, spending time and letting them know of their importance to you individually, and to the organization. What makes these individuals tick? What’s on their mind? How might their success be translated to the organization as a whole?

We would like to think we are in touch with our staff, but are we? I would be willing to bet we have all asked ourselves this question. Where do we begin? One individual at a time.

THE SALESPERSON

Orders per week, dollars per month, commissions in my account. This, too, is a trap that we, as business owners, managers and sales people, have all fostered. Once again, these are all critical aspects of why we are in business, and they will always need to be considered. Have we created the balance in our sales careers to allow time to create contrast to our day-to-day objectives? For example, when was the last time you made a well-conceived, formal presentation to one of your customers?

I would describe a formal presentation as one that is developed in written
form, reflects on the current business dynamics of your customers, and offers a proposal and justification for the needed expansion of products and services with this customer. All too often, and with the greatest of intentions, our presentations can be best characterized as an “oh, by the way” approach to sales rather than a formal presentation. Oh, by the way … this is very true of many of your competitors as well!

When was the last time your customer was called to a meeting to analyze their business? For this reason alone, you will be characterized as more professional, better prepared, and considered a valued asset for having made this effort. In other words, your thoughts and comments will be taken much more seriously than in the past. Your effort and preparation will place you far beyond those who simply go through the motions.

Your objective is to create a specific time in your schedule for evidence selling. As compared to item selling, evidence requires preparation. The key element here is that, similar to the lessons developed by a schoolteacher, once they are developed they can be adapted and adjusted to meet the needs of the class (or your sale) again and again. With each presentation, the process gets easier, and your presentation gets stronger. There is no one better in the preparation and selling of evidence than a very good schoolteacher. Think of it in these terms, and you are halfway there.

A quarterly or semi-annual review should be of highest priority for each of your significant accounts. Who knows your products better than you do, and their relative rate of sale in these specific accounts? Certainly, your customers don’t have the time or the ability to develop this analysis. They are working with hundreds of vendors. Plan this meeting and analysis on neutral ground, away from their place of business and yours.

From the outset, your customers should know of your plan to discuss their business. This will lead to an open discussion and a full disclosure of any thoughts or concerns your customer might have. Only on the rarest of occasions have I not left a meeting of this type with a much stronger relationship, and significant opportunity for growth, with this customer. At the very least, your customers will be impressed with the attention.

You say you don’t have the time? Yes, you do! What greater impact on your sales region could be made than by developing a well-conceived and focused presentation for your top ten accounts? Where do you find the time? If there is none available, then, without any second thoughts, diminish your influence with your bottom ten accounts. Your top ten accounts represent 50% or more of your volume, your bottom ten represents far less than 5%. Where is your time best spent?

The greatest complaint of all business owners, managers, and sales people is a simple lack of time. So, who is this “lack” guy who seems to have ownership over you? You can surely lay blame all day long, as long as it is pointed squarely at your own sense of priority and purpose.

We are in total control of our schedule, and are in absolute control of our success. In most cases, the need to adapt, the need to bring balance and greater relevance to our business career, is a minor adjustment; it’s a bump in the road. Do so, and find greatness. Fail to do so, and join the cast of millions.

Personal Regards,

Keenan

INTERPERSONAL&#169: is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2009. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM