Interpersonal Business

Vol. XXXVII

Dear Manager,

If we are to successfully address these types of issues, we must look for a fresh approach, one that is honest, confident and realistic. No one needs (or wants) to hear the same old shtick! A steady stream of “what ifs,” “could have beens,” “should bes,” “if only they hads,” and “I told them sos,” will often clutter and camouflage the issue at hand. Comments and observations such as these do not reflect the reality that our only hope is to react to the hand that we have drawn. We must deal with today’s reality: “It is or it isn’t, “We will or we won’t,” “We can or we can’t.” Simply put, “ it is what it is.” So, how will we respond?

As an organization, will we choose to rally behind the need, adjusting our focus and approach to continue to assist in improving the product? Or, will we immediately decide that the expectation is too great, and no further time or precious efforts should be wasted? These become the only real questions.

I have found a consistent reality in my twenty-plus years of business: if I am challenged by a certain area of my sales presentation and performance, then many of my counterparts are challenged, as well. Rarely do we stand alone in our struggles, let alone in our areas of success. The immediate goal then becomes to attain a level of performance exceeding that of our peers. With the emotion gone, the playing field is level and the objective becomes much more real and attainable. We know damn well that we’re just as good as they are … and better than most!

Once the challenge becomes crystal clear, the feelings of self-doubt and inertia are gone. We can almost see the finish line.

NOW WE JUST NEED A FEW TOOLS

It’s up to us, as managers, to provide something real that our staff can wrap their collective arms around and implement in the field. Inspiration and renewed focus will take us toward the finish line, yet only a collective strategy will ensure our victory.

1. Begin with your strengths. Each area of challenge holds specific and significant aspects of strength. Are we taking full advantage of these areas? Now is the time to focus and expand upon these strengths within our current account base. Is it time for larger departments to be established? Promote expansion of your strongest departments, suggest better placement and heightened visibility of their most successful categories.

Now, can these same strengths be applied to customers who are not currently participating? Focus on the positives! Use the information you have attained to promote equal success with others. In each case, take a position by leading your customers to the success you know they will have.

2. A customer’s perception becomes “their” reality. Old perceptions die hard, and rarely without our active influence. Become a student and authority of the specific product category. Get to know the subtle but obvious changes, transitions and updates that may not have been noticed or understood.

Remember, you are looking to address your observations in direct contrast to the customer’s false perceptions and misconceptions. Point out the obvious changes in your current presentation. Show that it holds little resemblance to the presentations of the past. If it’s obvious to your eye, it can become obvious in theirs as well. This is no time to be subtle in your comments.

3. Present your facts. In the evolution of any product, conclusions can and will be made by your customers, with or without foundation. Come prepared for your presentations! Initiate dialog with enthusiasm. Speak with your customer’s staff members to determine specific areas of strength and weakness. Take inventories of these strength categories prior to your presentations.

Be prepared to document to the buyer areas that should be re-ordered, let alone obviously expanded upon. Know each of the categories strengths in detail, and do not allow your buyer’s instincts to draw them to a false conclusion. It certainly takes time to prepare, but the facts will rule!

4. Make a full presentation. There are always short cuts to making a full and comprehensive presentation. This is no time to shoot yourself in the foot. A partial or half-hearted presentation suggests lack of inspiration on your part. A slightly overstated presentation suggests commitment, confidence and resolve. Come better prepared than in the past, have a wider range of samples, know your objective and anticipate your success … before you walk in the door.

5. Leave your own perceptions and conclusions at the door. We have all found ourselves in situations where customers have expressed enthusiasm in products we would never have guessed they would be interested in. Resolve to show or at least review all aspects of your presentation. You can never anticipate what may light that fire, even if it has been presented on previous occasions. Certainly focus on your strengths, but never miss that opportunity to review the entire line before you conclude each and every presentation.

6. Pick a product of the week. As professionals we maintain a constant awareness, a sixth sense of products and categories that need and deserve heightened visibility in our presentations. I have known sales associates who take on a challenge each week to focus on one of these very specific categories. It becomes a challenge (and a lot of fun) to see just how many of these products or themes can be successfully placed by the end of the week.

This process does two things: it establishes the category in your day-to-day selling process for the week, and makes it a part of the continuing evolution of your entire presentation. Pick a product, bring out all of your samples, and pull out all the stops in its presentation. At the end of the week compare your sales to the previous week – what a rush! Now, pick next week’s product!

7. Create an assortment. We can all get lulled into selling from a perspective of individual items and manufacturers’ established promotions. Problem: what happens if one of our target items is not available as part of the assortment? Solution: Create your own!

Spend time with your sales materials to establish themes, groupings or dollar-related assortments for multiple sales. In your presentations, explain the value of these assortments then simply ask, “How many of these assortments would you like?”

8. Become more involved. If you have constructive and positive suggestions for improving your presentations, (and you do!) don’t keep them to yourself. Contact the manufacturer with your observations and ideas. Certainly you have been frustrated, wondering “Can anybody hear me?” Never give in to apathy. Find individuals who impact what you do, and take ten minutes each week to email them your thoughts and inspirations. This will go a long way in answering the question that plagues manufacturers, “Is anybody out there?”

These and similar formulas will never guarantee success on their own. Implementation falls on the shoulders of those in a position to affect change. Rather than simply suggesting “fix it,” we have provided our organization with a game plan and strategy for our collective success. Will we win them all? Unfortunately not. Will we win more than our share? Without question.

Personal Regards,

Keenan

INTERPERSONAL© 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

Vol. XVI

Dear Manager,

As managers, we have all contemplated the amazing differences in the varied abilities of our sales staff. Be it the end of a week, month, or a given year, the variations in performance is nothing short of perplexing. The analysis can go on and on. We review the nature of each territory, the maturity of the salesperson and their account base. We struggle over the need for further training and /or support. How do we raise the level of the lesser achievers to the level of those associates who consistently carry the organization?

Twenty years ago, very early in my sales career, I learned an invaluable lesson about myself and my own ability to perform at a higher level than I had in the past. I have shared this experience with many an associate. How better to develop a thought process and share a concept than by telling a true story about oneself? Similar to sharing with my son the experience of my first kiss, how can anyone feel threatened?

At this early point in my sales career I had been servicing the states of Oregon and Idaho for two years. My industry was, by today’s standards, in its infancy. I had enjoyed a reasonable level of success, and felt I was coming into my own as a salesperson.

I had learned the thrill and exhilaration of a very successful week, and the disappointment when it was something less. I consciously developed a goal or standard for a weekly sales dollar volume I wished to achieve. While I knew my initial objective of $2500 a week in sales would be a challenge, I also knew how hard I was working. Certainly there were limits to what one person could accomplish!

I soon found myself reaching this goal on a fairly consistent basis. I also found myself becoming a bit complacent if the goal was in sight by mid-Thursday afternoon. Once again I would convince myself how hard I was working, and the obvious limitations of one individual’s ability to perform. I became satisfied with my achievements.

Then came a week when, for a number of reasons, I achieved sales in excess of $5000. In all honesty, I was startled! How was this possible? I realized how good it felt, but I can also remember feeling threatened by my previous set of standards and conclusions. Had my recent success been just a fluke? Was this new standard of performance indeed possible? I enjoyed a second and third week, each time reaching what had previously been an unattainable objective.

Not only had my sales increased dramatically, but I also realized that additional hours were not necessarily required to accomplish this new standard. Now that I knew and accepted its attainability, it was only a matter of developing the work habits to accomplish the task. When the weeks ahead produced similar success, I was fine until my first $10,000 week … I have since realized I was trapped in my own expectations.

WHAT IS THE BEST, AND HOW GOOD IS GOOD?

We have all seen a very similar scenario over and over in our management careers. How can I possibly convince someone there is more opportunity at hand if they are convinced that what they have accomplished is the best there can be?

We are all guilty of coming to conclusions in life. Our standards of what is the best are based on a current frame of reference and our own experience up until now. When one concludes their current standard for the best is in fact the best, they will never fully know what the best truly is. In essence, the best is always yet to be found. To clarify, the best can be found, yet we will never know for sure if we have experienced it.

This concept of “the best” can apply to all aspects of our life. It applies to wine, relationships, and song. It also applies to management, and the personal expectations of those associated with us. We search for it, we enjoy it, we aspire to it, we expect it and yes, at times, we even take it for granted. I have sometimes been persuaded to believe that my performance, or that of those around me, is the best that it can be. With time, it has been proven to me in every instance that this conclusion was premature.

Do not allow yourself to accept that a current situation cannot be improved upon should the need or opportunity arise. This does not mean that your current environment is not good, or that it shouldn’t be appreciated, protected, and held in very high regard. Is there always the opportunity for improvement? Absolutely!

A few years ago, I decided to create a new territory that had been, for various reasons, a neglected portion of an existing territory. Because of the geography of this region, and its limited population, it received very little attention. It had become a distraction for the current representative; it was logistically and financially outside the territory’s area of emphasis.

In the interviewing process, I approached the new territory very objectively, referring to it as a part time situation. I hired a new associate and was pleased with their initial progress. For a couple of reasons, personal in nature, two very capable representatives came and left their position in this region within the first year. I began to second-guess the territory’s dynamics and my initial decision, wondering how this region was going to support a capable sales associate.

Because of the transitions, the potential of the territory had been diminished further than when I had begun the process. I’m sure we have all been there. With some reluctance, I proceeded in hiring a third individual for this region. Once again I was pleased with the selection and, in fact, had followed a hunch and hired an individual without any previous sales experience.

BOOM! I struck gold. Their impact was immediate and nothing short of startling. Within thirty days their sales doubled my most realistic expectations. Within sixty days this associate contacted me suggesting this territory was more suited for two associates, and that she had an acquaintance with sales experience that wished to apply!

This is a recent and true story. Management often sees accomplishments in sales and performance that cannot be explained. At both ends of the scale it’s as if on occasion all of the standards that have been set no longer apply. These dynamics are very real. Learn from them, and maintain high standards for yourself and all those you are associated with.

Management relies on realistic and reasonable objectives. In this case I had allowed myself to lower mine. The “human element” is fundamental to defining all expectations. Unfortunately, this element is a process rather than a science. There are no sure things relating to human expectations, only experience and confidence that your judgment will bring you as close as possible to reality.

Share this, or a similar personal story, with your sales staff. If you have an individual who has reached a plateau, set up a specific challenge and incentive for a defined period of time. Share very specific circumstances and achievements in similar regions. Regardless of the conversation, this individual will first need to believe it can be accomplished. Once they have attained this new objective, only then will they fully develop expectations for themselves.

Personal Regards,
Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2008. 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