is inspiration overrated? - andrew scheffer...meditation can retrain the mind to be more skilled in...

In a survey of more than one anda half thousand managers,people were asked what theywould most like to see in theirleaders. The most popularanswer, mentioned by 55% ofpeople, was ‘inspiration.’ Yetwhen asked if they woulddescribe their current leader as‘inspiring’ only 11% said yes.

The two attributes that peopleactually mentioned most oftenwhen describing their leaderswere ‘knowledgeable’ and‘ambitious.’ As well as this thirstfor inspiring leadership, there’salso evidence to support the ideathat companies with inspiringleaders perform better.

The Sunday Times publishesan annual survey of the ‘BestCompanies to Work For’, which iscompiled from the opinions of thecompanies’ own employees. Oneinteresting fact is that those ‘BestCompanies’ that are publiclyquoted consistently outperformthe FTSE All-Share Index. Five-year compound returns show a

5.7% negative return for FTSEAll-Share companies against a13.6% gain for the BestCompanies. Over three years, thereturns were -11.3% and 6.7%respectively while, in the lasttwelve months, they were 23.1%and 44%.

The ‘Best Companies to WorkFor’ have also performedimpressively on staff turnover,sickness rates, absenteeism, andthe ability to recruit good qualitypeople.

The stereotype of theinspirational leader as someoneextrovert and charismatic is theexception rather than the rule.Looking at best practice acrossbusiness, though someinspirational leaders certainly dofit this mould, a large number donot. Many are quiet, almostintroverted.

My personal view is that thebest leaders promote a culturewhere their people valuethemselves, each other, thecompany and the customers.

Everyone understands how theirwork makes a difference. Thishelps to build a commitment tohigher standards whereeverybody is always looking to dothings better.

Jonathan FarringtonEditor & CEO of TSW

More from and about JonathanHERE

Editorial

June 30th Edition 2015 Top Sales Magazine 2

Is Inspiration Overrated?

http://jonathanfarrington.com/

Contents June 30th 2015

Editors: Jonathan Farrington [email protected] Linda Richardson [email protected]: Bill Jeckells [email protected] by: Top Sales World http://topsalesworld.com A JF INITIATIVE

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How To Get From Cost Savings ToBusiness ValueTamara Schenk

12 Reasons Why You Should BeFired In SalesTony J. Hughes

Has Your Potential been Tapped orCapped?Deb Calvert

Leadership Development in theNew MillenniumSteven Rosen

18Use Social Media to Make YourCustomers Look AwesomeCarter Hostelley

Can Mindfulness Make You a Better Salesperson? Linda Richardson interviewsthe world's leading expert,Andrew Scheffer.Page 5

Top Sales Article& Blog Post ForJune 30th 2015Page 25

Top Sales World is Sponsored by

This Week's Interview

Top Sales WorldBook of theWeek.Page 23

Top Sales WorldAcademy News.Page 24

Top Sales Magazine June 30th Edition 2015 3

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Alter your approach to today's modernized saleslandscape to ensure consistent, streamlined salesconversations that are genuine and valuable to thecustomer every time!

D O W N L O A D H E R E

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In 2000, Andrew Scheffer was mystudent in a graduate program atThe Wharton School, at TheUniversity of Pennsylvania. Sincethat time, after spending 15 years inprivate wealth management on WallSt. in New York and in Singapore,he has turned mindfulness, his 25-year passion, into his thriving fulltime occupation. Andrew’s experiencein this area is extensive andincludes eight years of full timestudy with some the world’sgreatest teachers, prior to Wharton,

and periods of intensive practiceafter Wharton. He has dedicatedmore than 10,000 hours tointensive training in this field.Andrew now works with large andsmall companies globally. He isunique in his field in combining astrong business and salesbackground with a deepunderstanding of mindfulness.

In preparation for my interview,and because of my personalinterest in mindfulness, I thoughtabout the definitions I had learned

such as, “being engaged andobserving the present moment non-judgmentally,” “being mindful ofwhat is going on,” “being in theflow”. But I particularly likeAndrew’s definition of mindfulnessas a quality of mind, a faculty ofmind that each of us already has.Andrew likens mindfulness to theWizard of Oz in which the lion, thescarecrow and the tin man came torealize that they already possessthe qualities they thought they werelacking; they needed only to


The Linda Richardson Interview

Can Mindfulness Make You aBetter Salesperson?"Linda Richardson interviews the world's leading expert, Andrew Scheffer.



recognize, identify and nurturethose qualities within themselves.

Mindfulness training offerspractical techniques to use torecognize and enhance the mentalquality of mindfulness, which wealready possess. Andrew sees the“definition”, “observing non-judgmentally in the present moment”as the result of cultivatingmindfulness, rather than a definitionof mindfulness itself.

Recently, mindfulness hasgotten a great deal of mediaattention in corporate America withcompanies such as Aetna, Google,Target, SAP, Glh and numerousothers making mindfulnessdevelopment a part of theirstrategies. Also, media megastarsOprah (Soulful Sunday) andAnderson Cooper (60 Minutes)have highlighted mindfulness’effectiveness. Top sportsfranchises, including the SeattleSeahawks, Chicago Bulls and L.A.Lakers, are also training their talentin mindfulness and achievingoutstanding results.

Andrew saw the interest inmindfulness, and the extensiveresearch reinforcing the benefits ofmindfulness, as an opportunity tomake his life’s passion his life’swork by bringing mindfulness to thebusiness world. The data points tothe many benefits of mindfulness,including: better decision making,increased productivity, deeperawareness, improved ethics,greater resiliency, and greaterenergy and mental and physicalhealth, resulted in things likeincreased engagement and reducedabsenteeism. He has foundreceptiveness among companies

that are looking to mindfulness as away to gain a performance edgeand engage their team members toset them apart.

Many of the top companies (asranked by Forbes or otheremployee choice awards) areamong the first and early corporateadopters, and their commitment tocorporate mindfulness programshas made mindfulness moreacceptable in modern businessculture. Andrew does caution that,as mindfulness has become morepopular, many people are adding itto the names of courses andpresenting themselves as qualifiedteachers - even when they lack adeep experience of it. At this point,differentiation is a challenge andthere isn’t even a standarddefinition of mindfulness.

Recent advancements inneuroscience, enabled by FMRI(Functional Magnetic ResonanceImaging of the brain), have led tonew discoveries that the brain canbe developed and transformed. Instudying people who meditate,scientists found that meditationactually changes the structure ofthe brain and develops new neuralpathways, as well as thickerconnections within different areasof the brain.

Meditation not only enables thebrain to develop in areasassociated with happiness,compassion and well being, but italso deactivates areas of the brainassociated with fear and othernegativity. Most people don’t focuson what qualities they aredeveloping with their thinking suchas worry or stress. As they worry orare stressed, they are actually

strengthening the habit and thephysical parts of the brainassociated with these negativeemotions. However, with mindfulness,people can shift the mind fromnegative to neutral or even topositive.

If mindfulness can be cultivatedand developed and improve thingssuch as decision-making andproductivity, how can you, in yourrole in sales and life, go aboutbecoming more mindful? Andrewdiscussed how much of asalesperson’s time is consumed bythinking about the past or worryingabout the future. Being lost in thosemind states, he says, is theopposite of mindfulness. But bymeditating, by focusing on thebreath, the mind can quickly beshifted out of negative tendencies.Focusing on breathing seems verysimple but is amazingly difficult, i.e.after a quarter of a second the mindfrequently wanders to thoughts,which often are negative. Theability to see positive potential inwhat previously had seemedhopeless is quite essential in salesand all aspects of life. It allows for abetter future by taking advantage ofopportunities in the here and nowand not wasting time speculatingabout an uncertain future.

MeditationAndrew teaches two modes ofmeditation: Mindfulness andHeartfelt Loving- Kindness. If at thispoint this seems touchy feely,please give it a chance. Manyglobal leaders are banking on it asan essential part of their businessstrategies. The research and, mostimportantly, feedback from


participants across industries,support it. For example, Andrewworks with clients such as the GLHGroup, the largest owner andoperator of hotel rooms in the UK.He developed a mindfulness basedtraining program to empoweremployees and foster thecompany’s proactive andsupportive “Radical Hosting” and“Never Worry Alone” culture. Theprogram will now be rolled out to2500 employees company wide. Inaddition to introductory mindfulnessprograms and custom training,Andrew provides modules that canbe integrated within a client’scurrent training and developmentinitiatives to make it a part of theculture’s fabric. Mindfulness alsohas been proven to enhancelearning outcomes - it helps getparticipants in the right mindset andfrees their mind of some of thestress or distractions.

Mindfulness MeditationMindfulness Meditation starts withthe present moment. To be mindful,Andrew suggests starting with thevery basic steps of MindfulMeditation (Breath Meditation) inwhich you concentrate on yourbreathing because breath is neutral(no feelings or emotions areattached to it) and therefore itserves as a wonderful object ofattention. In mindfulness, theconcept of neutral is important. Atfirst, trying to pay attention to onesbreath is incredibly difficult. Butmeditation can retrain the mind tobe more skilled in concentrationand seeing what is going on moreclearly. It can help you observeopportunities more accurately and

perceive things more rapidly, whichis a strong advantage in sales.

Andrew recognized how difficultthe level of focus was decades agoin his early days of learningmeditation. His object was to slowhis walking down by payingattention to three elements: lifting ofthe foot off the ground, moving ofthe foot forward, and the placing ofthe foot on the ground. In thoseshort moments as he tried to paycareful attention, he found his mindwander almost instantly. Ifseemingly easy tasks like focusingon one’s breath and payingattention to the sensations ofwalking are difficult, imagine whathappens to salespeople whosedays are hectic and pressuredwhen they are not even intentlytrying to focus… Imagine howeasily their minds drift, they getdistracted or react (unskillfully)without thinking. In a sales call,however, if you can note when youstop listening to your customer andwhen you begin to formulate youranswer (most people stop listeningto an answer fully between 47 and52 seconds, but most customers’answers are longer than that), youcan stop missing the enormousamount of useful information theclient is sharing with you, andadditional sales opportunities. Withmindfulness, the quality of yoursolutions can be better than yourcompetitors’ who are distracted andlost in their own thinking. Yourability to listen fully informs yourability to offer effective solutions.And very few training programsteach the skill of focusing and beingpresent.

To start training, Andrew

suggests the noting or labelingtechnique in which you note or labelwhat you are experiencing(example breathing as theabdomen rises and making a softmental label or note, ‘ rising/rising”,“falling/falling” or noting emotionssuch as worry or frustration andlabeling them as “worry/worry”,“frustrated/ frustrated”, “thinking/thinking”, or whatever is mostappropriate). When you label yourexperience, it helps you detachfrom the content and be moreaware of the actual mental orphysical process taking place. Thenyou are in a better position toassess if how you are spendingyour time is how you actually wantto be spending your time, and if thehabits you are developing will leadto the results that you want. Seeingclearly, allows for consciouschoices.

Andrew uses mindfulness notonly for himself, but with teams hehas managed. He finds that mostsalespeople get caught up in theirown thinking when they meet withtheir customers or prospects. Whensalespeople are caught up in thecontent of their own heads, theircapacity to respond to the client isvery limited and therefore they don’tconnect and cannot address theissues important to the customer.Unless salespeople are present,they won’t know where theircustomers are in their thinking orwhat the real concerns are, andtherefore they will not be able toaddress their clients’ doubts orconcerns effectively.

Mindfulness allows salespeopleto first practice and enhance theirability to listen by focusing on




themselves and quietly followingtheir breath. This discipline is thentransferred to listening to customersand colleagues. Andrew seesmindfulness as the most effectivetool to connect with oneself andwith others - two essential qualitiesof Emotional Intelligence. It hasbeen Andrew’s experience thatwhen a salesperson can be presentand listen to what a customer isactually saying, they will have aremarkable capacity to respondskillfully. Mindful Meditation gives amoment of clarity by breakinghabitual reactions and provides themental space needed for a momentof conscious decision-making,which enables a salesperson tointeract far more effectively withcustomers.

Author Viktor E. Frankl said itbest, “Between stimulus andresponse there is a space. In thatspace is our power to choose ourresponse. In our response lies ourgrowth and our freedom.”

Mindfulness, according toAndrew, is the practical tool andtechnique that gives us that spaceand freedom.

While companies invest heavilyin sales training, Andrew finds thatsalespeople need the ability to“clear their minds” and breakundermining habits, andmindfulness gives that ability. Whentop tennis players were analyzedfor what differentiated the very topplayers from the group below them,recovery rituals were the commondenominator. If at every point a topplayer uses the few seconds inbetween points to refocus his or hermind and recover, over the courseof a 3 hour match that can add up to

15-20 minutes of less exertion, inaddition to some recovery time.Now, considering that fatiguecontributes to poor decision-making, it becomes clear how asimple practice, even for a fewseconds, repeated regularly canaccumulate to have a significantimpact.

If throughout the day, and rightbefore a sales call, you can take amoment to “clear your mind” of thenegative and recover a morepositive outlook by following yourbreath for 5 seconds or a minute,and during a sales call control youremotions, you will become moreaware of what you are feeling(using the noting technique), andyou are more likely to remain atyour “peak” to respond moreskillfully and get to the heart of anobjection or understand the realgoal of a client.

By noting your own emotions(what is going on in yourexperience), you can cut off thenegative disruption and distractionin its track. Unnoted isunacknowledged, but notingreleases the store of emotions. Thekey is not to be carried away by thepast or by what is happening nowthat you are not conscious of, but tostay in the present and clear yourmind, so you have the capacity torespond wholeheartedly andskillfully.

Mindfulness can be difficult,because the mind is easily off onsome tangent and it is necessary topick up and start over again. Initiallypeople berate themselves withcritical self talk (that follows manypeople throughout their daily lives)with thoughts such as “I should be

able to do this” or “What is wrongwith me; I can’t do this.” But byobserving that negative self-talk,you take the first step totransforming or eliminating thenegative thoughts. In any case,Andrew assures it won’t have thepower over you that it previouslydid. He sees for himself thatthrough meditation, over time, hehas become less critical of himself,less angry or frustrated and that helearns more quickly from hismistakes.

Loving Kindness Meditation Whereas mindfulness is focused onthe present moment reality, LovingKindness Meditation is moreconceptual in nature. It starts withyou focusing on yourself. It involvesrepeating four phrases that movefrom an initial focus on yourself, tolater focusing on a person who hasbeen positive or a benefactor inyour life, and ultimately, to allbeings. The phrases are simple andare intended to arouse theassociated feelings…

l May I be safe (This phrase isprotective - think of a time of purehappiness and freedom fromexternal and internal enemies)l May I be happy (This phrase ismeant to help you associate with afeeling of pure happiness) l May I be healthy (This phrase ismeant to help you associate with afeeling of physical well being)l May I look after myself with ease(This phrase is meant to create thequality of equanimity and thingsflowing easily.)

The phrases are repeated three or


more times to help you see thepositive qualities in yourself andyour customers and colleagues. Inturn, customers and colleaguessense the positive feeling comingtoward them and respond to thatmuch more favorably. Andrew hasfound that meditation takes awaynegative blaming, fault finding, andthe dynamic of us vs. them. It istraining for the brain like weighttraining is for the body.

Loving Kindness Meditationstarts the shift to wanting what isbest for customers, even when yourand their ideas are different, andhelps correct the discord. It canhelp reduce the baggage, slowdown negative responses and,ultimately, transform emotions likefrustration and agitation. That shiftof mindset is powerful in salesinteractions in creating many new

sales and collaborationopportunities.

Advice from AndrewYou live in a world where managersand senior executives putenormous demands and amounts ofpressures and expectations on you.It is important to step back from thatand figure out what is best in thecontext of your being a successfulsalesperson, so that you know whatyou need to do to be successful.Most managers know the resultsthey want, but often they don’t knowhow to produce those results in you.

You must be responsible for

yourself and your best performanceby figuring out what will work andwhat is optimal for you.Mindfulness, because it will helpyou see more clearly, will help youmake better decisions and see theopportunities in the present that willhelp you meet your goals. You can’tlive in the past. The future isuncertain. All you have is thepresent moment. To maximize it, bepresent in the moment and you willfigure out the next step to take andthe one after that—but not twobeyond that. n

To learn more about how Mindfulness can benefityou or your organization, contact Andrew Schefferat [email protected] orwww.andrewscheffer.com

Stay Connectedwith Top SalesWorld ….Join our lively LinkedIn group and rubshoulders with the top sales expertsin the world.

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The customer makes a decisionfor a competitor. Why? Becausethis competitor offered a muchbigger business impact, connectedto the customer’s relevant financialmetrics. It’s a disaster for the salesteam, the funnel and the quarter.

Cost savings are a translationof features and functions into afinancial equivalent. Costsavings don’t connect to thecustomer’s desired businessresults per se. They are aprerequisite for getting to their

specific business value.Cost savings are still in the

category of what a product, aservice or a solution IS (featuresand functions) and what it DOES(saving money), but not what thesecost savings MEAN to thecustomer. The typical question of aCFO kind of role will be: “So what?”In our 2015 MHI Sales BestPractices Study, we identifiedcritical customer behaviors. One ofthese behaviors is that customersdecide how they calculate value. Inthis year’s study, 61% of the world-class sales performers indicated

This application management deal is a “must-win” deal.We have the best solution, we have a great relationshipwith the customer and we save them a lot of money withthis new cloud-based service. We all know overconfidentsales statements like this one, don’t we? But then, all of asudden, the deal goes south

How To Get From Cost SavingsTo Business Value

http://mhiglobal.com/2015-Study/http://mhiglobal.com/2015-Study/

Tamara Schenk

that their customers require formalcalculations on business value(ROI, TCO, and specific businesscases, etc.) before making a buyingdecision, compared to 39% theyear before. Look at this huge hikefrom 2014 to 2015, and considerthat only 35% of all respondentsindicated the same customerrequirement (versus 26% in 2014).Now, what are world-class salesperformers doing differently?

World-class sales performersknow that their products,services, and solutions are onlyone element in the customer’sapproach to solving a problem ormastering a challenge.

Value always lies in the eyes ofthe beholder, the customer. Ascustomers make every decisiondifferently, every time, thecustomer’s desired business valuehas to be different from theprovider’s product-oriented costsavings. There is a natural gap bydefinition. This gap is one of thereasons why traditional ROIcalculators never impress acustomer stakeholder who has afinancial focus. Those ROIcalculators are, most of the time,product-oriented, which meansthey only cover one element of thecustomer’s solution, the provider’sofferings.

World-class sales performersmap their product’s cost savings totheir customers’ broader businessvalue calculation.

That means that in thecustomer’s business case, theoffered product’s cost savings willoften be only one line item. World-class sales performers know howtheir cost savings can impact other

financial metrics in general. Theirexpertise in understanding thecustomer’s context and thestakeholders’ different conceptsallows them to figure out whichfinancial metrics are important forthis buying team, this time. Theyalso identify the strategic businessinitiatives and connect the dotsbetween their product-based costsavings, the directly impactedfinancial metrics and their impacton the customer’s strategicbusiness initiatives.

Understand your customer’sfinancial performance andidentify financial metrics thatmatter to them.

Many sales professionals weretrained to focus on their ROI andTCO as discussed above. Thatworked as long as (in our exampleof a cloud-based applicationmanagement), IT departments andtechnical buyers made thedecisions alone. Now, as weobserve a huge shift to businessbuyers and cross-functional andcomplex buying teams, businessvalue calculations become verydifferent. Why is this the case?Because there are no IT projectsanymore. Every IT project thatexists has at least one businessreason, why it exists.Consequently, business values arecalculated differently. In generalthere is a switch from efficiency andbudget optimization toeffectiveness and investmentthinking.

Understanding your customers’

current financial performance andtheir goals are the first step toidentifying metrics that make adifference to them. Financialreports, analyst views, strategicinitiatives are great sources toeducate yourself. Learningadditional financial metrics such ase.g. return on assets (ROA), returnon equity (ROE), operating costs,cash flow, EBIT and EBITDA, aswell as net and gross profit marginsare essential to create outstandingvalue for your customers next time.

Create a value mapping chartfor the entire buying team.

Such a document includes thebusiness reasons for every buyer,their desired solution and theirdesired tangible results andintangible wins, and how theymeasure success. Then, map backto the relevant metrics of thestrategic initiatives, identifyalignments, gaps and maybeinconsistencies. Then, come upwith an overall approach to yourcustomer’s business value calculation,integrating the stakeholders’ relevantmetrics. Being prepared like thisshows that you work backward fromthe customer’s context, and thestakeholders’ different conceptsand that you made a lot of efforts tocreate extraordinary value for them.That’s the entry ticket to haveeffectiveness and investmentfocused conversations on eye-level. This is where you should beto win the next deals. n


Tamara Schenk is the Research Director for theMHI Research Institute. Visit here.

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Top Sales World’s Top 50 Sales Books 2015“When a man (or woman) is tired of reading, he/she is tired of life.”

(With apologies to the great Samuel Johnson - (1709-1784) - one of the most quoted men of the 18th century.)

We will shortly be publishing the editorialteam’s favorite 50 books for your edificationand delight. Will this list represent the best50 sales and marketing related books everwritten? We cannot claim that, but certainlymany of them would be right at home if sucha list existed.

We do hope you will enjoy our selections,and when you find yourself at a loose-end, orin a state of involuntary ennui this summer,you will be able to refer back to thedownloadable PDF as often as you wish.

Coming Soon....

http://en.wikipedia.org/wiki/Samuel_Johnson

If you’re a sales manager or CEO,send this to the entire sales teamand put them on notice that they willbe held to account. If you’re anindividual sales contributor,address all of these issues now tosave your career. I’m serious – stopscrewing around with your success;

be the professional you’re paid tobe. Here are the things (in noparticular order) that make yourboss look bad and you lookamateurish.

1. Not being across the detail ofyour key deals. Stop giving long-

winded waffling answers whenasked about the status of animportant deal. The seniorexecutives above you are busy anddon’t want a bedtime story. Besuccinct in your responses. Start atthe end and provide a summarybefore diving into detail. Say


12 Reasons Why You Should BeFired In Sales I work with many sales people across multiple industries every month in my role ofmentoring and deal coaching. Many meetings feel like Ground Hog Day or maybe I’m justbecoming grumpy in my old age; but here are common shortcomings I see in sales peoplethat make them worthy of being fired.

Tony J. Hughes



something like: ‘It’s forecast for the13th and their executive sponsorhas confirmed with me that the dateis confirmed with their internalteam. Everyone in the power-baseis on board and procurement is inthe loop. There are two risks that Iam managing…’

2. Failing to have a strategy.Never use the words ‘hope’ or‘hopefully’. In every major deal youneed to be thinking about whatcould go wrong and manage therisks. You must have a strategy forrelationships, the competition(including their internal options),and engineering their processes forevaluation, selection andprocurement. Hope is not astrategy. Being passive and failingto create any level of positivetension is professional malpractice.You're not a professional visitor orobserver who reports back. Make ithappen by building positiverelationships with the right peopleinside the customer organization.

3. Failing to work hard.Sustained success is never theresult of consistent luck. Work ethicis prerequisite for anyoneperforming at the top. If you’re not'blowing your numbers away', thenyou sure as heck had better beseen to be working hard. Work ethicis what smooths out the peaks andtroughs of sales performance; to beconsistent month-in and month-out.The time to be working hard iswhen you don't feel you have aweak pipeline of qualifiedopportunities – things changequickly. earn your success with thesweat of your brow. Look yourself in

the mirror, and your boss in the eye,knowing you've earned the right tobe successful.

4. Wasting time and being latefor meetings. Every meetingshould have an agenda andconfirmed in advance. Time isprecious. If you can't manageyourself, how in the world can youmanage complex sales processesand expensive companyresources. If you don't respect thetime of others, why should theyrespect you? Being on time meansbeing at least 5 minutes early. Sitin a nearby coffee shop andprepare, think, plan – take thestress out of meetings. Arrive earlyand stake the perfect seat, arrangethe room. Every pilot knows thattheir mind must arrive well beforethe plane if they are to be trulyprofessional.

5. Failing to take notes andfollow-up. It staggers me how oftenI see sales people not taking anynotes in meetings. ‘I have a goodmemory’, they say. I don’t care if youhave the memory of an elephant! It’sabout the customer, not you. Theyneed to see you being fully thereand vitally interested in their everyword. Taking notes also enables youto break eye contact (the onlyreason you should) and show themthat they are important, that youdon't want to forget, that you’llfollow-up, that you’re a professional.Imagine how you would feel if abuilder came to your home toprovide a quote for your bigrenovation and he didn’t measureanything and failed to write anythingdown... 'I have a good memory love;no worries, she'll be right'... Next!

6. Not using sales toolsprovided to you. Your companyhas invested huge sums of moneyin sales methodologies and tools...use them! By all meanspragmatically, but use themnevertheless. Show people thatyou've qualified the opportunity andthat you have actions in play toaddress weaknesses and gaps.Complete call plans and share withyour boss before all importantmeetings. Build close plans on allthe big deals to show youunderstand the customer’s internalapproval gates, procurementprocesses, compelling events anddates. Here is an ideal metaframework for opportunitymanagement.

7. Not keeping the CRM up todate. How can you claim to be a

It staggers me howoften I see sales peoplenot taking any notes in

meetings. ‘I have agood memory’, they

say. I don’t care if youhave the memory of anelephant! It’s about the

customer, not you.They need to see youbeing fully there andvitally interested in

their every word.

https://www.linkedin.com/pulse/how-i-close-million-dollar-deals-rsvp-strategic-selling-hughes

Tony J. Hughes

professional when the CRM showsthat the deal is still at qualificationor discovery stage yet yousubmitted the proposal last week?Why is the CRM ‘next step’something that is trivial andhappened 3 weeks ago? Why areall of your forecast close dates thelast day of the quarter?Professionals keep their recordsup-to-date to help their boss helpthem – if you want the resources ofthe organization invested to helpyou pursue big opportunities, thenearn respect and support by howyou operate. How can marketingassist you with inviting prospects toevents if you don't bother to putthem in the system. Why shouldyou be allocated any more leadswhen most of the ones you've beengiven are languishing in the CRMwithout any notes or change instatus? No wonder so manymarketing and managementpeople have low opinions of salespeople.

8. Being a shocking lone wolf.Being a lone gunslinger cowboymay suit your persona but successin complex enterprise selling isalways a team effort. It’s amazingwhat can be achieved when youdon't care who gets the credit.Work well with others; collaborateand be a team player. If you readbetween the lines, The ChallengerSale says to fire Lone Wolves whenthey start missing their numbers.

9. Being a ‘Social Selling’illiterate. LinkedIn is the newphone for securing appointments.Your LinkedIn profile is the platformfor establishing your credibility

before you even meet. YourLinkedIn Publisher posts are howyou set the agenda and deal withobjections in advance. Twitter ishow you amplify your insightfulpublishing to spread the word.YouTube is how you avoid havingto do high risk, time wasting, tirekicking, mind-numbing, Russianroulette high risk demos. Socialselling is highly relevant in theworld of B2B enterprise selling...get on board before your careersails away without you!

10. Failing to create thenecessary value to fund yourrole. One of my European clientsdid an extensive study concerningthe cost to the company every timea sales person pulled-up outside aclient's premises. Field selling isexpensive... here is the answer$476. The number is accurate –they have annual revenues inexcess of $1 billion in Australia andhundreds of sales people. Theyasked two questions of everymanager and sales person in thecompany: When you visit acustomer or prospect, are youcreating $500 of value for them andus? If you asked the customer andyour boss to split it; $250 each –would they be willing to both writeyou a check?

11. Breaking the circle of trust.Lying to your boss is the beginningof the end of your relationship withher. Trust is everything – withcustomers, colleagues, your

partner, everyone! Without trustyou have nothing in professionalsales. Your personal reputation isthe most precious thing you have.Who is in the mirror staring back atyou? Is there a look of conviction oran empty suit hoping not to befound-out. Don't cheat your bossout of time or steal their money. Behonest about the state of yourdeals.

12. Inaccurate forecasting andfantasy pipeline. Everyone aboveyou has the living crap beaten outof them when they miss theirnumbers. It felt like I aged a wholeyear at the end of every quarterwhen I was managing the region forAmerican corporations. Regularugly surprises at the eleventh hourmake heads explode. Squirmingout of commitments damages youenormously... be a person of yourword and don't over-promise. Badnews early is manageable butconsistently delivering uglysurprises at 3 minutes to midnightis terminal – for you or your boss.

Beyond stupidity, incompetence orarrogance; are there other factorsthat destroy a sales career worthyof mention – what are they?

P.S. Here is what I tell salesmanagers concerning whobelongs, or not, in their team. Everysales person should understandthis formula. n


Tony J. Hughes is Managing Director ofRSVPselling. Find out more by visiting here.

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In theory, I suppose it makessense. In practice, however, Ihaven’t seen this tool be fairlyadministered or all that helpful inbuilding bench strength, retainingkey people or engaging employees.Since so many organizations use itto determine how they will allocatetheir leadership developmentinvestments, why is “leadershipdevelopment” the number onehuman capital crisis in Bersin andother studies? Clearly, something isnot working.

The word “potential” is where Iget hung up… It’s also whereothers find this to be challenging,

too. How can anyone everobjectively and fairly assesspotential?

The dictionary definition of“potential” expresses just howvague and conceptual potential is –Possible, as opposed to actual;capable of being or becoming; alatent excellence or ability that maynot have been developed;someone or something that isconsidered a worthwhile possibility.

Making a judgment aboutsomeone’s potential is inherentlysubjective. We’re talking aboutsomething that is latent, not actual,possible… How can anyone

absolutely determine another’spotential? What’s more, doesn’tevery single person have somemeasure of potential?

In AMA Enterprise’s study,Identifying and Developing High-Potential Talent, the majority ofrespondents said high-potentialsare identified based onperformance appraisals (74%) andsenior management recommendations(68.5%). However, only 41.6% saidthey weigh innovative and/orunique contributions to thebusiness; slightly more than one-third said their companies useeither or both talent assessments

In a recent LinkedIn Pulse article, “9 Ways You Can Get Boxed In at Work without EvenKnowing It,” I wrote about the 9-Box Model used by companies to identify the highperformers and high potentials in their organizations. The article generated some heateddebate, with advocates of the 9-Box Model rationalizing that it’s a good tool when usedcorrectly. For me, the problem is that I’ve never seen it used “correctly.”

Has Your Potential been Tappedor Capped?

Deb Calvert

(35.1%) and peer input (34.7%).Only 17.5% reported educationalbackground as a metric.

(Side note: These most-usedcriteria don’t include demonstrationof company values, willingness totake stretch assignments,leadership qualities or other criteriathat ought to count for something…)

In other words, the subjectiveopinion of one or just a few peoplematters most (and in more places)in whether or not an employee isdesignated “high potential.”

“Senior executives, managers,directors, and HR and training anddevelopment functions need to beon the same page when it comes toparticipants’ selection criteria orthere’s a risk that senior leaders willtap only those rising stars thatmirror themselves,” concludes theSociety for Human ResourceManagement (SHRM) in an articletitled “Selection Criteria for High-Potentials Vary Widely.”

Bringing in more voices who are“on the same page” regardingcriteria seems like a reasonablesolution. But it doesn’t work thatway. I’ve been a part of thesemeetings where managers, seniorexecutives and HR folks talk aboutpeople. The loudest voice – the oneothers defer to – is usually theperson with the most subjectiveimpression of the individual beingassessed.

It goes something like this:

1. The “high potential” is describedfavorably by the manager who seespotential in him or her. Themanager gives a glowing review,justifying the high potential statuswith past performance (e.g.

performance reviews, pastcontributions) and with subjectivefeelings about the individual.

2. Others weigh in with their ownanecdotes and impressions aboutthe candidate. If there are somenegative impressions, these maytrump the manager’s ownassessment of “high potential.”Those negative impressions, like thepositive ones, are generally basedon feelings or personal interactionwith the individual. They aren’trelated to future potential so much asto past or present encounters.

3. A vote is taken, and the “highpotential” label is given or not givenbased on this discussion. That label(good or bad) sticks and, in futureyears, few can remember why it wasdetermined in the first place.Although this is an annual process,the carryover of “high potential”status provides a tempting shortcutand the list doesn’t changesignificantly from one year to thenext.

When I ask senior executives andothers about people who are not onthe list, I frequently hear commentslike “he’s been disrespectful to someof us” or “she just doesn’t haveenough presence.” Ummmm,excuse me, but aren’t those the verysorts of things we could coachpeople to develop if they have highpotential in ways that would mattermore?

As if this weren’t problematic

enough, these subjective “highpotential” designations don’t evenserve the purpose they wereintended to serve. The idea is toidentify high potentials, provide themwith development opportunities andretain them for future promotion.Turns out that doesn’t alwayshappen.

"Informal high-potential programsthat exist at many companies can bea double-edged sword thatundermines their very purpose,”noted the AMA Enterprise Studyreport. “They don’t enhance acompany’s ability to retain its high-potentials, and they threaten toalienate those employees who feelthey should be considered.”

This matters. It matters tocompanies that wasting exorbitantamounts of time on a process thatdoesn't work and, in fact, worksagainst them. It matters to peoplewho are tapped (perhaps in waysthat elevate them beyond theircapabilities and in ways that, longterm, hinder them). It matters topeople who are capped, oftenunfairly, because the personassessing their potential couldn't seeit (and probably didn't look closelyenough).

Maybe you’ve seen orexperienced something morereasonable when it comes to definingand fairly identifying “high potential.”

You can read Deb’s LinkedinPulse article Here n


Deb Calvert is President of People First ProductivitySolutions. Find out more by visiting here.

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First of all, your customersalready understand yourbrand’s value proposition, makingthem a natural fit for cross-sellingand upselling of additional productsand services. And they’re the onesyou turn to for logos and case

studies that lure top prospects intothe sales pipeline. Customers arealso the best folks to recommendyour company since people trustfriends and colleagues more thanthey trust brands.

So how do you create a

customer experience that makescustomers want to buy more ANDhelp get the word out about yourbrand? Yes, a great product andtop-notch customer care are hugelyimportant. But maybe you shouldbe spending even more time tellingcustomers how awesome yourcompany is…

Or is there a better way?Become your customers' bestadvocate

Ironically, the best way to getyour customers to do more on yourbehalf is to do more on their behalf.

How do you feel about your customers? Go ahead and behonest. Are they a “necessary evil” or you “like them aslong as they don’t complain” or maybe you truly believe“they’re the reason I love what I do”? Whatever you reallythink, there’s no denying that your customers hold thekeys to making your company more successful. Why is that?

Use Social Media to Make YourCustomers Look Awesome

Carter Hostelley

You know, help them build theirbrand and find more business. Ofcourse, you have lots of customersso that can represent quite the timecommitment. And how exactly doyou make that happen? The goodnews is social media has made iteasy to become your customers’best advocate.

With that in mind, here are eightways to make your customers lookawesome on social media:

l Share their content. Startliking, tweeting, and sharing yourcustomers’ latest social mediaupdates and blog posts. You’re onlyone-click away from amplifying thereach of their brand content.l Promote their events. Let yoursocial networks know about yourcustomers’ webinars, conferences,and special events. Help them getthe signups they need.l Recommend them. Look foropportunities to recommendcustomers on social media bysaying how cool they are, writingreviews about their services,referencing them in blog posts, etc.l Congratulate them. Nothing’seasier than giving a social high-five

when a customer wins an award,closes a big deal, or lands in theGartner Magic Quadrant.l Thank them. Everyone likes tobe acknowledged so recognizethem on social media for being agreat customer, saying nice thingsabout your company, or evenpicking up the check at lunch.l Participate in their events. Askquestions during customerwebinars, promote their conferencehashtags, and jump into theirTwitter chats. Your event activity willbe noticed and appreciated.l Come to their aid. We all needfriends when things go south.Always be there for your customersand defend them on social mediaagainst the haters in times of crisis.l Help them create content. Yourcustomers are struggling to feedthe content marketing machine. Sogive them a heads up when there’sgood content to share and help findguest contributors for their blog.

Keep in mind you don’t have todo all eight ways all the time. Evendoing a few consistently will helpcreate an experience yourcustomers will be sure to notice andlove.

How to get started withadvocatingReady to become your customers’best advocate? Here are four stepsto get you started:

1. Decide which customersyou’ll advocate. Start with your topcustomers and/or those you

engage with on a regular basis.Make it a manageable number soyou can consistently advocate themon social media. 2. Follow them on social.Advocating on social starts withfollowing your customers onLinkedIn, Twitter and other socialnetworks you’re active on. Makesure to connect with and follow yourcustomer contacts too.3. Set up social media alerts. Setup Google or other alerts for yourcustomers and customer contacts.This will notify you when somethinggood (or bad) is happening that youmay want to engage with on socialmedia.4. Let them know you’re doing it.Sure, customers may notice yoursocial activity, but why not givethem a heads-up to make sure?Just include your customer orcontact’s social handle whensharing on their behalf.

Don’t be surprised when yourcustomers start returning the favorby sending more business your wayand advocating your company onsocial media. Now it’s your turn.

How are you advocatingcustomers on social media? Issocial helping you improve theoverall customer experience of yourcustomers? Feel free to add yourcomments below so we can sharethem.

(Editor’s note: This article wasfirst published on InsideCXM) n


Carter Hostelley is the Founder and CEO ofLeadtail. Find out more by visiting here.

Keep in mind you don’thave to do all eight

ways all the time. Evendoing a few

consistently will helpcreate an experience

your customers will besure to notice and love.

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The 2015 STAR Sales ManagerSurvey set out to gauge thedevelopment priorities of salesorganizations. We wanted to betterunderstand what skills wereimportant and the level of supportcompanies were providing theirsales managers in terms of skilldevelopment.

The survey found that 50% oforganizations are providing on-going support for their front linesales managers.

To better understand thereasons why, I spoke with a numberof sales leaders who were in factproviding support to their salesmanagers.

One of the VP’s said he was nothappy with the impact of thecorporate training program that hewas mandated to use. He went onto say that he didn’t feel theinvestment in sales managerdevelopment is having any impacton performance.

I recently spoke to a CEO of amid sized company about what theywere doing to support their salesmanagers. He shared with me thatthey rolled out a coaching programand said that it was the bestprogram the sales managers haveever taken. “They really loved it!”

I was very impressed. I askedhim what they were doing to sustaintheir excellent training. There wassilence. A few weeks later I spokewith him again because I thoughthe was on the right track. I askedhim “what sustainment componentsdid the supplier provide to ensurethe managers could take the greattraining and apply it in the field?Again he was silent. He said he

Leading edge sales organizations understand the value ofinvesting and developing their front line sales managers.They believe that strong sales managers are the key todriving sales rep performance.

Leadership Development in theNew Millennium

http://www.starresults.com/sales-manager-survey/

Steven Rosen

would speak to the trainingmanager.

I decided to speak to a few morecompanies. I was hoping to getmore anecdotal answers to help meunderstand what is it aboutdevelopment programs that are notworking? What specifically arecompanies doing?

In my discussions with trainingmangers that have run salesmanagers development programs, Ifound out that their company haddeveloped a curriculum thatcomprised of 1-2 day workshopsfocused on key skills training.

What they weren’t doing waseven more interesting.

1. There was no pre and postmeasurement to gauge the impactof the training2. The next level of managementwas not actively involved in thefollow up3. There was a lack ofaccountability at both levels ofsales management to turn thelearning’s into sustainable skilldevelopment4. And like most training, thelearning’s dissipate in short order.

The end result is a complete wasteof time, energy and money with noreturn on investment.

Great training with no follow upor sustainment is a great event,nothing more nothing less. As Iprepared to write this article I founda very insightful article atForbes.com “The #1 Reason whyLeadership Development Fails” byMatt Myatt.

Myatt states, “This may beheresy to some – but training is

indeed the #1 reason leadershipdevelopment fails.”

His SolutionDon’t train leaders, but coach them,mentor them, disciple them, anddevelop them, but please don’tattempt to train them.

According to the AmericanSociety of Training & Development“U.S. businesses spend more than$170 Billion dollars on leadership-based curriculum. The majority ofthose dollars being spent on“Leadership Training.”

The #1 reason why salesmanagement training anddevelopment programs fail, isbecause training doesn’t createleaders. With a majority of dollarsinvested in training it is no wonderthat 50% of companies that arecommitted to supporting their salesmanagers are disappointed with theresults of their training programs.

The only people who continue tobenefit are those in the trainingindustry. You need to coach salesmanagers to develop.

The New WayOver the last few years I haverealised that I can teach/train salesmanagers on a skill in 2 hours but ittakes 6 months of on goingcoaching to perfect these skills. Theonly time I would agree to trainsales managers is if there was acoaching component.

For the new millennium, Irecommend that companieschange their mix on how they invest

in sales management development.An ideal investment in sales

manager development may looklike this:

l 10% pre and post assessmentl 20% formal training (using ablended learning approach)l 60% on coaching/mentoring(to reinforce sustain and perfectskills)l 10% on providing pull throughtools

You might say that this approach istoo slow and costly. Well what is thealternative?

What are the upsides yourorganization can realise if you shiftthe performance curve of yoursales managers and turn your Cplayers into B’s and your B playersinto A and your A players into A++.

Sales managers havetremendous impact on developingthe sales talent of their team and asa result on the performance of yourorganization. Ask yourself what isthe value of a team of STAR salesmanagers? PRICELESS.

Many sales experts will tell youthere is no silver bullet in sales.However, I think there may be onethat 95% of organizations miss.Developing great sales leaders.

By shifting your focus fromtraining to coaching, mentoring anddeveloping your sales manager,you can expect to derive greatsales performance. n


Steven Rosen, MBA, is the founder of STARResults. Find out more by visiting here.

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2015 Top Sales AcademyNext Session Released on July 3rd

What if you were viewed as a leader rather than beingseen as just another seller? By adopting the 30behaviors proven to make the biggest difference inleadership effectiveness, you can: - Align your actionswith your core values - Inspire instead of pitching. -Innovate and build buyer confidence - Gain followersrather than cold calling. - Collaborate for multipliedresults. - Enjoy greater success and take pride in thenoble profession of selling. In this webinar, author andspeaker Deb Calvert will introduce the sales researchand work she's been doing in partnership with Dr.Barry Posner, co-author of The LeadershipChallenge®. Their findings make it easy for any sellerto liberate the leader within. If you are stuck in a salesrut and want to elevate your job, your professional self-esteem and your results, don't miss this Top SalesAcademy presentation.

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2015 Top Sales Academy

July 10th Tamara Schenk“Frontline Sales Manager’s Dilemma –Coach, Leader and Business Manager”

July 17th Linda Richardson“Changing the Sales Conversation:Insights > Ideas > Solutions”

July 24th Jonathan Farrington"Hunter, Farmer, Fisherman and Poacher- the New Sales Metaphors Revealed"

July 3rd Deb Calvert“Stop Selling & Start Leading”

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Top Sales Article & Blog Posts

Start by identifying a customer withwhom you enjoy a strongrelationship. This isn’t just anybuyer; this is someone with whomyou would gladly have a cup ofcoffee. The banter is jovial and therespect is mutual.

After you shake hands and signthe paperwork, just make thissimple request: “So, we’re officiallydone here, but I was wondering if Icould extend the conversation byjust three minutes so I can ask youa few questions about yourexperience?”

Let’s break that question downinto two parts:

Limit the Time:“I was wondering if I could extendthe conversation by just threeminutes…” This statement limitsthe time so that the customerknows this won’t take very long.

Explain Why You Are Asking:“…so I can ask you a few questionsabout your experience?” This querytells the customer why you aremaking the request.

Assuming the customer agreesto your invitation, here are fivequestions to ask that will give youdeeper insights into your sales ...

"Take time to deliberate;but when the time for action arrives,stop thinking and go in."

- Napoleon Bonaparte

I've seen more people intend tocrush their goals than I have seenpeople actually crush their goals.They talk about how they're goingto make it to the top. They readbooks and attend seminars. Theytalk a good game.

Then many go nowhere. Oh,they can justify their lack ofproduction: the competition hasadvantages, the buyers won't act,

the economy is rough. No luck thisyear.

Excuses.If you really want to crush your

goals, you have to find your hustle,passion, and intensity. Bring theHPI. Bring it for hours on end. Dayson end. Months on end.

Dig in deep and bring it. Onlythen will you know what you arecapable of.

Kareem Abdul-Jabbar is theNBA's all-time scoring leader with38,387 points. He hit 15,837 fieldgoals in his career. He also ...

Read More Here u

Read More Here u


This Week’s Top Sales Article5 Insightful Questions to Ask AFTER You Closethe Sale by Jeff Shore

This Week’s Top Sales Blog PostSell with Hustle, Passion, and Intensityby Mike Schultz

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is inspiration overrated? - andrew scheffer...meditation can retrain the mind to be more skilled in...

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