The Center for Sales Strategy Blog

Salespeople work hard to build an account list. Most clients on your list have been researched, painstakingly approached, and developed over time. Maybe a few just fell into your lap. But you value them all. Sure, some may be easier to work with than others, but you have no reason to change anything. Why would you?

Because the path that leads to a larger account list is not just more clients, but better clients.

I want to share some interesting lessons I heard at the recent INBOUND18 Conference. It was one of the last sessions on the last day. The one you debate about attending, because out the window the shuttle buses are already filling up with attendees leaving for the airport. I’m glad I stayed, and want to share some of what I heard in relation to building your account list.

Many years ago, I talked with the owner of a specialty grocery store in Columbus, Ohio called The Hills Market. During this conversation, I learned about the term “giving customers the finger.”

This unfortunate situation occurs when a customer asks for help locating a product and an employee points in the direction of the product and sends the customer on their way. From a customer service perspective, this is a no-no! The best way to help a customer is to listen to their request (problem) and take them to the product (solution). 

- WHAT'S MOTIVATING US THIS WEEK -

"SETTING GOALS IS THE FIRST STEP IN TURNING THE INVISIBLE INTO THE VISIBLE." 

-TONY ROBBINS

- WHAT WE'VE BEEN READING THIS WEEK -

<< If you only read one thing >>

6 Ways Inbound Marketing Tactics Can Reduce Friction in the Sales Process — LeadG2

Many of us seek new things in our lives to stay engaged and motivated, but even the most adventurous among us value certain things that are consistent. There are obvious consistencies we depend upon like gravity, the sun coming up in the east and setting in the west, or a manager who is very consistent in setting expectations. You probably didn’t see that third example coming, did you? But it’s true.

If you believe that most people want to do the right thing for their employers, the only thing that could trip them up is not knowing what the right thing is. For that reason, the best managers are boringly consistent about setting expectations their people can internalize and follow.

- WHAT'S MOTIVATING US THIS WEEK -

"MOST PEOPLE THINK 'SELLING' IS THE SAME AS 'TALKING.' BUT THE MOST EFFECTIVE SALESPEOPLE KNOW THAT LISTENING IS THE MOST IMPORTANT PART OF THE JOB." 

-ROY BARTELL

- WHAT WE'VE BEEN READING THIS WEEK -

<< If you only read one thing >>

8 Habits of a Great Sales Manager — LinkedIn

This is the fourth and final post in a four-part series on how managers can set new hires up for success. You can click to view the previous posts on providing detailed feedback, building relationships that will lead to stronger sales performance and maximizing strengths and working around weaknesses. 

Ongoing coaching and strength development are key factors in retaining people long-term, yet statistics show employees often feel as though they don’t have a specific development plan. According to a Saba survey, 60% of leaders believe they provide employees with a clear career path, but only 36% of employees agree. The very best managers spend time coaching their people and have an individualized development plan for each person. 

Early in my sales career, I got a call from a veteran Account Executive across the hall. He worked for one of our other properties and saw that I was working with a prospect he was calling on. He wanted to set up a joint sales call. I was skeptical, since I'd recently met with that prospect, and the manager made it abundantly clear that he had already placed his budget for the year, and he was not open to new ideas.

- WHAT'S MOTIVATING US THIS WEEK -

"TODAY IS ALWAYS THE MOST PRODUCTIVE DAY OF YOUR WEEK" 

-MARK HUNTER

- WHAT WE'VE BEEN READING THIS WEEK -

<< If you only read one thing >>

Sales Engagement: The Intersection of Sales and Science — Sales Hacker

Sometimes, simple ideas can spark revolutions. When science and sales meet, sparks fly. Just as cell phones and emails revolutionized the way people live and do business, sales engagement upends the infrastructure inefficiency that prevents even excellent salespeople from performing at peak excellence.

This is the third post in a four-part series on how managers can set new hires up for success. You can click to view the previous posts on building relationships that will lead to stronger sales performance and maximizing strengths and working around weaknesses.

Giving your new hire detailed feedback on their talents is one of the best ways to set them up for success. This conversation can be very meaningful and will arm them with specific information about their potential and how they can maximize their strengths in their new role.