The Center for Sales Strategy Blog

- WHAT'S MOTIVATING US THIS WEEK -

"YOUR ATTITUDE, NOT YOUR APTITUDE, WILL DETERMINE YOUR ALTITUDE." 

-ZIG ZIGLAR

- WHAT WE'VE BEEN READING THIS WEEK -

<< If you only read one thing >>

73 Mind-Blowing Sales Statistics That Will Help You Sell Smarter in 2019 — Hubspot

Media sellers today have more capabilities than ever to drive results for their clients. With all of the potential options, you would think that it has gotten easier to build a solution that will drive results, right? Nothing could be further from the truth! If anything, the sheer number of solutions has made it more challenging to determine when to use what when. And with all of those capabilities, their presentations have also become longer – many filled with a multitude of product one-sheets and then a laundry list of recommended products in the recommended solution.

That is a struggle that I hear from salespeople that I work with all over the country. It’s not just determining what should be in the solution, but how to present it in a truly integrated format where it is clear why all of the components are critical to a successful result.

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.