FEBRUARY | ISSUE 103
Your Sales Manager is the Reason Why Your Sales Team is Failing The Four Types of Sales Managers and their issues Page 6
NZ’S E-MAG FOR SALES LEADERS | WWW.NZSALESMANAGER.CO.NZ
From the Editor I
n our lead article this month, Paul McCord gets stuck into where companies go wrong appointing and developing sales managers, and where sales managers themselves allow their natural style to limit their effectiveness as a sales manager. If you see a bit of yourself in one of these styles, then that’s OK, providing you do something about it! Paul makes the significant differentiation between sales management and sales leadership. Irrespective of the title of the person responsible for the sales organisation, I find the aspirational definition from management guru Peter F. Drucker helpful in guiding where the focus needs to be. He says "Leadership is not magnetic personality that can just as well be a glib tongue. It is not 'making friends and influencing
people', that is flattery. Leadership is lifting a person's vision to high sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations." Paul’s article received the top sales and marketing article award in the 2015 US Top Sales Awards. There’s plenty more in this issue too. Read on!
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ABOUT Short and sharp, New Zealand Sales Manager is a free e-magazine delivering thought provoking and enlightening articles, and industry news and information to forward-thinking sales managers, business owners and sales professionals. 02 |
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ISSN 2230-4762 EDITOR Paul Newsom ART DIRECTOR Jodi Olsson GROUP EDITOR Richard Liew CONTENT ENQUIRIES Phone Paul on 021 784 070 or email pauln@nzsalesmanager.co.nz
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contents
FEBRUARY THIS MONTH'S MUST READ...............................................................................................................6 YOUR SALES MANAGER IS THE REASON WHY YOUR SALES TEAM IS FAILING
WHAT TO DO WHEN YOUR CUSTOMER SHUTS YOU OUT............................................................12 SIX STEPS TO RETAINING CUSTOMERS.........................................................................16
TWO MINUTE TOP-UP.......................................................................................................................18 BORING BODY LANGUAGE?
BOOK REVIEW...................................................................................................................................20 The Three Value Conversations: How to Create, Elevate, and Capture Customer Value at Every Stage of the Long-Lead Sale by Erik Peterson, Tim Riesterer, Conrad Smith, Cheryl Geoffrion
QUICK FIX..........................................................................................................................................21 It’s not what you sell, it’s how you sell
EVENTS CALENDAR...........................................................................................................................22 DID YOU KNOW?................................................................................................................................22 THE CLOSE........................................................................................................................................23
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MUSTREAD
Your Sales Manager is the Reason Why Your Sales Team is Failing Words by Paul McCord
D
oes your sales team need someone to:
• Monitor every minute activity in the sales office? • Be every salesperson’s best friend? • Close the deal for every team member? • Set sales goals designed to simply make them and their team look good?
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Over my three decades in sales, I’ve seen lots and lots of sales managers. The vast majority fall into one of these four types:
The Hall Monitor The Hall Monitor sees their job as one of chronicling activity, taking names, dispensing discipline, focusing on procedures, thinking those are the keys to generating results or, at least, to keeping their job.
The Visitor The Visitor is going places, fast. Their current assignment of managing the sales team is temporary - and the more temporary, the better. Their key to moving is getting some numbers to catch the eye of management.
The Visitor cares about no one other than himself, and that translates into demanding sales at all costs. Price is never an obstacle - sell it no matter what. His message to his team members Hall Monitors tend to be oriented is to get out and get orders and don’t come back until you got ‘em. His implied message to the sales team is 'the quicker you get the to process, are organised, numbers, the quicker you get rid of me'. and have a strong sense of discipline. All admirable Need help? Need advice? Need coaching? Don’t ask The Visitor characteristics but they’re because frankly, he doesn’t give a damn. If it isn’t something that’s misguided. The Hall Monitor going to help him get the next promotion and get it NOW, forget it. makes a great bureaucrat, a Have a suggestion or advice to give? Don’t bother because the lousy sales manager. He’ll make Visitor doesn’t care, doesn’t plan on being around long enough sure everyone knows their place to implement it anyway. The one thing you can count on from the and follows procedure at the Visitor is a sales goal he is sure he can easily obliterate. Oh, yeah, cost of morale and sales. management will see those numbers destroyed, guaranteed. Although the Hall Monitor is focused on enforcing systems The Good Buddy on subordinates, she feels The Good Buddy is everyone’s friend. Managing is a popularity justified in fudging (lying) contest that he intends to win. He’ll be a great drinking buddy, a to upper management when top notch shoulder to cry on, a guy you can trust to cover for you. completing reports. She He’ll make sure the office atmosphere is loose, that everyone feels has no intent of letting her welcome, that the office is a fun place to be. subordinates hold her down or put her job in jeopardy. Discipline? Well, that’s not something you’ll find in his office. An insistence on hitting quota? Something else that isn’t a priority. If numbers aren’t met, Coaching? Nope. Lots of back slapping and high fiving, but no margins aren’t being held, coaching. Decisions? Don’t expect the Good Buddy to make the or sales calls aren’t being hard decisions because he might hurt someone’s feelings. The Good made, she is fully capable Buddy is weak and lets his team members run the office. Ultimately, of showing management most everyone in his office ends up unhappy. why it isn’t her fault. www.nzsalesmanager.co.nz |
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The Super Closer
A Sales Leader doesn’t just happen, they are created, they’re formed, they’re developed.
We all know the Super Closer, the guy or gal who believes they can close anyone, anytime. They have a massive ego, more than likely a strong sales history, an A type personality, and little respect for the others on their sales team. Don’t Blame the Manager, the Problem The Super Closer sees their Starts with the Company charges as grunts who know The managers above have developed their definition of what a nothing about sales and whose manager is because: only job is to go out, work through • They misunderstand the nature of their position. Most the chaff to find the prospect, companies don’t train their new sales managers. The then call in the Super Closer and assumption is that good salespeople will know what needs to watch the master work. be done. Consequently, most companies simply instruct new The Super Closer is concerned sales managers to call their manager if they have questions, and with one thing and one thing maybe give them a day or two introductions to the reports and only—today. Get today’s paperwork they’ll need to complete. numbers, numbers, numbers, • They believe that today is more important than coming days. numbers. By gosh she’s never Get today’s numbers today and worry about tomorrow, missed a quota, and she’s tomorrow. This often comes from a demand by management, not going to start now. If you stated or unstated, that numbers be met NOW. Many senior suckers can’t get the business managers mouth a long-term growth philosophy while and God knows you can’t, she’ll demanding numbers be made today, so they get their bonus, close it for you. Her sales team and to hell with tomorrow (Wall Street anyone?). doesn’t have to worry about anything except getting her in • They aren’t manager material to begin with. A great salesperson front of a prospect. will not necessarily be a great manager. Very often, if not most often, great salespeople make terrible managers. They know Planning? Who needs it? what they are good at and want to continue being the sales Reports to management? All superstar but with a management title. Converting to be a real they care about are quotas manager is impossible for some of these sales stars. being met and exceeded, so she’ll tell them what they want to hear and then worry about making it true. 08 |
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• They can’t make the adjustment from being one of the group to being the leader of the group. They want the new position, but they don’t want their relationships to change.
A great salesperson will not necessarily be a great manager. Very often, if not most often, great salespeople make terrible managers.
The Making of a Sales Leader A Sales Leader doesn’t just happen, they are created, they’re formed, they’re developed.
Sales Teams Don’t Need Managers; They Need Leaders Fortunately, there is a fifth type of sales manager—the real deal. Currently, it is common for sales managers at all levels to be called ‘Sales Leaders.’ Nice title that doesn’t fit most managers. A true sales leader is very different from the more typical managers we saw above. The true sales leader:
The development starts with the selection of the new manager. Traditionally companies have selected top producers to become the new frontline sales manager. Sales management is viewed more as a reward for production than as a critical job in its own right.
• Isn’t focused on today but rather is looking into and planning for the future with the intent of molding the future instead of being molded by it. • • • •
What makes a great manager isn’t what makes a great salesperson. The activities are Is looking to coach his or her team members to stardom, not to very different. The relationship building needs are different, be a star themselves. the communication, planning, Manages through demonstration and inspiration, not and organisational needs are intimidation and fear. different. Unless a company Is a student, open to suggestion, criticism, advice, and continual is seeking a Super Closer or a education. Visitor, promoting a top producer may not be a wise idea. Leads by being trustworthy and demonstrating integrity and honesty. His/her team members may not like the Sales Leader’s Although the management decisions, but know the decisions are honest and based on what problems start with the selection the Sales Leader believes is best for the team. of the new manager, more
• Is a decision maker, not afraid to make the hard decisions and to live with the consequences.
important is the 'training' most new managers undergo: none. www.nzsalesmanager.co.nz
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The last thing your sales team needs is a manager. You need Sales Leaders.
After the first few questions directed to their manager, they begin to notice their phone calls aren’t returned as promptly as before, their manager’s tone of voice is a little sharper, the answers and guidance more and more abrupt. Soon they realise they’re on their own to sink or swim as they can. No wonder they have no idea how to be a leader. To create a Sales Leader, companies must invest in their new manager—investing both time and money. They must either create a multi-disciplinary in-house management program or hire an outside company. Also, each new manager needs a coach, either an inhouse coach or an outside professional manager coach.
One of the most common training formats companies use is that upon promoting the new manager; the new manager is given a day or two training on hiring and firing procedures, how to handle sexual harassment issues, and how to fill out payroll paperwork. From there, the new manager is told to call his or her manager if they have questions or need guidance.
Each new manager must be schooled in the skills of management, but more importantly, must be guided in the role of and skills of leadership. Filling out paperwork, creating a sales plan, assigning territories, and resolving issues with shipping are all important, no doubt. But far more important to the success of the company and the sales team is getting the most out of team members, developing team members who have the desire to succeed, who are willing to invest the time and effort to be the best. These aren’t instilled by a manager, they’re brought out by a leader. The last thing your sales team needs is a manager. You need Sales Leaders. If you want Sales Leaders, do the things necessary to develop them—investing in them is investing in your company’s future success. Refusing to invest in them is an investment in your company’s failure.•
www.mccordandassociates.com
Paul McCord is a best-selling author, speaker, and leading authority on lead generation and personal marketing. 010 |
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What to do When Your Customer Shuts You Out
Words by Paul Newsom
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The Reason
A
s a Key Account Manager, you should be out there building long-term mutually profitable relationships with your customers, keeping your competitors out, and making sure that you maximise your share of the customers spend. You have to defend, maintain and grow your key accounts. To do this, you need access to their business and people through regular contact in a variety of forms. What happens when you are not allowed this access? What do you do when your key customer doesn’t want the level of service and attention that you are supposed to be providing? You go to your client saying that you want to be their partner, but for some reason, this customer just doesn’t wish to enter into business matrimony and keeps you at arms length.
Let’s first consider the reason. The primary reason will be that you are not a key supplier. Sure, they are a key customer for you, and your business is dependent on their business – that’s why they are a key account. However, when their business is not dependent on your business, you will not be a key supplier. If you have 100 clients, you can’t give each client equal attention. The top customers will be the key customers, and receive most of your time and attention to defend, maintain and grow the business. Similarly, your client might have 100 suppliers. They simply won’t have time for 100 partners, and allow all 100 suppliers access to the business and people. They will have, say, 20 key suppliers, who strategically are the most critical, and they receive most of the attention.
Key criteria are Spend and Risk Businesses that have a supplier management programme may use several criteria to segment their suppliers. The criteria used will vary, and may include various dimensions of value. However, the criteria will always include spend and risk. Let’s say for your largest account, the client spends $2m per year, and they make up 25% of your revenue. Contrast this with the clients business revenue of $10bn per year, but at $2m spend a year, you don’t feature in their top 25 suppliers by spend. You may not be a key supplier. However, strategically, risk is a critical criterion that you must understand. Your business is dependent on your customer, but are they dependent on supply from your business? What if you were not able to supply today – do they have an alternative supplier that they can use tomorrow? What would be the cost of changing suppliers? www.nzsalesmanager.co.nz
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HIGH SPEND/LOW RISK There will be lots of choice of supplier for the customer, however with the high spend, the focus is always on cost.
Key Account Strategy You must discover if your customer has a procurement strategy to manage suppliers, and know how you fit into this. Let’s look at the scenarios of how buyers segment suppliers by spend and risk, and how it might affect your key account strategy: LOW SPEND/LOW RISK. If you are in a highly competitive industry, with a low cost for the customer to change supplier, your product or service is low risk to your clients business, and their spend with you is small in relation to their overall costs, then the chances are you will struggle to get engagement from the customer in your key customer management programme, whatever the size of the client within your business. The customer will want supply to be easy and transactional. It needs to happen in the background and without fuss. They may offer long-term contracts, with penalties and early exit clauses if there are issues.
This is the high volume low margin segment for suppliers and one where strategically you know that price will always be the main issue on the table. Supply contracts are likely to be relatively short term, and if your competitors are desperate, they might be changing hands regularly too. As a Key Account Manager here, it is critical that you validate that you want this business before you go into it. Forget the partner ideal if there is evidence that there will be no supplier loyalty.
You might just be renting this customer for as long as you can before your tenancy expires and you are replaced. For the supplier, your key account management strategy should be Focus on maintaining the based around how you can make it easier for the customer to do profitability of the account business with you. Asking for a routine appointment once a fortnight while meeting the required just to catch up will not make doing business easier. Can you offer level of service. Over service of dedicated or specialist inside sales support, e-procurement or an account like this could be a manage the customer stock for them? waste of time and resource. 014 |
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LOW SPEND/HIGH RISK You will be an important supplier but may not get the attention you think you deserve. Your aim here will be to focus on securing a longterm contract and ensuring security of supply. If you do this well, then when contracts are due for renewal, you are less likely to find yourself under price pressure. Be there when your customer needs you, and it is essential that you regularly demonstrate how you minimise risk for this customer. You will be providing a lot of value for this customer, so make sure they know it in tangible ways. Similarly, if you are looking at a new piece of business that your competitor has held for a while, putting in a price a few percent lower than your competition is unlikely to win if the current supplier has an excellent record of security of supply. High Spend/High Risk If spend is high, you have few competitors, so the client has few alternatives, there is a high cost of change because you provide, for example, capital equipment or IT integrated into the customers’ business, and reliable supply is critical, (if you don’t supply then they shut down), and then you are much more likely to establish a mutually valuable KAM programme. The word partner becomes relevant, and you will be allowed access to the clients business at whatever level has mutual benefit. You will have to work hard on these accounts, and they will demand it, but for a Key Account Manager, the rewards of managing these accounts are why we do the job.
In all scenarios, if you are denied access do not assume that there will not be new opportunity for growth within the account. Make sure that every contact you make has the potential to add value to the client and their business. Develop your reputation as an expert in the industry, as well as a reliable supplier, and doors will open for you.•
www.nzsalesmanager.co.nz
Paul Newsom is the editor of NZ Sales Manager, and Change Agent for Young Enterprise Trust. www.nzsalesmanager.co.nz
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Six Steps to Retaining Customers Words by Lynnaire Johnston
B
ob Brown is a sales manager with a team of 10. His company recently lost a lucrative client because one of his sales staff had been communicating with the client’s staff in a way that was detrimental to the relationship. Emails were full of errors when they were being answered at all, and the tone was highly antagonistic.
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Conciseness time is limited so make emails and phone calls short. Reduce unnecessary words (they often end in –ly), keep paragraphs short and again, avoid waffling. For example, beginning an email with “how are you?” is both time wasting and irritating.
3
Bob was worried that this person might also be alienating other clients, albeit unwittingly. So, he asked us to look at how this person was communicating both in writing and on the phone. The Formats choose the best format for problems we found were quite common but often overlooked by senior managers even though the responsibility for client-company your communication. Emails are ideal for short, simple relationships lies with them. messages. If you need to cover a lot of ground, pick up the Here then, are the six things sales managers should look out for. phone. It pays to stay within Preparation the expected conventions of No matter what type of communication is being used, it is important the format you are using. Don’t to prepare to ensure clarity. In many communications, the key use emoticons in emails (or, at message is at the end when it needs to be at the beginning. That’s least, keep to a minimum) as because no time is spent on working out what needs to be said they are more suited to texting. and the best way to say it before beginning. Matthew Mewse, the Always include an official, Telephone Man, says, “On the phone, know what you plan to say and well designed, signature before you dial and in the event that you reach voicemail, always on emails, so all your contact have a short but complete message ready to say to avoid waffle.” details are readily visible.
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Tone it is easy to be misunderstood both in both phone calls and emails because they lack the numerous visual cues available when meeting face-to-face. Use words and tone that are suitable to the situation. For instance, it is inappropriate to be flirty or overly friendly in an email unless you know the recipient well and believe they will be receptive. Even then, there are risks because the email may be read by other people who may take offence.
11 TOP TIPS FOR BETTER WRITING 1. Know your audience and what you’re trying to achieve. 2. Put your most important point first.
5
Timeliness responding to phone messages and emails in a timely manner is not just good manners, it’s plain good business sense. Today, people want a 24-hour turnaround time on emails, at the very maximum. If someone is away, they need to turn on their out-of-office on their emails and change their voicemail message to reflect their absence. Failure to respond quickly can make the difference between getting the sale and losing it.
3. Keep paragraphs to two sentences where possible. This makes it easier to read. 4. Each paragraph should contain only one idea. 5. Sentences should be as short as possible – aim for 25 words.
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Checking too many people don’t check their emails before sending them. Or their other written material. This is a bad mistake as it’s likely that errors will occur which can cause misunderstandings or worse. Every piece of communication that is sent out from your company should be checked for spelling, grammar and punctuation errors. Nothing makes a business look bad more than poorly written communications. The recipient is likely to think, “If they can’t even write properly how can I trust them to provide the product or service they are supposed to be experts in?” If you can persuade your staff to keep these points in mind, you will be less likely to find yourself in Bob’s shoes – and losing clients. •
www.wordwizard.co.nz
Lynnaire Johnston is an international copywriter, trainer and presenter who helps businesses get noticed.
6. Never use a long word when a short one will do. 7. Check, check and triple check your work, especially headings, as the eye sees what it expects to see rather than what has been written. 8. If in doubt, consult the experts – dictionary, thesaurus or grammar book. 9. Avoid jargon. Use words people will understand. 10. Don’t expect your first draft to be perfect. It won’t be. 11. Finish with a call to action – something you want your reader to do/know/feel. www.nzsalesmanager.co.nz |
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TWOMINUTETOPUP
Boring Body Language? A five step cure
Words by Olivia Mitchell
C
ould your body language be more expressive? Do you inhibit your natural body language when you’re public speaking because of your self-consciousness?
Or maybe you have been told (by a well-meaning but misguided person) that you wave your arms around too much? As a result, you’ve shut down your natural gestures and become stiff and boring. The secret to curing boring body language in public speaking is to replicate the state you’re in when you’re in an animated one-on-one conversation. When you’re in that state, your gestures unconsciously complement what you are saying and give your message energy and persuasive power and feel more confident. And there is even evidence that natural gesturing makes you more fluent. 018 | www.nzsalesmanager.co.nz
Here is what to do to develop natural, expressive body language when you are speaking:
1 Empty your hands Put down anything you are holding, whether it be a pen, the remote or your notes (once you are gesturing naturally you can hold your notes or the remote, but for the moment they just make the task of freeing up your gestures more difficult).
2 Keep your hands free
Holding your hands together, putting them in your pockets, or hanging onto the lectern will stop you gesturing.
5 Vary your gestures
Once you have opened up your So where should you put your hands? For the moment just let them body language, check that hang loosely at your sides (this is a default position – this is not you are not making repetitive where your hands will stay). I know that this feels awkward. You gestures. Either ask someone probably feel a bit like a gorilla! But have a look at the photo above… to give you feedback, or video do most of these global leaders look like gorillas? No. The only one yourself. In my early public who looks awkward is the one who doesn’t have his arms hanging speaking days, I watched back loosely at his sides! a video and saw that my most Your hands will probably creep together without you noticing. When common gesture was moving that happens, immediately separate them again. OK. We have got my right arm from the elbow rid of the barriers to expressive body language. Now, what? outwards – like I was constantly opening and closing a door. Once I was aware of it, I caught Talk to one person at a time myself doing it and was able to When you are in an animated one-on-one conversation, your change what I was doing. hands naturally gesture. So kick-start your hands into gesturing by Remove distracting and replicating that animated state. Do this by looking at one person and repetitive gestures but don’t try feeling in that moment that you are just talking to them – and to noand choreograph what you are one else. At the end of a phrase or short sentence, talk to someone saying with specific gestures. It else in the audience. But always be talking to someone. will look forced and unnatural.
3
4 Move your feet
To enlarge your body language, move your feet. You could, for example, move towards the person you are talking to. The larger body movement will free up your body and will encourage you to make more significant gestures.
Follow these five steps and you will develop natural body language that will add energy, engagement and persuasive power to your presentations.•
www.effectivespeaking.co.nz
Olivia Mitchell helps people to overcome their fear of speaking and develop their presentation skills. www.nzsalesmanager.co.nz
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RESOURCECORNER
The Three Value Conversations:
How to Create, Elevate, and Capture Customer Value at Every Stage of the Long-Lead Sale
T
he three conversations B2B sale pros must have with customers to control every step of long lead buying cycle
The most successful salespeople understand that they are fundamentally storytellers. The reality is that to succeed in sales, you need to master the art of customer conversation. The best story told in the best way will always win. Being remarkable and memorable in your conversations is very important―but it goes beyond great delivery. You must be able to articulate value. The Three Value Conversations provides the tools and methods you need to differentiate yourself and your solutions from the competition, elevate value to the right decision maker, and maximize all sales opportunities across the entire long lead buying cycle. The book teaches you how to: • Create value for your prospects by identifying and advising them on problems, potential threats and missed opportunities • Articulate why your prospects need to choose you over rival competitors • Elevate the value of your offering to your prospect’s seniorlevel decision-makers • Demonstrate the business and financial acumen required to make a compelling, credible business case for your solution • Identify unconsidered needs that only your solution solves • Embrace the natural tension that occurs between buyers and sellers to capture and protect the value of your opportunity from unnecessary discounting
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Available from Amazon
www.nzsalesmanager.co.nz
Not just another sales process book, The Three Value Conversations equips you with practical, handson concepts for engaging prospects and customers at any moment in the buying cycle with the specific stories and skills to create, elevate, and capture value.• By Erik Peterson, Tim Riesterer, Conrad Smith, Cheryl Geoffrion
QUICKFIX
There’s No Need to Hide
I
f you are new to sales, or have been in sales for a while but have changed industry, you may feel inadequate or embarrassed that you don’t know what to ask or don’t have the answers. Rather than trying to hide it in the hope that you will gain the clients approval, be confident and show your enthusiasm. Say how excited you are to be working in this industry and for a great company like <your employer>. Describe why you are really looking forward to learning about your clients business and being able to help them. Everyone has been in your shoes many times before. There is no need to hide it when it is your turn.•
www.nzsalesmanager.co.nz
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EVENTSCALENDAR
DATE
NAME
PLACE
COMPANY
22 Feb
Sales Training
Auckland
PD Training
23 Feb
Sales Performer
Wellington
David Forman
23 Feb
Selling for Non-Salespeople
Auckland
David Forman
7 March
Strategic Sales Leader
Auckland
David Forman
15-17 March
Advanced Negotiation Skills
Wellington
Scotwork
15 March
FranklinCovey: The 7 Habits of Highly Effective People
Auckland
David Forman
Auckland Auckland
Geewiz David Forman
16 March 17 March
Auckland
PD Training
19 March
Sales Basics Key Account Management Reading Body Language Sales Training Sales Basics
Whangarei
Geewiz
21 March
Negotiation Skills
Auckland
IMNZ
31 March
Influence And Persuasion At Work
Auckland
PD Training
17 March
DIDYOUKNOW STICK FIGURES ARE MORE EFFECTIVE THAN POWERPOINT: Research shows hand-drawn figures are more memorable. On average, a hand drawn whiteboard message had 8% more impact - as measured by recall, presentation quality, credibility and engagement - over other methods tested, including powerpoint. •
022 |
Source: Bloomberg Business
www.nzsalesmanager.co.nz
THECLOSE
“If you want to live a happy life, tie it to a goal, not to people or things.” - Albert Einstein
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IT’S FREE!
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