Category: Career

[Week 1] 5-week Daily Plan To Fill Your Pipeline, Regain Control , & Master Your Sales Role

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Over the next 5 weeks, I will be following up on a post that I made here, and diving deeper into each weekly and daily objective. My hope is that this helps you on your sales journey to finishing BIG for 2023 and beyond!

Week 1: Setting Clear and Specific Goals

Day 1: Refining Your Sales Goals

Task: Take some time to review your current sales goals and assess their specificity and measurability. If your goals are vague or difficult to measure, refine them to make them more actionable.

In my coaching, I see (I have been one too) many sales professionals who set their sales goals at the beginning of the year. In doing so they soon realize, once the year has begun, that their initial goals were too broad, like “increase sales” and “grow customer base”, or “hit bonus.” As a result, they hop on the struggle bus to staying motivated because they couldn’t track their progress effectively.

Takeaway: Specific and measurable goals provide clarity and direction. When you have clear objectives, you can break them down into actionable tasks, making it easier to stay motivated during down sales months. For example, let’s take the goal of increasing sales and break it down, make it actionable, and put a timeline on it. Let’s say that this rep wants to increase their close rate 33% by the end of the week.

Current state:

  • 10 opportunities a week
  • 30% close rate
  • $20,000 average deal size

So in the past week, this rep has closed three jobs. An increase of 33% would equate to four deals this week. Closing four deals out of 10 opportunities would put this rep’s closing rate at 40%. Just one extra contract! I know, this is just easy math, but this is the magic of taking vague goals and making them specific and measurable. To some, even increasing the closing rate by 33% seems a little abstract, but once you realize it’s just one additional contract per week, it seemingly becomes achievable just on it’s surface. When you take that one additional deal over weeks, months, and quarters, you begin to realize the commission impact that just a single deal per week can make, and that’s when this vague goal just became relevant.

Application: SMART goals ensure your goals are Specific, Measurable, Achievable, Relevant, and Time-bound. For example, instead of “increase sales,” make it “achieve a 33% increase in close rate by the end of the week.”

For more on SMART goals visit my previous post here

Day 2: Tracking Key Performance Indicators (KPIs)

Task: Identify the key performance indicators (KPIs) that will help you track progress towards your sales goals. KPI’s are usually relegated to management for measuring important company metrics, but for sales reps, the important metrics are the ones that track selling effectiveness. These can vary greatly by industry or even by company, but for simplicity, let’s use closing percentage, average deal size, and net sales per lead issued. It is really important to be clear on the metrics by which performance is graded. Once the metrics are identified, a system can be created to consistently measure and analyze them.

I really enjoy sports and movies; combine those two, and there’s an audience in my home theater. One of my favorite movies is Moneyball with Brad Pitt. While it’s a great baseball movie, it really conveys the importance and impact of tracking the right metrics. If there’s one thing that baseball does not lack, it’s stats. The movie is very analogous to sales, in my opinion. Andy, another sales professional I had the opportunity to coach, realized the importance of tracking his KPIs after a slow sales month. We identified that he had a weak pipeline, but when I asked about his call numbers, he would extort that he called “plenty of people” but “couldn’t get ahold of anyone.” When pressed to quantify “plenty”, he always had a convenient number of around 20. My experience told me that it was probably closer to 10. Let’s face it, that’s not enough activity to fill any pipeline. We implemented a tracking system, and he started monitoring metrics like the number of dials, contact rate, lead conversion rate, and the number of prospect meetings scheduled. By doing so, he could identify which areas needed improvement and adjust his strategies accordingly. Most notably, what he found was that he was talking to prospects, but he just lacked the right skills to convert them into appointments.

Takeaway: KPIs provide valuable insights into your sales performance. Regularly analyzing these metrics will enable you to make data-driven decisions and maintain motivation during challenging times.

Application: Use a CRM system or sales tracking tool to monitor your KPIs consistently. Set aside time each day to review your progress and identify areas that require attention.

For more tips on prospecting visit my previous post here

Day 3: Setting Achievable Targets

Task: Break down your sales goals into smaller, more achievable targets. Develop a daily action plan to work toward these targets.

Prior to COVID my wife and I would go on a cruise every year. It’s usually our one big trip per year, with a few smaller trips in other months. Over the years our packing routine hasn’t changed one bit. It goes like this; the week leading up to the trip we begin to get anxious about everything that needs to get done before we leave- our dogs scheduled for the kennel, have I mowed the yard, have we purchased our travel necessities, have we done all of the laundry (who wants to come back to five loads of laundry to do??), have we gotten our suitcases out from storage, have we packed, printed our boarding passes etc., etc. It is without fail that we wait till the day before we leave to do the majority of these items and we are often checking off this list of to-do’s till midnight with a flight schedule for 6 am the next morning. By the time we are in bed we feel like we’ve done more in the past four hours than we have in the past four days. I share this story because I see sales reps engage in planning for their sales targets in very much the same way. While I can relate with my vacation planning, I can’t when it comes to sales planning. Too many sales reps begin planning and stressing about achieving their targets when they have only a week left in the month, and just like my vacations, it’s due to bad planning and procrastination.

To prevent this sales dilemma, start by breaking down the most important sales activities into daily time blocks. What gets scheduled often doesn’t get ignored. If a reps follow-up to close rate is only 20%, and she needs five more deals to hit her goal, then she will need 25 contacts in her follow up pipeline. However, if her call to contact ratio is only 15% then she’ll need 166 prospects in which to follow up. Since the best reps track their activity, like discussed in Day 2, this rep knows that they can only effectively contact 20 prospects per hour. So, this reps needs to plan their follow up activity over eight hours in the week. See how knowing the numbers can begin to tell the story of how to best plan the days, weeks, and month? This rep that I coached, Emily, created a daily schedule that included making a certain number of prospecting calls, sending personalized follow-up emails, and attending sales meetings. This structured approach helped her make steady progress even during slow sales months.

Takeaway: By breaking down your goals into smaller milestones, you can avoid feeling overwhelmed and maintain a sense of accomplishment with each achievement.

Application: Use the “divide and conquer” approach. Divide your monthly or quarterly sales goals into weekly or daily targets, and then plan your activities accordingly.

For more on planning & productivity visit a previous post here

Day 4: Accountability and Support

Task: Determine how you will hold yourself accountable for achieving your sales goals. Identify someone you can share your goals with and set up a system to track progress together.

In my 24 years of selling, managing, coaching, and leading high-performing sales teams, I have noticed a few things. There is a common misperception that top salespeople do not need accountability. That is simply not true; however, it is often the case that accountability looks different from one rep to the next. While one rep finds accountability with a team member, another with a sales manager, others with a mentor, and another with performance metrics, Accountability isn’t a one-size-fits-all approach. The reps that last and become high performers test many approaches until they find what works best for them. My advice is to spend some time thinking about the qualities that would be important to look for in an accountability partner. Are they optimistic? Are they constructive? Do they need to have more experience? Can they be similar in terms of tenure? Asking these questions beforehand can help you avoid some potential landmines that could do more harm than good.

Takeaway: Having someone hold you accountable and provide support can significantly impact your motivation and determination to achieve important sales goals.

Application: Find an accountability partner within the organization or a mentor who can provide guidance and encouragement. Schedule regular check-ins to discuss progress and challenges.

Here’s a Weekly Accountability Plan template that I use with my coaching clients: Leave a comment (“accountability plan”) and I’ll be happy to send you the excel workbook

For more on finding a mentor and maintaining motivation visit a previous post here

Day 5: Celebrating Small Wins

Task: Identify how you will celebrate small wins and milestones along the way to achieving your sales goals. Consider ways to use these celebrations as motivation to keep going.

A veteran rep that I had the privilege to coach and mentor was Alex. He’s a seasoned sales professional, and I encouraged him to implement a reward system for himself. Whenever he achieved a significant milestone or exceeded his weekly targets, he would treat himself to something he enjoyed, like a nice dinner or a relaxing weekend getaway. He had my full support! If it meant me taking calls from his accounts during his getaway, then I was happy to do it. These celebrations not only boosted his motivation but also created a positive feedback loop.

Takeaway: Celebrating your achievements, no matter how small, reinforces a sense of accomplishment and keeps you motivated throughout the down sales months.

Application: Create a rewards system that aligns with your goals. Treat yourself to something special whenever you reach a target or milestone. It can be as simple as taking a break to enjoy a favorite snack after a successful day of prospecting. It will be very easy to fall into a routine over time in sales, and at times that can become monotonous. These small celebrations help keep the process fun and more enjoyable over a career.

In conclusion, staying motivated during down sales months requires a proactive and structured approach. By setting clear and specific goals, tracking your performance with KPIs, breaking down targets, seeking accountability, and celebrating small wins, you can maintain your motivation and drive towards achieving success in your sales career. Remember, highs and lows are natural in every sales professional’s journey, but with a consistent sales strategy and continuous improvement, you can navigate through the tough times and come out stronger on the other side.

Stay tuned for a follow up post breaking down the strategies and tactics for Week 2: Developing a Sales Plan. Till then, I hope Week 1 brings a new level of confidence and focus on your path to finishing 2023 BIG!

14 Ways You Can Enhance Your Company’s Culture

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Company culture plays a major role in job satisfaction and the sense of security that comes along with it. Fortunately, you can have a powerful impact on your workplace, whether you’re a senior manager or a summer intern. Try these suggestions to create an environment where everyone can feel valued and appreciated.

Steps to Take by Yourself 

1. Maintain a growth mindset by continually learning. Invest in your education and training. Developing your knowledge and skills will broaden your opportunities at your current company and in all of your future positions. Should your company offer opportunities to lead discussions and/or present in front of other teammembers don’t hesitate to raise your hand to lead a topic. You’ll be a stronger member of any team for it.

2. Think long term. While you may not be an entrepreneur running your own business and taking all the risks associated, but there’s no reason you can’t be an intrapreneur! An intrapreneur runs a business inside of the business. Intrapreneurs take on an ownership mindset where she takes on projects and drives initiatives to conclusion. Owning your role and the results needed to elevate you and the teams success requires a long term focus. Keep your goals in mind. Evaluate how your actions will affect your company’s future and drive your actions towards that future. Going the extra mile could lead to repeat business, glowing reviews, and valuable referrals.

3. Take risks. Creativity in the workplace is seemingly becoming a lost art. It may be because there is not a culture around rewarding resourcefulness, creativity, and taking risks. However, what you see lacking in the workplace culture presents an opportunity to catalyze the team, other departments, and your development. Reward yourself for being innovative, even if some of your efforts fail to pan out. If you’re persistent, you’re bound to come up with some breakthrough ideas. Maybe you’ll find a new tool to help close more deals, or a technology to streamline communication across teams. Or perhaps you’ll work on redesigning a company process or policy.

4. Ask questions. Being able to ask for information and advice is a sign of confidence. There is a balance to questioning the companies way of doing business versus challenging it. Approaching co-workers and/or your managers with a sense of curiosity (intention) will often be reciprocated, however challenging others can be viewed as antagonistic and destructive. For example, approaching others with, “It makes no sense to me the way the company is approaching XYZ issue, how can this ever change if it makes no sense to begin with?” Now you can image the potential defensive reactions that a question like this may solicit. It’s not constructive and the intent of the question sounds more like a disparaging comment than a real question. Compare that to the language of a curious intent; “I’m curious- the team seems to have a wealth of experience around XYZ issue, I’d be interested in learning how the decision came to be with addressing it the current way?” You’ll do your job better and show your colleagues you appreciate their experience and expertise.

5. Be social. While many leave it up to the managers and owners of an organization to shape the culture of an organization, it’s equally the responsibility of individuals to reinforce and build the culture. Culture involves both internal and external factors. Get to know your coworkers as people, not just as coworkers, and help them. Be the person who goes out of their way to make friends with new team members. Many of them may feel out of place when they join your organization or have to adjust to a hybrid environment. Invite them to lunch or to a virtual coffee to talk. You could suggest other people for them to meet, or if you’re in the office, you could go ahead and introduce them.

Steps to Take with Your Co-Workers 

1. Build consensus. Think about all the parties whose interests your work will affect. Request feedback and input across multiple departments. Attempt to gain understanding how your work affects their role within the organization. Involve others when you’re making important project decisions. They’ll be more likely to support projects that they helped develop.

2. Welcome new hires. Reach out to new employees. Explaining the corporate culture to them may reinforce your own beliefs and actions. Additionally, during the Pandemic many teams experienced high-turnover, therefore it’s easy for teammembers to fall into the mindset of, “why take the time getting to know them when they’ll likely only be here for a short period of time?” This thinking perpetuates a siloed environment and a negative culture.

3. Give praise. Be generous in acknowledging the talents and achievements of your colleagues. Congratulate a colleague who recently completed an important project. Let the office manager know that you like the way he reorganized the supply cabinet. Thank the warehouse staff for organizing product on time for a tight deadline. 

4. Share credit. Recognize teamwork. Thank others individually and in public for how they contribute to group victories. Throw a party or write a letter expressing your gratitude.

5. Communicate openly. Speak directly and respectfully. Thank your coworkers for sharing their viewpoints. 

6. Resolve conflicts. Disagreements are unavoidable. Hold yourself accountable for your actions and apologize when needed. Be courteous, even when you find yourself on the opposing side of an issue. 

7. Focus on strengths. Remember to pay attention to the things you and your co-workers do well. Everyone’s strengths are the essence of your company’s culture and the foundation you can build upon to keep growing. 

8. Give back to the community. Your company’s philanthropy and community programs say a lot about its corporate culture. Take part in initiatives you care about, such as holiday food drives or volunteer outings. Does your company not participate in community event? This is a perfect opportunity to coordinate one! 

You’ll find your work more meaningful and gratifying when your employer’s culture aligns with your own values. Whatever your job title, you can have a positive influence on the culture in your workplace.

Book review 📚 Predictable Success: Getting Your Organization on the Growth Track–And Keeping It There by Les McKeown

“An organization’s culture of accountability is only as strong as the leader’s willingness to model and uphold that culture.” – Les McKeown

As a manager and leader, I found Les McKeown’s book “Predictable Success: Getting Your Organization on the Growth Track–And Keeping It There” to be a valuable resource for anyone looking to improve their leadership skills and grow their business.

One of the key themes of the book is the importance of creating a culture of accountability within an organization. McKeown argues that accountability is essential for achieving success, both in terms of individual performance and overall organizational growth. He provides practical strategies for building a culture of accountability, such as setting clear expectations, providing regular feedback, and establishing consequences for non-performance. This may seem like “management-101” but where McKeown stresses accountability, and the implications of a lack thereof, is in the progression of the various lifecycles of a business. More on this below.

As mentioned above, another important theme of the book is the concept of “predictable success.” McKeown argues that all organizations go through a predictable lifecycle, and that understanding and managing this lifecycle is key to achieving long-term success. The book provides a clear roadmap for navigating the different stages of organizational growth, from the “early struggle” phase to the “predictable success” phase.

Throughout the book, McKeown uses a positive and engaging writing style, using real-world examples to illustrate his points which kept me engaged. He also provides a wealth of practical tips and strategies for improving leadership effectiveness, such as the importance of delegation, effective communication, and building strong teams.

As a manager myself, I found the book to be highly applicable to my own work. I was particularly struck by McKeown’s emphasis on the importance of creating a culture of accountability, and have already implemented some of his strategies in my own organization. I also appreciated his clear and actionable advice for navigating the different stages of organizational growth.

While I found “Predictable Success” to be a highly valuable resource, there were a few areas where I felt the book could have been stronger. For example, I would have liked to see more detailed case studies or examples of organizations that have successfully implemented McKeown’s strategies. This may just be a personal preference as I find case studies very helpful. Additionally, while the book does provide a clear roadmap for achieving “predictable success,” it could benefit from more specific guidance on how to apply these principles in different organizational contexts.

Overall, I would highly recommend “Predictable Success” to anyone looking to improve their management effectiveness and grow their organization. McKeown’s insights and strategies are highly practical and actionable, and his engaging writing style makes for an enjoyable and informative read.

Here are ten reflection questions that you can use after reading to help to begin applying some of the key ideas.

  1. How does my organization’s current culture align with the principles of accountability outlined in the book? What changes can I make to improve accountability?
  2. What are the key stages of organizational growth, and which stage is my organization currently in? What steps can I take to move towards “predictable success”?
  3. How does my leadership style impact my organization’s growth and success? What changes can I make to improve my effectiveness as a leader?
  4. What are the key factors that contribute to team performance, and how can I build stronger teams within my organization?
  5. How can I effectively delegate tasks and responsibilities to members of my team? What strategies can I use to ensure that delegated tasks are completed successfully?
  6. How can I improve communication within my organization, both internally and externally? What barriers to communication currently exist, and how can I overcome them?
  7. What are the potential consequences of failing to achieve “predictable success” within my organization? How can I mitigate these risks and ensure long-term sustainability?
  8. What are the most important metrics for measuring organizational success, and how can I track these metrics effectively?
  9. How can I identify and address organizational silos or other barriers to cross-functional collaboration? What strategies can I use to promote collaboration and alignment across departments?
  10. What are the biggest challenges facing my organization in terms of growth and sustainability, and how can I address these challenges effectively?

Want to join me on Goodreads?

Book Review 📚 First, Break All the Rules: What the World’s Greatest Managers Do Differentlyby Marcus Buckingham, Curt Coffman

“Great managers don’t try to help everyone do everything. They pick a few priorities and help everyone see how these priorities relate to their own work.”

Marcus Buckingham

First, Break All the Rules by Marcus Buckingham and Curt Coffman is a refreshing and insightful read that offers valuable lessons for anyone in a sales management role. I have often recommended this book to other managers and have used for management book club(s). The book is based on a study conducted by the authors, in which they analyzed the best practices of successful managers and identified the key traits that set them apart from others.

One of the book’s standout themes is the importance of breaking traditional rules in order to achieve success. The authors argue that the most effective managers don’t conform to conventional wisdom, but instead create their own rules based on their unique circumstances and strengths. This idea is particularly relevant to the sales management, where the ability to think creatively and outside the box is essential for success.

The following are a few conventional wisdoms that the authors encourage managers to rethink:

  • “Treat everyone the same”: The book argues that effective managers do not treat everyone the same, but instead tailor their management style to the unique needs and strengths of each individual employee.
  • “Focus on fixing weaknesses”: The book suggests that the traditional approach of focusing on improving weaknesses is not the most effective way to achieve success. Instead, the authors argue that focusing on building and leveraging strengths is a more productive strategy.
  • “Follow the rules”: The book’s title itself challenges the conventional wisdom of blindly following rules and instead encourages readers to think creatively and break rules when necessary to achieve success. The authors argue that the best managers do not simply follow conventional wisdom, but instead create their own rules based on their unique circumstances and strengths.

Another important takeaway from the book is the emphasis on employee engagement. The authors emphasize the importance of understanding each employee’s unique talents and needs, and tailoring management styles accordingly. This approach can be applied to sales teams by recognizing each team member’s strengths and weaknesses, and leveraging those strengths to optimize team performance.

The writing style is engaging and accessible, making it an easy and enjoyable read. The authors use real-world examples to illustrate their points, and their insights are backed up by solid research. However, one potential criticism of the book is that it can be overly simplistic at times, and may not offer enough practical advice for managers and sales professionals looking to implement the ideas presented.

Personally, I have found First, Break All the Rules to be highly impactful in my sales management career. The book’s emphasis on employee engagement has helped me to better understand my team members and to tailor my management style to their individual needs. Additionally, the concept of breaking traditional rules has encouraged me to think creatively when approaching sales challenges, and has led to some of my most successful sales campaigns.

Overall, I highly recommend First, Break All the Rules to anyone in a management or sales role. While it may not offer all the answers, it provides valuable insights that can help you to think differently and achieve greater success in your career.

Reflection questions

  • How can I apply the concept of breaking traditional rules to my sales approach?
  • What are some specific ways I can tailor my management style to better engage and motivate my team members?
  • How can I identify and leverage the unique strengths of each member of my sales team?
  • How can I encourage creativity and outside-the-box thinking within my sales team?
  • In what ways can I measure employee engagement and adjust my approach accordingly?
  • How can I identify when I am relying too heavily on conventional wisdom and need to break the rules?
  • What are some specific examples of successful managers who have broken traditional rules to achieve success?
  • What are some potential drawbacks of breaking traditional rules, and how can I mitigate those risks?
  • How can I balance the need to break rules with the need for consistency and structure in my sales approach?
  • What are some key takeaways from the book that I can implement right away to improve my sales results?

Want to connect on Goodreads?

Book Review 📚 Triggers: Creating Behaviors that Last, by Marshal Goldsmith

Triggers: Creating Behaviors That Last – Becoming the Person You Want to Be by Marshall Goldsmith is a powerful book that delves deeply into the psychology of behavior change. Goldsmith, a renowned executive coach, shares his insights on how to create lasting change in our lives and become the person we want to be.

One of the key themes of the book is that behavior change requires a conscious effort on our part. Goldsmith explains that our environment and the people around us can trigger certain behaviors, both positive and negative. He uses the term “triggers” to describe these environmental cues that can influence our behavior. By becoming aware of our triggers and taking action to modify them, we can create new habits and behaviors that will serve us better.

Outside of our environment, our internal beliefs that can stop change. An awareness of these beliefs, along with self-reflection, can turn these beliefs into positive triggers for success. These beliefs include:

  1. “I have willpower and won’t give in to my triggers.” This belief can be problematic because it assumes that willpower alone is enough to overcome triggers and change behavior, when in reality willpower is a limited resource that can be depleted quickly.
  2. “I’m right and others are wrong.” This belief can prevent us from being open to feedback and new ideas, and can make it difficult to make changes in our behavior.
  3. “I’m a victim of my environment.” This belief can make us feel powerless to change our circumstances, and can prevent us from taking action to modify our environment and our behavior.
  4. “I’m too busy and don’t have time to change.” This belief can be a convenient excuse for avoiding the hard work of behavior change, and can prevent us from making progress toward our goals.
  5. “I’ve tried before and failed, so why bother trying again?” This belief can be a self-fulfilling prophecy that prevents us from making new attempts at behavior change and can keep us stuck in unhelpful patterns.

Goldsmith suggests that these beliefs can be overcome by adopting a growth mindset, being open to feedback and new ideas, and developing a sense of accountability to ourselves and to others. By doing so, we can create lasting change and become the person we want to be.

The writing style of the book is direct and practical, with Goldsmith offering a wealth of actionable advice and exercises that help to implement his ideas. He also emphasizes the importance of accountability, both to ourselves and to others, in order to stay on track and achieve our goals.

A tip that Goldsmith suggests to drive personal accountability is to ask the five questions below at the end of each day. He offers some interesting research data (although anecdotal at best) conveying the efficacy of these questions and goal achievement.

  1. Did I do my best to set clear goals today?
  2. Did I do my best to make progress toward my goals today?
  3. Did I do my best to find meaning and purpose in my work today?
  4. Did I do my best to be happy today?
  5. Did I do my best to be fully engaged in my interactions with others today?

As a sales professional, I found this book to be incredibly valuable. Sales is a highly competitive field, and success often requires a combination of skill, discipline, and perseverance. Goldsmith’s insights on behavior change are directly applicable to the sales profession, as we constantly face challenges and opportunities that can trigger positive or negative behaviors. By developing greater awareness of our triggers and consciously modifying our behavior, we can become more effective salespeople and achieve greater success.

One important takeaway from the book is the importance of setting achievable goals. Goldsmith emphasizes that small, incremental changes can lead to significant improvements over time. By setting specific, measurable goals and tracking our progress, we can build momentum and create lasting change in our behavior.

Another key lesson from the book is the importance of humility and openness to feedback. Goldsmith encourages readers to seek out constructive feedback from others and to be open to criticism. By doing so, we can identify areas for improvement and make the necessary changes to become better versions of ourselves.

Overall, I highly recommend Triggers: Creating Behaviors That Last – Becoming the Person You Want to Be to anyone looking to create positive change in their lives. While the book is not without its flaws, particularly in its somewhat repetitive structure, the insights and advice it offers are invaluable. As a sales professional, I have found the concepts and strategies outlined in the book to be directly applicable to my work, and have seen tangible improvements in my sales results as a result of implementing Goldsmith’s advice.

Following are ten reflection questions based on my reading. These questions are designed to facilitate reflection on the key concepts and strategies outlined in the book, and to help you apply them to your own professional development and career goals.

  1. What triggers have I identified in my own life that influence my behavior, both positively and negatively?
  2. How can I modify my environment to support positive behavior change and eliminate triggers that lead to negative behavior?
  3. What specific, measurable goals can I set for myself to create lasting change in my behavior?
  4. How can I hold myself accountable to these goals and monitor my progress?
  5. What is my mindset toward feedback, and how can I become more open to constructive criticism and suggestions for improvement?
  6. How can I develop a sense of humility and acknowledge that I don’t have all the answers?
  7. How can I cultivate a growth mindset and approach behavior change as an opportunity for learning and development?
  8. How can I build stronger connections with others and seek out support and guidance in my behavior change efforts?
  9. What role does urgency play in my behavior, and how can I manage it more effectively?
  10. How can I find meaning and purpose in my work, and use it as a source of motivation and inspiration for behavior change?

Want to join me on Goodreads?

Recession Proof Sales Techniques for Selling Home Improvements to Homeowners

Selling home improvements can be a lucrative business, but it can also be challenging, especially during times of economic uncertainty. With many homeowners tightening their belts and cutting back on expenses, it can be difficult to convince some to invest in home renovations. However, with the right sales techniques, you can still close deals and grow your business even during a recession.

Here, I’ll share some of the top recession-proof sales techniques for selling home improvements to homeowners. From building trust to offering financing options, we’ll cover everything you need to know to close more deals and thrive in a challenging market.

Building Trust

One of the most important things you can do as a salesperson is to build trust with your potential customers. Homeowners want to work with someone they can trust to do a good job and not take advantage of them. In a recession many businesses will be cutting costs in an effort to lower prices and in doing so quality can suffer. In a race to the lowest price, homeowners are willing to pay more for companies they can trust. Here are some ways to build trust with your customers:

  • Be honest and transparent: Don’t make false promises or exaggerate the benefits of your services. Be transparent about pricing and what your services include.
  • Provide references and testimonials: Show your potential customers that you have a track record of satisfied customers. Provide references and testimonials from previous clients to demonstrate your expertise and reliability. Many homeowners are aware of how easily some testimonials can be misrepresented (testimonials from family members, friends, employees, etc) so be sure to leverage other sources of credibility such as Better Business Bureau ratings, and other third party ratings.
  • Offer guarantees: Offer a satisfaction guarantee or warranty to show your customers that you stand behind your work.

By building trust with your customers, you’ll be more likely to close deals and earn repeat business.

Offering Financing Options

During a recession, many homeowners may be hesitant to spend money on home improvements, even if they’re necessary. Offering financing options can help make your services more accessible and affordable. This is another area where some business will see financing as an expense and look for cost-savings by either limiting financing options or eliminating them. Here are some financing options you can offer:

  • Payment plans: Offer payment plans that allow customers to pay for your product or services over time instead of all at once.
  • Home equity loans: Help your customers secure home equity loans to finance their home improvements.
  • Credit cards: Accept credit cards to make paying for your services more convenient for your customers.

By offering financing options, you can make your services more accessible to a wider range of customers and increase your chances of closing deals.

Creating a Sense of Urgency

Creating a sense of urgency can be a powerful sales technique, especially during a recession when customers may be more hesitant to spend money. Here are some ways to create a sense of urgency:

  • Limited-time offers: Offer limited-time discounts or promotions to encourage your customers to act quickly.
  • Emphasize the benefits: Highlight the benefits of your services and how they can improve your customers’ quality of life. Remind them of the potential costs of delaying or not investing in home improvements.
  • Show your availability: Let your customers know that your schedule is filling up quickly and that they may miss out on the opportunity to work with you if they don’t act soon.

By creating a sense of urgency, you can encourage your customers to act quickly and increase your chances of closing deals.

Overcoming Objections

Homeowners may have objections to investing in home improvements, especially during a recession. Here are some common objections and how to overcome them:

“It’s too expensive”: Offer financing options or emphasize the long-term benefits of the investment. For products or services that have a strong return on investment, whether through greater resale value or energy-savings, long-term financing options let these homeowners offset the initial costs through a low cost of ownership.

“I don’t have time”: Emphasize the convenience and time-saving benefits of your services. You can also work with the customer to create a timeline that works for them.

“I’m not sure it’s necessary”: Emphasize the potential cost savings and energy efficiency that come with home improvements. You can also provide references or testimonials from previous customers who have seen the benefits of your services.

By addressing objections and providing solutions, you can help your customers overcome their reservations and close more deals.

Upselling and Cross-Selling

Upselling and cross-selling can be effective sales techniques for increasing the value of each sale. Here are some tips for upselling and cross-selling:

Offer complementary services: If a customer is interested in one service, offer a related service that complements it. For example, if they’re interested in a window replacement, offer to also update their entry door as well.

Suggest upgrades: If a customer is considering a certain product or service, suggest an upgraded version that offers more features or benefits.

Large project discounts: Offer discounts for jobs that keep crews busy and reduces downtime to encourage customers to invest in larger projects.

By upselling and cross-selling, you can increase the value of each sale and grow your business.

Selling home improvements during a recession can be challenging, but it’s not impossible. By building trust, offering financing options, creating a sense of urgency, overcoming objections, and upselling and cross-selling, you can increase your chances of closing deals and growing your business. Remember to be honest, transparent, and customer-focused throughout the sales process, and you’ll be well on your way to recession-proof success.

Book Review 📚 Emotional Intelligence for Sales Success: Connect with Customers and Get Results by Colleen Stanley

Emotional Intelligence (EI) for Sales Success by Colleen Stanley is a must-read for anyone in the sales profession. This book is a comprehensive guide that offers valuable insights and strategies to help salespeople connect with customers on a deeper level and achieve better results.


“Sales success is not about being the best at selling; it’s about being the best at connecting.”- Colleen Stanley

One of the key themes of the book is the importance of emotional intelligence in sales. Stanley emphasizes that sales success is not just about having the right product or service, but also about understanding and connecting with the emotions of your customers. By developing emotional intelligence, salespeople can build stronger relationships, establish trust, and ultimately close more deals.

The writing style is engaging and conversational, making it easy to read and understand. Stanley provides real-life examples and practical advice that can be applied in any sales situation. I found her to be relatable and down-to-earth, making it easy to connect with the material.

One of the most important takeaways from the book is the concept of “empathetic listening.” Stanley explains that this involves not just hearing what your customers are saying, but truly understanding their needs, concerns, and emotions. By practicing empathetic listening, salespeople can build trust and establish themselves as trusted advisors, rather than just another salesperson pushing a product.

Another important aspect of the book is its direct application to the sales profession, whereas other EI materials can seem abstract. Stanley provides practical strategies for applying emotional intelligence in a sales context, such as how to handle objections, build rapport, and close deals. She also provides tips for managing stress and maintaining a positive attitude in the face of rejection and setbacks.

As a sales professional myself, I can attest to the impact that this book has had on my sales results. By applying the strategies and techniques outlined in Emotional Intelligence for Sales Success, I have been able to build stronger relationships with my customers, close more deals, and ultimately achieve greater success in my sales career. This is a book that I share will all of my sales teams.

While the book is certainly a valuable resource, there are a few areas where it falls short. For example, some of the concepts and strategies presented in the book may be familiar to those who have already studied emotional intelligence or sales techniques. Additionally, the book focuses primarily on business-to-business (B2B) sales, so those in other types of sales roles may perceive some of the advice inapplicable. Having done both B2B and B2C, I didn’t find it too difficult to connect the dots across various roles.

Overall, Emotional Intelligence for Sales Success is a valuable resource for anyone in the sales profession. By focusing on the importance of emotional intelligence and providing practical strategies for applying it in a sales context, Colleen Stanley has created a book that is both informative and engaging. Whether you are a seasoned sales professional or just starting out in your sales career, this book is definitely worth a read.

Below are 10 reflection questions based on the insights from Emotional Intelligence for Sales Success:

  1. What are some examples of situations where you have demonstrated empathy in your sales interactions? How did it impact the outcome?
  2. How do you typically handle objections from customers? How could you apply the concept of empathetic listening to improve your approach?
  3. Reflect on a recent sales interaction where you felt you could have done better. What emotional intelligence strategies could you have applied in that situation?
  4. How do you typically manage stress in your sales role? What techniques have worked well for you, and what could you improve on?
  5. Reflect on your current sales goals. How could developing your emotional intelligence help you achieve these goals?
  6. What are some examples of times when you may have made assumptions about a customer’s needs or emotions? How could you have used empathetic listening to better understand their perspective?
  7. Think about a sales interaction where you felt you established a strong rapport with a customer. What strategies did you use to build that connection?
  8. How do you typically follow up with customers after a sale? How could you use emotional intelligence to strengthen those customer relationships?
  9. Reflect on a recent rejection or setback in your sales career. How could you apply emotional intelligence to maintain a positive attitude and keep moving forward?
  10. What are some examples of ways you could apply the strategies and techniques from this book in your day-to-day sales interactions? How could you measure the impact of these efforts?

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Book Review: Predictably Irrational-How Hidden Forces Shape Our Decisions by Dan Ariely

“We are not as rational as we think we are, but we are rational enough to think we are rational.” -Dan Ariely

Predictably Irrational by Dan Ariely is a thought-provoking book that delves into the realm of behavioral economics and the irrationality of human decision-making. Ariely, a professor of psychology and behavioral economics, provides an engaging and informative book that explores the various ways in which people make decisions, often in ways that are not rational or logical.

The chapters are divided into different aspects of human behavior. Ariely uses a combination of personal anecdotes, experiments, and studies to illustrate his points, making the book an easy and thought-provoking read.

One of the key themes of Predictably Irrational is the idea that people often act against their own best interests. Ariely argues that people make decisions based on emotions and biases rather than rational thought, resulting in poor decision-making and negative outcomes. For example, he highlights the concept of “anchoring,” where people rely too heavily on the first piece of information they receive when making a decision, even if it’s irrelevant or inaccurate.

Another important theme of the book is the idea that people are highly influenced by social norms and peer pressure. Ariely explains how our desire to fit in and be accepted can lead us to make irrational decisions, such as conforming to group norms even when they go against our own beliefs.

The style of the book is informative and engaging, with Ariely’s examples making complex concepts easy to understand. However, it’s worth noting that Predictably Irrational is not a book that provides easy answers or quick fixes. Instead, it challenged me to rethink my assumptions about human behavior and the decision-making process.

As a sales professional, I found the insights in Predictably Irrational to be incredibly applicable. The book helped me understand the ways in which customers make decisions, and how I can use this knowledge to deliver a more customer centric sales approach. For example, by understanding the concept of anchoring, I can present my products and services in a way that sets a positive first impression and reduces resistance.

Dan Ariely provides several insights around pricing and purchasing behavior. One key insight is that people’s perception of value is often influenced by the price of a product or service. For example, Ariely found that people are more likely to perceive a wine as tasting better if they are told that it is more expensive, even if the wine is actually the same as a cheaper option.

Another insight is that people are often willing to pay more for a product or service if they feel that they are getting a “deal”. Ariely found that people are more likely to buy a product that has a higher price with a discount than a lower-priced product with no discount, even if the actual price paid is the same.

Ariely also argues that people are more likely to make a purchase if they have an emotional connection with the product or service. For example, people are more likely to buy a product if it is presented in a way that appeals to their emotions or personal values.

Ariely’s insights around pricing and purchasing behavior suggest that people’s decision-making when it comes to buying products and services is often influenced by emotions, biases, and perceptions of value. Understanding these factors can help businesses and sales professionals to develop more effective pricing and marketing strategies.

Overall, Predictably Irrational is a must-read for anyone interested in behavioral economics, psychology, or human decision-making. While it’s not a book that provides easy answers or guarantees success, it’s a fascinating exploration of the science behind our choices and a valuable tool for anyone looking to improve their sales results. My only criticism of the book is that it occasionally feels repetitive, with some of the concepts being revisited multiple times. However, this is a minor quibble in an otherwise excellent read.

Here are 10 reflection questions to use while reading “Predictably Irrational” by Dan Ariely:

  1. What are some examples from your own life where you’ve made irrational decisions based on emotions or biases?
  2. How can understanding the concept of anchoring help you make better decisions in your personal or professional life?
  3. In what ways do social norms and peer pressure influence your decision-making?
  4. How can you apply the insights from the book to improve your sales approach or marketing strategies?
  5. What impact does the concept of “fairness” have on your decision-making?
  6. How can you use the insights from the book to make better financial decisions, such as saving money or investing?
  7. Have you ever been influenced by the perceived value of a product or service? How can you avoid being swayed by this in the future?
  8. In what situations do you find yourself making decisions based on incomplete or inaccurate information? How can you improve this?
  9. How can you use the insights from the book to improve your personal relationships or communication with others?
  10. What are some practical steps you can take to overcome your own biases and make more rational decisions in the future?

Leadership vs. Management: The Differences to Know for Driving Results

Leadership and management are two terms that are often used interchangeably, but in reality, they are two distinct concepts. While both are essential for driving results in any organization, they require different skills, approaches, and mindsets. Understanding the differences between leadership and management is crucial for anyone who wants to succeed in a leadership role. In this article, we will explore the key differences between leadership and management and explain why both are essential for success.

What is Leadership?

Leadership is a process of influencing people to achieve a common goal. A leader is someone who inspires, motivates, and guides others towards a shared vision. Leadership is about creating a sense of purpose and direction, and inspiring people to work towards a common goal. Leadership is not just about giving orders or making decisions. It is about creating a vision, setting a direction, and inspiring others to follow it.

What is Management?

Management is the process of planning, organizing, controlling, and directing resources to achieve organizational goals. A manager is someone who plans, organizes, and controls resources to achieve specific objectives. Management is about making decisions, allocating resources, and ensuring that the organization’s goals are met efficiently and effectively. Management is not just about giving orders or delegating tasks. It is about taking responsibility for the success of the organization and ensuring that everything runs smoothly.

The Differences between Leadership and Management

While both leadership and management are essential for driving results, they require different skills, approaches, and mindsets. Here are some of the key differences between leadership and management:

1. Vision vs. Execution

Leadership is about creating a vision and inspiring others to follow it. A leader sets the direction and inspires others to work towards a common goal. Leaders are focused on the big picture and are always looking for ways to improve and innovate. They are creative, visionary, and inspiring.

Management, on the other hand, is about executing the vision. A manager takes the vision and breaks it down into actionable steps. They are focused on the details and are always looking for ways to improve efficiency and productivity. Managers are practical, analytical, and results-oriented.

2. People vs. Processes

Leadership is about people. A leader understands that people are the most important asset of any organization and that their success depends on the people they lead. Leaders are empathetic, communicative, and supportive.

Management, on the other hand, is about processes. A manager understands that processes are essential for achieving organizational goals and that their success depends on efficient processes. Managers are organized, structured, and process-oriented.

3. Inspiration vs. Control

Leadership is about inspiring others to achieve their full potential. A leader motivates and encourages others to be their best selves. Leaders empower their team members to take ownership of their work and to make decisions that benefit the organization as a whole.

Management, on the other hand, is about control. A manager ensures that everything runs smoothly and that everyone is following the rules and procedures. Managers provide direction, set expectations, and hold people accountable for their actions.

4. Long-term vs. Short-term Focus

Leadership is focused on long-term goals. A leader creates a vision of where the organization needs to be in the future and works towards achieving that vision. Leaders are strategic, forward-thinking, and patient.

Management, on the other hand, is focused on short-term goals. A manager is responsible for meeting deadlines, achieving targets, and ensuring that everything runs smoothly on a day-to-day basis. Managers are tactical, detail-oriented, and focused on immediate results.

5. Creativity vs. Efficiency

Leadership is about creativity and innovation. A leader is always looking for ways to improve and innovate. They encourage their team members to think outside the box and to come up with new ideas. Leaders are open-minded, flexible, and adaptable.

Management, on the other hand, is about efficiency and productivity. A manager is focused on getting things done quickly and efficiently. They ensure that resources are allocated effectively and that everyone is working towards the same goal. Managers are organized, systematic, and process-oriented.

Why Both Leadership and Management are Essential for Success

While there are distinct differences between leadership and management, both are essential for success in any organization. Here’s why:

1. You Need a Vision and a Plan

Leadership provides the vision for the organization, while management provides the plan to achieve that vision. Without a vision, the organization lacks direction and purpose. Without a plan, the vision remains a dream.

2. You Need Inspiration and Execution

Leadership inspires people to work towards a common goal, while management ensures that the work gets done efficiently and effectively. Without inspiration, people lack motivation and passion. Without execution, the vision remains just an idea.

3. You Need Creativity and Efficiency

Leadership encourages creativity and innovation, while management ensures that resources are allocated effectively and that everything runs smoothly. Without creativity, the organization becomes stagnant and lacks innovation. Without efficiency, the organization becomes chaotic and unproductive.

4. You Need Long-term and Short-term Focus

Leadership provides the long-term vision for the organization, while management ensures that short-term goals are met and that everything runs smoothly on a day-to-day basis. Without a long-term focus, the organization lacks direction and purpose. Without a short-term focus, the organization becomes disorganized and unproductive.

FAQs

Q1. Can someone be a leader and a manager at the same time?

Yes, someone can be a leader and a manager at the same time. In fact, many successful leaders are also great managers. The key is to understand the differences between leadership and management and to know when to switch between the two roles.

Q2. Can someone be a manager without being a leader?

Yes, someone can be a manager without being a leader. While leadership and management are closely related, they are not the same thing. A manager can be focused on processes and efficiency without inspiring or motivating their team members.

Q3. Can someone be a leader without being a manager?

Yes, someone can be a leader without being a manager. Leadership is about inspiring and motivating others towards a common goal, regardless of whether or not the person has formal authority.

Leadership and management are two distinct concepts that are both essential for driving results in any organization. While there are differences between the two, they are not mutually exclusive. Successful organizations require effective leaders who can inspire and motivate their teams to achieve goals, as well as skilled managers who can plan, organize, and execute those goals efficiently. Leaders and managers must work together to create a cohesive vision and strategy that aligns with the organization’s objectives and values. In short, the key to success lies in striking a balance between leadership and management, leveraging the strengths of both to achieve optimal results. By understanding the differences between the two and recognizing their complementary nature, organizations can cultivate a strong culture of excellence and drive sustainable growth over the long term.

Book Review: Linchpin, Are You Indispensable? by Seth Godin

“The only way to get what you’re worth is to stand out, to exert emotional labor, to be seen as indispensable, and to produce interactions that organizations and people care deeply about.”

Seth Godin

Linchpin: Are You Indispensable? by Seth Godin is a thought-provoking and inspiring book that challenges readers to rethink their approach to work and their role in the workplace. Godin’s central thesis is that in today’s rapidly changing world, the most valuable employees are those who are “linchpins” – people who bring creativity, passion, and a willingness to take risks to their work.

One of the things I love about this book is its emphasis on creativity. Godin argues that creativity is not just the domain of artists and writers, but is a crucial skill for anyone who wants to succeed in today’s economy. He encourages readers to think outside the box, to take risks, and to challenge the status quo. This is a powerful message that has resonated with me, and I’ve found that incorporating more creativity into my sales approach has helped me stand out from the competition.

Another key takeaway from this book is the importance of taking ownership of your work. Godin stresses the need for employees to be proactive, to take initiative, and to be responsible for their own success. This is a valuable lesson for anyone in sales, where success often depends on the ability to take the lead and drive results.

The style of writing is both passionate and practical. Godin writes with a sense of urgency, urging readers to take action and to seize the opportunities that are available to them. At the same time, he provides practical advice and real-world examples that make his ideas accessible and actionable.

While I found much to admire in this book, there were a few areas where I would have appreciated going deeper into a topic. For example, while Godin emphasizes the importance of creativity, he doesn’t always provide concrete strategies for how to develop this skill. Similarly, while he encourages readers to take risks, he doesn’t always address the potential pitfalls of doing so. If nothing else Godin brought an awareness of how important creativity is to my success, and thus have found other books that dive deeper into the skills and tactics to develop creativity. Be on the lookout for another review of these books!

Overall, I highly recommend Linchpin to anyone who wants to begin assessing their creativity, take ownership of their work, and become a more valuable employee. As a sales professional, I’ve found that the ideas in this book have helped me stand out from the competition and achieve greater success in my career.

Reflection Questions

Here are some reflection questions to assess a few of the principles outlined:

1. How can you incorporate more creativity into your sales approach, and why is this important?

2. What are some strategies for taking ownership of your work and becoming a more valuable employee in your organization?

3. How can you develop your emotional intelligence and empathy, and why are these skills important in sales?

4. What are some potential pitfalls of taking risks in your work, and how can you mitigate these risks?

5. How can you identify and cultivate your unique strengths and talents, and how can you leverage these to become more valuable to your organization?

6. What is the role of passion and purpose in your work, and how can you align your work with your values and goals?

7. How can you build strong relationships with your customers and colleagues, and why is this important in sales?

8. How can you continue to grow and learn in your role, and what are some strategies for staying ahead of the curve in a rapidly changing economy?