Tag: Career

[Week 2] 5-week Daily Plan To Fill Your Pipeline, Regain Control , & Master Your Sales Role

Photo by RDNE Stock project on Pexels.com

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 2: Developing a Sales Plan

Day 6: Identifying Your Target Audience and Their Pain Points

Task: Define your target audience and understand their pain points and challenges. Develop strategies to address these pain points effectively with your product or service.

Mark, a sales professional that I recently had the opportunity to work with in the tech industry, realized that his target audience was small businesses struggling with outdated software systems. I encouraged him to conduct more targeted research, and he found that these businesses were facing productivity losses due to system crashes. He tailored his sales approach to focus on how his software solution could alleviate this pain point and improve their efficiency. Prior to this exercise, Mark was leading with his product features and capabilities, rather than asking good questions around a defined buyer persona.

Oftentimes, buyer/user personas have been defined by marketing departments, as this guides where investments are made and where to find the appropriate audience. I’ve worked with some companies where there was a disconnect between marketing’s idea of who an ideal customer is, and what sales finds in the field. This is why it is imperative that marketing and sales keep open lines of communication to drive efficiencies in marketing dollars and put sales in a better position to pull the right customers through.

Takeaway: Understanding your target audience’s pain points allows you to position your product or service as a solution to their problems, increasing the likelihood of successful sales interactions.

Application: Create buyer personas that outline your ideal customers’ characteristics, challenges, and goals. Develop messaging that directly addresses their pain points and offers solutions.

Example Buyer & User Persona

Day 7: Crafting Your Unique Selling Proposition (USP)

Task: Define your unique selling proposition (USP) and devise strategies to effectively communicate it to potential customers.

There’s quite a bit of research and work to come up with a viable USP, which takes more time than I’ll cover here. However, defining your target customer and then composing your USP will make a big difference in your results. For example take Laura, a sales representative for a small business services firm located in Kansas City, discovered that her USP was the use of organic cleaning solutions, cruelty-free ingredients. She incorporated this into her sales conversations and marketing materials, highlighting how her products aligned with customers’ values.

Takeaway: A compelling USP sets you apart from competitors and gives customers a reason to choose your product or service.

Visit www.salesstar.com
Here’s a sample sales plan and how identifying your target customers leads to developing a unique selling proposition

Application: Craft a concise and compelling USP that highlights what makes your offering unique and valuable. Incorporate it into your sales pitches, presentations, and marketing materials.

Day 8: Tailoring Your Sales Approach

Task: Develop a flexible sales approach that can be tailored to different types of customers and various situations.

The initial approach is much different than the sales presentation. The latter is always tailored to a prospect’s unique problems and needs. The sales approach is much earlier in the process and is what leads to getting an appointment or at least an agreement to spend more time with the prospect. James, a sales professional selling office furniture, realized that his approach needed to differ when dealing with small businesses (typically less than 50 employees) versus larger businesses (typically businesses with 100–1000 employees). For small businesses, he focused on cost-effectiveness and scalability, while for larger businesses, he emphasized quality and customization.

Takeaway: Adapting your sales approach based on your audience’s preferences and needs enhances your ability to connect and resonate with potential customers.

Application: Create multiple sales scripts or approaches that can be customized for different customer segments or scenarios. This ensures you’re prepared for a variety of interactions.

Day 9: Utilizing Data and Analytics

Task: Incorporate data and analytics into your sales plan. Leverage insights from previous sales performance and customer behavior to inform your strategies.

The opposition to using a CRM system as a sales tool rather than a repositor for useless data still baffles me. Granted, some sales managers do not help with some of the mandates for information to be included, as the problem with this approach is that it often leads to putting garbage in thus getting garbage out. My recommendation to inputting account info into a CRM is to use what I call the W.I.N. method. A simple acronym that helps with putting information in that is useful and actionable.

  • W. What was discussed in the conversation. Provide as much detail as necessary to be able to pick up in the next conversation immediately where you left off in the last. I have been on many ride-alongs where a rep covers a lot of information that has been covered numerous times before. This is a sure way to getting resistance in the future when asking for another appointment. When you stop wasting a prospects time you’ll notice that you begin to get more of it!
  • I. Insights covered or insights gained in the conversation. Did you learn about a new way that they could possibly use your service or product? Did you uncover another influencer that could push a potential deal along? Did you learn about a competitor and how their product is being perceived as difficult to use or implement?
  • N. Next-time will be the plan of conversation during the next visit. Planning this ahead of time with help make the most of the time a prospect has. This approach can lead to becoming a valued resource rather than just another sales annoyance of a prospects day.

Takeaway: Data-driven decision-making allows you to fine-tune your strategies and focus on what works best for your audience.

Application: Regularly review sales data to identify patterns and trends. Use these insights to refine your approach, allocate resources effectively, and identify areas for improvement.

Day 10: Reviewing and Updating Your Sales Plan

Task: Establish a process for consistently reviewing and updating your sales plan to ensure its ongoing relevance and effectiveness.

Takeaway: A sales plan should be dynamic, evolving with changes in the market and your customers’ preferences.

Application: Set up regular checkpoints to evaluate your sales plan’s performance. Consider factors such as market trends, customer feedback, and competitive landscape to determine necessary updates.

Developing a well-defined sales plan is essential for maintaining focus and organization while pursuing your sales goals. By identifying your target audience’s pain points, crafting a compelling USP, tailoring your sales approach, leveraging data and analytics, and regularly reviewing your plan, you can stay adaptable and effective in a dynamic sales environment. Remember that a successful sales plan is not a static document but a living strategy that evolves to meet the needs of your customers and the market.

Stay tuned for a follow up post breaking down the strategies and tactics for Week 3: Building Relationships with your Customers. Till then, I hope Week 2 brings a new level of confidence and focus on your path to finishing 2023 BIG!

14 Ways You Can Enhance Your Company’s Culture

Photo by RDNE Stock project on Pexels.com

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.

Featured

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

Staying motivated during down sales months can be challenging, but it’s important to remember that every sales professional experiences highs and lows in their career. The key to success is to develop a consistent sales strategy and continuously work to improve your sales techniques. Below, I have outlined a 5-week plan with objectives broken down into daily action items:

Week 1. Set clear and specific goals: Create measurable goals that are achievable and align with your overall sales strategy. This will help you stay focused and motivated even during the downswing months.

  • Day 1: What are your current sales goals? Are they specific and measurable? If not, how can you refine them to make them more actionable?
  • Day 2: What are the key performance indicators (KPIs) that will help you track progress towards your sales goals? How can you ensure that you are consistently measuring and analyzing these metrics?
  • Day 3: How can you break down your sales goals into smaller, achievable targets? What steps can you take each day to work towards these targets?
  • Day 4: How can you stay accountable for achieving your sales goals? Who can you share them with, and how can you track progress together?
  • Day 5: How can you celebrate small wins and milestones along the way to achieving your sales goals? How can you use these celebrations as motivation to keep going?

For a deep dive into Week 1 tactics and strategies, visit my post here

Week 2. Develop a sales plan: Create a sales plan that outlines your target audience, sales approach, and key metrics. This will help you stay organized and focused on achieving your sales goals.

  • Day 6: Who is your target audience? What are their pain points and challenges, and how can you address them with your product or service?
  • Day 7: What is your unique selling proposition (USP)? How can you communicate this effectively to potential customers?
  • Day 8: What is your sales approach? How can you tailor it to different types of customers and situations?
  • Day 9: How can you use data and analytics to inform your sales plan? What insights can you gain from previous sales performance and customer behavior?
  • Day 10: How can you consistently review and update your sales plan to ensure it remains relevant and effective?

For a deep dive into Week 2 tactics and strategies, visit my post here

Week 3. Build relationships with your customers: Building strong relationships with your customers is essential for long-term success in sales. Focus on understanding their needs and pain points, and offer solutions that address their specific challenges.

  • Day 11: How can you actively listen to your customers to understand their needs and pain points?
  • Day 12: What are some effective ways to build rapport with customers? How can you use these techniques in your sales approach?
  • Day 13: How can you personalize your interactions with customers to make them feel valued and understood?
  • Day 14: How can you follow up with customers after a sale to ensure their satisfaction and build a long-term relationship?
  • Day 15: How can you leverage social media and other digital channels to connect with and engage customers?

For a deep dive into Week 3 tactics and strategies, visit my post here

Week 4. Improve your communication skills: Effective communication is key to successful sales. Work on improving your listening and communication skills, and focus on building rapport with your customers.

  • Day 16: What are some effective techniques for active listening? How can you incorporate these into your sales approach?
  • Day 17: How can you use storytelling to communicate the value of your product or service to customers?
  • Day 18: How can you use body language and nonverbal cues to establish trust and build rapport with customers?
  • Day 19: What are some effective questioning techniques that can help you better understand customer needs and pain points?
  • Day 20: How can you stay up-to-date with the latest sales trends and techniques? What resources and training programs can you access to continuously improve your sales approach?

For a deep dive into Week 4 tactics and strategies, visit my post here

Week 5: Continuously learn and adapt: The sales industry is always changing, and it’s important to stay up-to-date with the latest trends and techniques. Attend sales training programs, read industry publications, and seek feedback from your colleagues and customers to continuously improve your sales approach.

  • Day 21: Reflect on your recent sales interactions. What worked well? What could have been improved? Identify specific areas where you can enhance your sales techniques.
  • Day 22: Review industry publications, blogs, or podcasts to stay updated on the latest trends in your field. Identify one key insight or strategy that you can incorporate into your sales approach.
  • Day 23: Seek feedback from your colleagues or mentors. Ask them to evaluate your sales techniques and provide suggestions for improvement. Consider their input and determine actionable steps to enhance your approach.
  • Day 24: Attend a sales training or webinar. Choose a topic that aligns with your development needs, such as negotiation skills or objection handling. Apply the knowledge gained to your sales practice.
  • Day 25: Analyze customer feedback and testimonials. Identify common themes or areas of improvement mentioned by customers. Use this feedback to refine your sales approach and better address customer needs.
  • Day 26: Experiment with a new sales technique or approach. Step out of your comfort zone and try something different to see how it resonates with customers. Evaluate the results and determine if it’s worth incorporating into your regular practice.
  • Day 27: Engage in role-playing exercises with a colleague or mentor. Practice different sales scenarios and receive constructive feedback on your performance. Use this opportunity to refine your communication and persuasion skills.
  • Day 28: Reflect on your overall progress throughout the month. Celebrate your accomplishments and identify any remaining areas for improvement. Set new learning goals for the upcoming month to continue your professional growth.

Remember that sales success takes time and effort, and it’s important to stay motivated and focused even during the down months. With the right approach and mindset, you can achieve your sales goals and build a successful career.

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?

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?

Want to connect on Goodread ?

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: The War of Art, by Steven Pressfield

“Resistance is the most toxic force on the planet. It is the root of more unhappiness than poverty, and disease. To yield to Resistance deforms our spirit. It stunts us and makes us less than we are and were born to be.”

“The War of Art”, by Steven Pressfield, is a book that every artist, writer, musician, or creative person should read. It is a compelling manifesto that explores the nature of creativity and the resistance that often hinders us from achieving our full potential.

Pressfield’s book is divided into three parts, each with its own set of insights and wisdom.

Part one, “Resistance: Defining the Enemy”, is a powerful call to action that forces readers to confront the obstacles that prevent us from creating, such as procrastination, self-doubt, and fear.

Part two, “Combating Resistance: Turning Pro”, is a guide to overcoming these obstacles and becoming a professional in our chosen field.

Finally, part three, “Beyond Resistance: The Higher Realm”, explores the spiritual dimension of creativity and the connection between art and the divine.

The book’s tone is straightforward and no-nonsense, with Pressfield’s voice serving as a firm but supportive guide. I found his writing style to be engaging and accessible, with anecdotes and examples that illustrate his points and make the book feel like a conversation with a wise mentor.

One of the main themes of the book is the importance of discipline and perseverance in the creative process. Pressfield argues that to achieve greatness, we must show up every day and do the work, regardless of how we feel or what obstacles we face. He also stresses the importance of taking risks and embracing failure as a necessary part of the creative journey.

Another key theme is the idea that creativity is a spiritual endeavor, and that by tapping into our innermost selves, we can create work that is not only meaningful but transformative. Pressfield encourages readers to trust their intuition and to view their work as a calling rather than a job.

Overall, “The War of Art” is a book that has inspired me to take my own creative work more seriously and to confront the resistance that arises when pushing beyond the status-quo. It has given me actionable ideas and tools that I can use to overcome self-doubt and fear, and it has reminded me that creativity is not just a hobby but a vital part of who I am and who I can continue to become as new challenges come.

“The War of Art” is a must-read for anyone who has ever struggled to create or who has felt that their creative work is not living up to its full potential. It is a book that will inspire, challenge, and ultimately transform.

Here are my five main takeaways from the book:

  1. Resistance is the enemy of creativity, and we must learn to recognize and overcome it.
  2. Discipline and perseverance are essential to achieving greatness in our creative work.
  3. Taking risks and embracing failure are necessary parts of the creative journey.
  4. Creativity is a spiritual endeavor, and by tapping into our innermost selves, we can create work that is transformative.
  5. Trusting our intuition and viewing our work as a calling rather than a job can help us find meaning and purpose in our creative endeavors.

While “The War of Art” is primarily focused on the creative process, its principles can be applied to sales professionals and sales managers as well. Here are some ways the book is very relevant to sales:

  1. Resistance in sales: Just like in the creative process, sales professionals also face resistance in their work. This can manifest as fear of rejection, procrastination, or self-doubt. By understanding the nature of resistance and learning to overcome it, sales professionals can become more effective and successful in their work.
  2. Discipline and perseverance: Sales is a competitive field, and achieving success requires discipline and perseverance. Sales professionals must be willing to put in the hard work and show up every day, even when faced with rejection or setbacks.
  3. Taking risks: Sales professionals are often required to take risks, whether it’s trying out a new sales technique or reaching out to a potential client who may seem out of reach. By embracing the possibility of failure and taking calculated risks, sales professionals can expand their reach and achieve greater success.
  4. Resourcefulness in sales: While sales may not seem like a creative field at first glance, creativity can be an important asset for sales professionals. By thinking outside the box and coming up with innovative solutions to clients’ problems, sales professionals can differentiate themselves from their competitors and build lasting relationships with clients.
  5. Trusting intuition: Sales professionals often rely on their intuition to make quick decisions and build rapport with clients. “The War of Art” emphasizes the importance of trusting our inner voice and intuition, which can be a valuable tool for sales professionals.

Overall, “The War of Art” can provide valuable insights and strategies for sales professionals looking to improve their performance and achieve greater success in their work.

Coaching Beyond the Metrics

My approach to coaching, which I use in my role as a sales manager who works with top salespeople, is based on three essential pillars: caring, focus, and listening. In this article, I will share, what I believe to be, the significance of these pillars and offer some suggestions for how sales coaches might make good use of them to assist their sales reps in achieving the goals they have set.

Pillar #1: a sincere concern for the individual

While Stephen Stills sang it first, it is a common refrain in sales to, “love the one your with”. This is a great reminder when working with customers, but what about when it comes to working with your salespeople? How often have you sat with a manager only to be stuck in a whirlwind of someone who’s multitasking?  To be an effective coach, you must first demonstrate a profound concern for the individual you are working with and that begins with scheduling uninterrupted time with your reps. If you want to be a good coach, you need to sincerely care about the people you’re mentoring and the progress they make.  You have to work to build a connection with them that is founded on trust, respect, and empathy. You must be willing to devote both time and effort into comprehending their (what’s perceived) one-of-a-kind circumstance. If the person you are coaching has the impression that you care about them on a personal level, they will be more receptive to the advice you give and more likely to put it into practice. 

Listed below are some examples of questions that might be asked when delivering on this pillar:

  • What do you perceive to be your most significant obstacles at the moment, and how may I assist you in overcoming them?
  • What is it that drives you to succeed, and how can I help you work toward attaining the objectives that you have set for yourself?
  • What are some of your personal as well as professional objectives, and how may I assist you in accomplishing those objectives?

Questions to gain commitment on future activities:

  • In order to get past your difficulties, what actions are you prepared to take?
  • In order to accomplish what you have set out to do, how can you best utilize your strengths?
  • What are some concrete steps you can take this week to go closer to achieving the objectives you’ve set for yourself?

Pillar #2: the ability to concentrate on the goals of another person

If you want to be a good coach, you have to put the needs and goals of your reps ahead of your own. It is your responsibility to assist them in recognizing and achieving their objectives. After 15 years of coaching sales professionals it is no surprise to me when a sales rep comes to a coaching session without defined goals and objectives. I’m talking about the things that are beyond quota, minimums, and income expectations. Too often we get caught up doing what we are doing today because it is the same thing we did yesterday. To really challenge your reps you need to have excellent listening skills and be able to ask probing questions that assist them in gaining clarity, insight, and perspective. You have a duty to help them in exploring a variety of possibilities and solutions, and you must also encourage them to take accountability of their actions and choices. You know you are doing this well if the conversation becomes uncomfortable. If achieving goals were easy they aren’t really goals and this requires you to stretch someone beyond what they may believe they are capable of doing. 

Listed below are some examples of questions that might be asked when you are delivering on this pillar:

  • What are some goals that you wish to accomplish in the next six to twelve months, and why is accomplishing these goals important to you?
  • What are your greatest areas of strength and where do you feel you need the most growth, and how can you best utilize those areas to reach the objectives you have set for yourself?
  • What are some possible problems or roadblocks that you could run across, and how can you get beyond them?

Questions to gain commitment on future activities:

  • What specific actions are you going to take, and by when, in order to get closer to the achievement of your goals?
  • How can you make the most of your resources and network to move toward your objectives?
  • In order to keep moving forward with your goals, what kind of assistance or responsibility do you require from me?

Pillar #3: a willingness to actively listen and dive deeper

Active listening is essential to effective coaching, as is providing your rep with encouragement to investigate their own thoughts, feelings, and beliefs. Too often I see both reps and managers listen with the goal to respond rather than to understand. The irony of these situations is that, as managers, don’t we want our sales people to listen to understand the customer rather than to product dump? Of course! This is our opportunity to display this skillset. It is necessary for you to ask open-ended questions that will assist your reps in revealing their values, ambitions, and priorities. You also need to be willing to confront their assumptions and beliefs and assist them in overcoming any self-doubt or limiting ideas that may be holding them back from reaching their full potential.

Listed below are some examples of questions that might be asked regarding this pillar:

  • What are some of your biggest worries or doubts, and how do you plan to get through them?
  • Which of the following views or narratives would you take into consideration that would serve you better?
  • What is the primary motive or reason behind your goals, and how can you best align them with the things that are most important to you?

Questions to gain commitment on future activities:

  • How can you evaluate your growth and improve based on the lessons you’ve gained from your experiences?
  • What kinds of assistance or resources do you require so that you can keep expanding and improving?
  • What are some measurable goals that you aim to reach, and how will you know when you’ve achieved them when you get there?

In a nutshell, in order to be a good coach, you need to have a profound sense of care, focus on the needs and agenda of your reps, engage in active listening, and encourage your reps to think critically. The use of these three pillars allows coaches/managers to not only form good connections with your reps but also to assist them in achieving their goals, as well as to empower them to continue developing and becoming more successful.

Source: HBR.org

8 Steps Towards Better Leadership

Being able to lead is an important part of being successful in many facets of life. Not only should we be able to lead others, but we should also be willing to lead ourselves. No one reaches their fullest potential in life by just doing what everyone else does. Sometimes we just have to go in a bold new direction.

Being at the front of the group isn’t enough to make you a good leader. A leader has to move. Too often, we just accept that someone is a leader because they look or sound like one, or they have the title. We don’t look at what they do, which is the real test of leadership.

But if we want to be good leaders ourselves, we need to pay more attention to what we do than how we look. The title of this article says there are eight steps, but you shouldn’t think of them as steps that get progressively harder. Instead, think of these as habits you engage in regularly.

First, keep an eye out for new chances. “Reality” is not a fixed thing; it changes all the time. Think about people who have done great things, like inventors, explorers, and people who have worked to change society. Some might suggest that successful people just happened to be in the right place at the right time. Maybe, but it wouldn’t have mattered if they were in the right place if they hadn’t been looking for the chance.

Second, be open to getting ideas from anyone, even your opponents. The smartest leaders always look at what their rivals are doing. Research and reconnaissance are used all the time in war, politics, and business. Too often, when people look at a competitor to study, they try to find a weakness to take advantage of. Don’t give in to this trend if you want to be a leader of significant change. If you discover a competitive strength, find a way to make yourself, or your team, better so that you can match it.

Third, learn something new every day and share it in new ways. This means that you should always try to grow, both inside and outside of yourself. Feed your mind with new lessons and information, but also keep learning and meeting new people. Find new people to talk to and put yourself in new social situations. You never know when these new things will help you along your path to leadership.

Fourth, look for and use small clues to figure out what to do. Look deeper and ask questions all the time. This is a continuation of the third step, in which you look for new information. But this also means that you won’t be able to learn things the way you always have. Don’t just read books that are in the literary canon or that are popular. Take seminars instead of classes because there is more time to ask questions and talk about things. Look for teachers and writers who are unconventional.

Fifth, improvise if you can’t find a solution. No excuses. Need drives people to come up with new ideas. If you’ve never tried it before, how do you know it won’t work? Don’t forget that not every approach has to come from the front. Look at your problem from every angle and try out different solutions in different ways.

Sixth, do something every day to make at least one person you care about happy. If you make it a point to be kind and thoughtful to one person every day, this will soon become a habit, and this habit will spread to the people around you. Making someone else happy also makes you feel good about yourself. Think about how much better the world would be if we all did a little more to make people happy.

Seven, offer to help even if it doesn’t seem to help you. It’s more than just writing a check. It means giving your time, effort, and even yourself. It could mean helping someone you don’t know, or it could be something very personal.

Lastly, never let something negative be the last thing you say about a subject. If your last words are negative, it doesn’t matter how hopeful you are about a project or action; the last thing people will remember about you is that you are negative. If you focus on the good, you are more likely to see positive outcomes.

If you do these eight things, you’ll not only be a better leader, but you’ll also lead yourself to a more fulfilling experience.

Want to take these insights further? Below is a free self-evaluation tool of your Leadership Qualities? Feel free to click the download button below. This is can be a great tool to self evaluate, and/or to solicit others for peer evaluation. Whatever method your choose, be sure to come back and share any insights you gained 🙂

2-leadership-qualities-self-evaluation.docxDownload