Sellers have all heard that they should expect to hear many more ‘no’s’ than ‘yes’s’ and to not let that get them down or deter them. Some sellers even work with the mantra: ‘A no gets you one step closer to a yes.’ Although both sayings are over used, they’re meant to help sellers keep perspective and remain positive. Problem is that doesn’t always work.
Why not? Sellers are human, with egos, emotions and needs. In truth, no seller will ever close a sale with every prospect they meet. Every seller knows that, yet still they hope to! It’s that undying hope that gets squashed when the response is ‘no’.
Here are some pointers and beliefs I’ve shared with direct reports to help them keep a level head and not waiver in their mindset about their capabilities, products, company, etc.
While I know that I can help every business owner with whom I speak, I tell myself that roughly 95% of them aren’t ready to work with me for various reasons. This belief allows me to remain confident and have great conversations with everyone because my expectations are that I’ll have to speak with many owners to find the few that will become clients. I’m okay with that.
The goal in sales is to have every meeting come to a close with a decision being made. A prospect that tells you ‘no’ is making a decision! It’s so much better to get a ‘no’ than ‘call me in two weeks’, or any other stall tactic. When sellers accept the latter response, they’re just kidding themselves. The client has taken control and will likely become hard to reach the second after you leave their office. Adopt the best practice of understanding that ‘no’ is a likely outcome and craft questions that help you discover if that’s going to be the case sooner rather than later.
Know how valuable your and your team’s time is. It’s far better for sellers to spend their time pursuing qualified prospects than to waste it playing cat and mouse with those that aren’t. Internalize this and appreciate your worth. What’s the lowest sale amount you’ll get out of bed for each morning? Stick to that number and you’ll find that you’ll start asking for and earning larger shares of business and you’ll stop spending time with less-than-ideal prospects.
Understand exactly who your ideal customer is. This keeps you grounded and allows you to ascertain whether a prospect is worth the time, energy and resources it will take to service them. While we all like to make a sale, sometimes the sale is too small. Let’s not get so caught up in closing a deal that we lose sight of when it makes sense not to work with certain prospects.
Have two or three rebuttal questions ready when you do hear ‘no’. This will help you discover where you may have missed something important. Tone and authenticity are critical. Two that have worked well for me are: a) ‘I’m sorry that we won’t be working together, please help me understand what I missed.’ b) ‘What’s missing in my proposal that your answer can’t be ‘yes’ today?’ With both I take responsibility, which makes them feel more at ease and they typically share more information that may lead to new discoveries and allows me to accomplish the following point.
Always keep the door open for future conversations, even if it’s only open a tiny crack. Ask for permission to stay in touch with them periodically and ask how often would be okay with them. If you have a newsletter, ask for their permission to include them on your distribution list. Connect with them on LinkedIn and let them see others in your network. At the very least, check back in with them once per quarter. Something changes in their business every 60-90 days and you want to be nearby when they need help. They’ll reach out to those they know first, make sure you’re on that short list.
When you believe in yourself, the value of what you offer and the problems your product will solve, you’ll begin to realize the beauty of the word ‘no’ and how freeing it can be to get that decisive conclusion.
Respect for ourselves guides our morals; respect for others guides our manners – Laurence Sterne
In surveys conducted by Weber Shandwick in 2011 it revealed what many already know or experience – incivility in the workplace is on the rise and the many place the blame at the feet of workplace leadership.
The online survey was conducted among 1,000 American adults to assess attitudes toward civility online, in the workplace, in the classroom and in politics. Some notable highlights include:
• Over one-half of Americans (55%) believe that civility in the in America in the next few years will get worse.
• Over four in 10 Americans – 43% - have experienced incivility at work. A nearly equal number (38%) believe that the workplace is becoming increasingly uncivil and disrespectful.
• Workplace leadership is blamed for this decline by approximately two-thirds (65%) of those who perceive greater incivility in the workplace.
• After workplace leadership, Americans who perceive greater incivility in the workplace cite employees themselves (59%) for workplace incivility. Other reasons include the economy (46%) and competitiveness in the workplace (44%).
That there are issues that must be addressed by workplace leaders and by employees is an understatement. In addition to the issues of disrespect in the workplace, bullying remains a problem as well. In a recent TLNT column, Judy Lindenberger cites statistics from recent studies that she conducted that found more than 50 percent of respondents reported they witnessed or were a victim of bullying at their current workplace, and over 60 percent reported that they witnessed or were a victim of bullying at another company they worked for.
As a consequence of this alarming and growing trend in the workplace, a majority of 67% agreed that there is a critical need for civility training in the workplace. And with workplace leadership being assigned most of the blame it is imperative that those in leadership lead the way. Here are four small steps leadership can take right away to reclaim a culture of respect and productivity.
Teach it. When your staff has selective definitions over what is or is not disrespectful behavior in the workplace it leads to subjective interpretations of bad behavior. Expectations of positive behavior need to be taught, it needs to be mandatory, and it should be annual. Clearly defined expectations and boundaries helps create a culture of respect and holds everyone accountable. It will also help you weed out those who for whatever reason cannot align themselves with company standards.
Adapt it. Any course on civility, respect, or bullying should be framed within the context of your specific organization. While certain principles are universally accepted such as treating others with respect, communication, and moral behavior, you will be well served to frame your expectations around your company’s unique culture and personality. Be mindful and deliberate about your expectations but not at the expense of destroying the good camaraderie that does exist. A good idea here would be have employees help draft the code of standards and expectations. When they have skin in the game they will be more inclined to live up to it.
Model it. Since the majority believes that workplace leadership is at fault as it relates to a culture of disrespect in the workplace, then those in leadership are going to have to personally step up and take responsibility. While changing a culture of disrespect is a system wide objective it starts at the top. What the leader expects the leader has to model. The leader must also be held to account.
Praise it. Unfortunately, many who experience incivility or bullying at work do so in silence. They feel they have no one to turn to or fear retaliation. Building a culture of respect begins when you teach it, adapt it, and model it. But going forward you must praise the work of your team. Instead of suffering in silence you can create a culture of praising in public. It’s been said what you tolerate you promote. But I also believe what you praise you perpetuate. Lift up the positives of respect, honor, civility, and diversity. These are the strengths of your company and the virtues that make it great.
Building a culture of respect begins with respect, and it begins with you. Are you ready to step up?
Give whatever you are doing and whoever you are with the gift of your attention. – Jim Rohn
Dale Carnegie Training recently released new findings on employee engagement and the results proved to be quite intriguing. The first and most dramatic finding shows that if an employee is dissatisfied with their immediate supervisor, there is an 80 percent chance that they are disengaged. Similarly, having a “caring” manager is one of the key elements to a positive and successful employee engagement strategy. Employees want to feel valued and have their manager take an interest in their personal lives, health and well-being.
Other notable findings include:
* Executives (VP and higher) and medical workers are the most highly engaged group of employees; Employees in education, social work, and sales are the least engaged.
* 26% of engaged employees would leave their current job for just a 5% pay increase, 46% of partially engaged employees would leave their current job for just a 5% pay increase, 69% of disengaged employees would leave their current job for just a 5% pay increase.
* Senior leadership’s actions also have a direct impact on employee engagement; 61% of employees who have confidence in the leadership abilities and think that senior leaders are moving the organization in the right direction are fully engaged, 49% of employees who were satisfied with their direct manager were engaged, 80% of employees who were very dissatisfied with their immediate supervisor were disengaged.
From this exhaustive research we are reminded of the complexities of the 21st century workplace and the need for strong leadership. We understand that engagement is critical not just to employee productivity but to longevity as well. The challenges for managers, supervisors, and executives can be overwhelming. Here are three tips to help you engage your employees and build a strong team.
Rule 1 - Inspire their passions. As a leader, your engagement with your employees is about inspiring their passion and offering whatever assistance you can to help them achieve their goals. In the book, Rules of Thumb, Alan M. Webber writes, “Would you rather have tepid success with something that doesn’t matter or a brilliant future with something that does?” When you engage your employees you help them to discover that brilliant future they desire, and serve as a catalyst for their passions.
When they see that you are inspired by their passion it will cause them to step up and deliver. When you give team members the tools they need, the inspiration to perform, and the courage to achieve their dreams that is a level of engagement that paves the way for great accomplishment.
Rule 2 - Direct their energies. The best ideas in the world do not mean a thing without action. You become engaged and vested in your employees when you help them focus their energies in the right direction and put forth measurable goals of achievement. If you are disengaged in their work, goals and passions, they will be disengaged from you. Consequently they will not perform at levels you like, and they very well may be planning their exit strategy.
When energies are directed with purpose, clarity, and enthusiasm you set the bar high for their personal growth and their personal engagement. When this is achieved there is a greater degree of certainty they will deliver, be more engaged, and be happier employees.
Rule 3 - Reward their effort. As you demonstrate genuine engagement and support for your team members you are positioning them for success. When you do your part to equip your employees do not forget to reward them for what they deliver. This type of engagement goes a long way toward building the morale your company needs and shows that you care.
Whatever incentive or reward program you implement it is just another layer of engagement to solidify your leadership. Without question each employee must take ownership of his or her level of engagement and be responsible for it. But when you take the time to notice and reward those efforts it makes your job that much easier.
Anyone who’s in the process of developing business knows how difficult it’s become to get people to return phone calls. Frankly, that’s because most voice mail messages aren’t compelling. A business owner might receive 20+ voice mail messages in one day, 15 of those are likely from solicitors. If your message doesn’t make them believe there’s value in speaking with you, don’t expect a return call.
Here are five tips to set yourself apart from the competition, quickly cut to the chase and increase the likelihood of your call being returned. String the examples below together to create your conversational message, then practice, practice, practice so you sound approachable, yet sophisticated.
Be personable, immediately. State his first name, your full name and say your phone number twice. Example: “Joe, I’m sorry to have missed you! This is Sharon Day, 293-6633, 293-6633”. So far I sound like a neighbor. Leaving your phone number upfront is important because he may not have the time to listen to the entire message. Allow him to quickly get your name and number and move on if that’s his wish. NOTE: if you’ve been referred to Joe, change the message to: “Joe, Sherry Jones suggested that I call you, I’m so sorry to have missed you! This is…..”
Do not state the name of your company unless your company name is sure to impress him. (Sorry, most times it doesn’t.) You may disagree, but rather than say for whom you work, explain types of problems you typically solve. Make a list of several and choose which you’ll use. Note which examples you left on the message in case neither resonates and you want to use others in a future message. Example: “We’ve helped other sales teams increase revenues between 3 hundred thousand and 2 million dollars in one year.”
Appeal to him both emotionally and intellectually. This is critically important! Emotions drive purchase decisions. The first step to his making a future purchase from you is to get him to respond. Make your reason for calling pique his interest. Example: “The reason for my call is to discuss whether you’re 100% satisfied with your team’s performance and how they’re setting up 2013 for you.”
Set up your expectation and next step.Do not ask him to return your call. Thank him for his time. Say what?!?!? I thought the purpose of leaving a message was to get them to return the call! And, that’s correct. If the message is compelling, they’ll call you without being asked to. Be clear and concise about what you feel is the likely outcome and what you’ll do next. Example: “You’ll probably tell me that you’re not struggling at all, but I’ll try to reach you again Thursday morning between 9 and 11am. Thanks for your time.”
Watch your tone and body language. Wait a second, you might say, he can’t see me!
True, but your anxiety, frustration and emotions all come through loud and clear in the tone of your voice, your choice of words and inflection. Choose a physical position that allows you to feel energetic yet relaxed; mine is standing and walking about, moving my hands while I talk, so I use a wireless device and headset.
The outcome of leaving the above message: They know my name and phone number, have heard my voice, have an idea of what I do and how I’ve helped others, appreciate that I understand they likely have no need for my services, and really appreciate that I value their time and haven’t added another item to their ‘to do’ list. And, that’s all from one voice mail message!
Final note: When you phone back and get the gatekeeper, you can say, “yes, he’s expecting my call”, because he is! You stated specifically when you’d be calling in your first message. Ahhh, this is a warm call!
Adopting the right attitude can convert a negative stress into a positive one. – Hans Selye
Are you stressed at work? If you answered in the affirmative then according to a recent Gallup poll you are among 33% of workers who said they were totally dissatisfied with the amount of stress they experienced at work. In fact only 29% were completely satisfied with the amount of stress they deal with at work.
What if there was a proven way that you can be more productive at work and reduce stress at the same time by using the strengths you already have? Would you be interested? Well, good news, there is such a way. In another Gallup poll the results found that the more hours a day Americans get to use their strengths to do what they do best, the less likely they are to report experiencing worry, stress, anger, sadness, or physical pain.
The findings are based in part from more than a half-century of studying human strengths and more than 7.8 million people who have taken Gallup’s Clifton Strengths Finer assessment, which tests 34 specific, unique strengths since its inception in 1998. Gallup found that the more hours per day adults believe they use their strengths, the more likely they are to report having ample energy, feeling well rested, being happy, smiling or laughing a lot, learning something interesting, and being treated with respect.
A function of good leadership within your business or organization is found in learning how to leverage the strengths of your people for maximum benefit. The study reveals that when employees feel a more personal and meaningful connection with their work the more productive they will be. Gallup data shows that employees who simply learn their own strengths are 7.8% more productive. Developing those strengths motivates employees to learn how to apply themselves and makes them far more likely to care whether their activities are profitable.
Leaders who desire to help their employees can do so by tapping into the strengths and by making sure they are leveraging those strengths at all levels. Here are three ways to get started.
Create leverage with the right people in the right place. It is a simple revelation of the survey. When your employees are playing to their strengths they will be happier, more energetic, and less stressed. When your team members are properly aligned with their skill sets it creates a dynamic that is effective not just for them but for the company. Square pegs don’t fit in round holes and the same applies to the skill sets of your people. If skills are not properly aligned to the right people then it will be hard for your company to succeed.
Create leverage with respect and dignity. When employees are treated with respect and dignity they performed better. It is no secret that incivility in the workplace is of increased concern for many and bullying remains problematic. Stress rises and productivity falls when workers are disrespected, and if they believe they are not contributing in a meaningful way. When a leader helps to create an environment where respect and civility abounds, trust and camaraderie follows and you can expect to have happier and more productive employees.
Create leverage by creating your workplace culture. The culture of your organization is a created by adapting a shared core of beliefs which are a combination of your vision (where you are going) and your mission (the shared values that guide you). It is up to those in leadership to create a culture where everyone has the potential to succeed, and it is the responsibility of everyone to live up to it.
The strength of your leverage is found by matching the right people to the right tasks, by treating everyone with dignity and respect, and by creating a culture in which everyone can live up to their potential.
What is it about sellers and the fear of not being able to 'get past the gatekeeper'? Granted, there are some really good ones out there who perform their task of screening every call quite well. Even so, whether you get past them or not depends on you and your approach. Most sellers need to adjust their attitude about making calls and the role of the person whom they first encounter on the other end of the line.
Remember, the gatekeeper is not your primary caregiver, so you owe them nothing and can lighten up! Here are three tactics that have worked for me.
When they ask 'May I tell him who's calling?' here are two responses:
1) 'Sure!', then pause. (This always results in a bit of stunned silence.) Then, they'll ask, 'May I have your name?' and you can laugh and say, 'Oh! I haven't given that to you, have I? It's Bob Smith, is Joe in this morning?', OR,
2) 'Sure!, but it won't mean anything to them yet'. This usually gets a chuckle and then you can ask 'Are they in today?'
Never use your contact's last name.
The biggest tip off to a gatekeeper/receptionist that you're an outsider is when you use someone's last name. Even when their first name is common don't use their last! Here's why this is so critical - friends and family members ask for them by their first name or nickname. One thing a receptionist never wants to do is upset a friend or family member by not connecting their call. So use first names only. Try this and keep track of how many times it works for you.
Solicit their help when you're going in cold, or your contact name is invalid. They usually appreciate your asking; you can hear it in their voice. Here's how I do this: 'Mind if I take 30 seconds, tell you why I'm calling and then you can direct me to the right person?' I've never had anyone say no. Then, when I get connected to whomever they feel is the right person, I say 'Hello, I was just speaking with Mary about our services and she felt it best that I speak with you. Is this a bad time?"
Even if you get an automated system, always press 0 to connect with a live person, worst case you'll get practice; best case, you'll create an ally that will get you through to the very person you've been trying to reach.
Death and life are in the power of the tongue, and those who love it will eat its fruit. - Proverbs 18:21
A story is told about Casey Stengel, a longtime major league baseball manager who had such a unique way with words that it became known as “Stengelese.” He once said, “I’ve always heard that it couldn’t be done, but sometimes it don’t always work that way.” That’s typical Stengelese.
Casey held a position on the board of directors for a California bank. According to the story that originally appeared in the Wall Street Journal, Casey described his duties this way: “There ain’t nuthin’ to it. You go into the fancy meeting room and you just sit there and never open your yap. As long as you don’t say nuthin’ they don’t know whether you’re smart or dumb.”
Brian Tracy said, “Never say anything about yourself you do not want to come true.” As a leader we often speak into the lives of others through our words. But have you stopped to consider the words you are speaking about yourself? Our words tend to be indicators of our heart and our attitudes. Words have consequences. Here are four types of words to be mindful of as you lead others and yourself.
Words that engage. One of the greatest gifts that you can give to your employees or to yourself is words that engage and empower. Failure to do so can have negative consequences. In a recent survey, Gallup asked 3,000 randomly selected workers to assess their agreement with the statement, “I know what my company stands for and what makes our brand(s) different from our competitors. Only 41% of employees strongly agreed with that statement while 24% disagreed or were equivocal. According to the report, “this shows that too many companies are failing to help their works understand what makes their company different and better than the rest.” Many companies are failing to engage their employees and that is problematic.
Engaged team members are productive team members. Make sure your words engage, empower, and connect. Your success depends on it.
Words that encourage. A Wall Street Journal column last year reported on the amount of productivity that is lost by toiling alongside a chronic complainer and that exposure to nonstop negativity can disrupt learning, memory, attention, and judgment. One employer even went so far as to offer cash as a reward for those who could refrain from gossip and complaints for seven days.
You may not totally eliminate negative attitudes and talk from your business but you can remove it from your vocabulary and thereby raise the bar for others. I encourage you to be the example of your expectations. There is more than enough negativity out there to go around. Why not take it upon yourself to incorporate words into your leadership vocabulary that express confidence, faith, and hope?
Words that challenge. Words have consequences and when used correctly will drive you toward desired goals. Napoleon Hill said, “Think twice before you speak, because your words and influence will plant the seed of either success or failure in the minds of another.” It is always a good practice to use words that empower and encourage, but you must speak words that challenges your people to stretch and achieve more.
Words that challenge tend to be the ones that cause people to step up and be creative with their thinking, planning, and execution. They can also be the ones that assist you in separating achievers from slackers. Use challenging words generously.
Words that count. Harold S. Geneen said, “Leadership is not practiced so much in words as in attitude and actions.” This is why our words are so important. The words you speak are as seeds planted. What you plant you will reap. When you sow negative words; words that are critical, demeaning, and cutting, that is what you will reap.
The culture of your workplace is created by your words which influence attitudes, actions and performance. Choose your words carefully. Make them count for something good.
In the past several weeks I’ve met with prospects that shared a myriad of issues they’re facing regarding their concerns around new business development. In reviewing those conversations, a common thread emerged – each company, in part, questioned whether they had the right people.
I suggest that we expand on that question and ask: Do we have the right people performing the right job functions based on their inherent talents and passions? Are we giving them the opportunity to do those things each and every day? Have we set clear expectations for them so they know, without a doubt, when they’ve succeeded and/or what they need to work on? Do they understand how they are being measured and how often?
As we strive to create workplaces filled with talented, happy, engaged employees, we must address these questions. I’ve witnessed and come to believe that when talented individuals are given the opportunity to regularly perform tasks that align with their innate abilities, productivity increases. Simply stated, doing tasks they enjoy on a regular basis seldom feels like ‘work’ to them and, as a result, they are happier, remain upbeat and have a positive attitude. These factors lead to engagement in their roles, which, in turn, leads to increased productivity and results and decreased negativity and turnover.
Those who are happy and positive tend to be more open-minded, willing to explore options and aware of opportunities and possibilities that exist even in problems presented by clients. Conversely, those who aren’t happy become bored and boredom leads to bad attitudes that lead to closed-mindedness and inaction.
Here are some tactics that managers can and should employ to make sure their teams become and remain engaged in their work.
Attract and Assess. When creating job postings, write your copy to attract the behaviors you need. For example, for positions requiring new business development, ask “if you love generating new business and have a track record of success that can be proved, we want to talk to you!” People want to be able to do the things they care about and do best on a regular basis. Work hard to put the right talent in the right role. Assess your final candidates before hiring; preferably use a tool that is statistically proven to predict success in a given role. This will increase your odds of finding the right fit.
Set clear Expectations and Accountability Metrics. This is critical if you want to attract and retain talent. The best performers want and need to know what’s expected of them so that they can measure their performance. At the end of the day they want to know that they’ve made a contribution. Put your expectations in writing; be specific answering what, how much, by when? Include what will be celebrated and what consequences will result. Review these with your employees and have them sign the document indicating their understanding. Regularly check on their progress to hold them accountable. Be consistent.
Recognize and Praise desired Behaviors. When you catch someone doing something well, thank them. You can do this publicly or privately, verbally or in writing based on their preference – please ask them which they prefer. Ask them who else you should tell and send that person a note or leave them a message. This is powerful. Make this a regular practice; it will fuel the desire in others to perform at the levels that garner your approval.
Reward Desired Performance. When someone delivers or over-delivers reward them based on what’s important to them. Some of the most effective rewards I’ve used have been: time off; letting them skip one-on-one meetings; letting them come in at 9am instead of 8:30am for one month (this is great for parents who deal with a lot of commotion in the morning); bring in a brief case full of $1 bills and offer a stack of $50 to each seller who was over budget that month. Something magical happens when you personalize how you reward employees based on their individual contributions - you make them feel valued as a person.
Provide the materials, equipment and support they need to perform well. Top performers do not like to be sidelined, distracted or stopped by broken down copiers, ineffective support staff, etc. Put the resources in place to support your team’s high performance goals. Routinely ask for feedback on what could be done better, more consistently, etc. to support them? Respond quickly to their requests and recommendations. Even if you can’t provide what they seek, they’ll appreciate your consideration on their behalf.
Engaged employees are those who are properly placed in roles, given the chance to do what they enjoy each day, understand what’s expected of them and how they’ll be measured, given praise, recognition and/or coaching for improvement and have the tools and support they need to succeed. If your employees are engaged, you’ll never have to worry about customer service again because your staff will make sure your customers are well taken care of.
