The unproductive and most significant time consuming activities

According to IDC, One Third of Potential Selling Time Is Wasted Due to Poor Sales Enablement……wauuu, what a conclusion that came from the IDC Sales Advisory Practice's recent sales enablement research was that shifting as little as 10 minutes a week to more productive selling time is worth $57,000 per year, per rep.

 

For the IT vendor community, sales productivity is more important than ever before. For the past year, it has been the key issue faced by most technology companies and, with the current state of the economy, sales productivity and efficiency will only become more important to sales and marketing executives and the executive teams running large companies.

Sales enablement, which IDC defines as the broad set of activities that prepare members of the sales team (including channel partners) for success in sales engagements, is a key lever for sales productivity. Despite this, most companies have not moved beyond first or second generation sales enablement strategies, which will be devastating in this economical situation.

"In addition to the staggering 26% of their week spent on administrative tasks, the IDC research found that sales professionals are spending, on average, 2.3 hours a week searching for marketing collateral; 5.8 hours a week searching for customer related information; and another 6.4 hours a week creating presentations," IDC noted. "In short, they spend a third of their potential selling time in sales preparation activities that could be done better by automated systems and improved processes."

 

"IDC research further suggests that shifting as little as 10 minutes a week from this unproductive time to productive selling time is worth $57,000 per year in increased revenues for an enterprise sales professional. In general there was a over 30% increase of productivity potential, that would have to be brought about by sales enablement focused on sales productivity".

Better sales enablement will have a profound impact on sales productivity. IDC found that "time to revenue" drops from months to weeks for organizations that have moved to "productivity" sales enablement environments. With more attention to enablement, sales people feel empowered, they perform better, and customer satisfaction increases.

 

Obviously have I as a Sales Coach over the years studied sales people as well and this is what I have found in terms of “their unproductive and most significant time consuming activities”.

 

The four most important, that I found again and again accruing – arranged by frequency – includes 78% of the waste of time the sales people experience:

•     Attempts to do too much

•     Distracting interruptions

•     Crisis management

•     Administration – paperwork, etc

 

Do you see the pattern?

 

I have the opinion that the most problems and solutions related to sales people and their time management can be put into the following two categories: productivity and efficiency.

 

1.    Productivity means doing things right.

 

2.    Efficiency means doing the right things.

 

I just thought that I wanted to share this, especially since we are in troubling times. Times where you need to do more with much less and where productivity and efficiency will be the key driver for that

 

Regards

 

Mark von Rosing

 

Some thoughts on Value and how to use them in sales

What I’m trying to do in this forum article/discussion is to stimulate your thinking about the psychological process in what really influences human behavior and to get you to think beyond your current approach.

From a behavioral science view there are three main ways to influence human behavior. The most common and least powerful way is by addressing needs. More, but not the most, powerful are wants. And, by far, the most effective way to influence human behavior is through core values (which is a mix of wants and beliefs, standards etc). Values-Based Selling is the key to deliberately getting people emotionally involved and creating trust. Don't confuse 'values-based' selling with ‘value-added' marketing.

I am not suggesting that you ignore needs; however, we no longer live in a needs-oriented society. Why are needs the least powerful way to influence human behavior? Needs are tied to shoulds. For instance, take statements like "I should save money"; "I should make more investments"; "I should make better decisions"; " I should get a financial plan"; or "I should have more discipline." The key to guiding people toward smart choices is to get them to want to.

Tangible wants are a step in the right direction. Tangible wants, such as early retirement, vacation homes, good schools for the kids, new car, estate protection, travel, and other goals are incentives to seek advice.

But, in truth, even wants don't have the emotional pull that values do. Values are intangible feelings. Intangible, pure, undiluted feelings like love, pride, security, freedom, making a difference, independence, accomplishment, self worth, and so forth are key factors in influencing behavior. Values illuminate people's emotional motives so clearly, they must take action ... for their own reasons. Needs have the power to illuminate emotional motives as much as the penlight on your key ring, while wants work like your average flashlight. Values, however, illuminate emotional motives like a row of halogen high-beams on the front of a Mercedes on the Autobahn. Your prospects and clients are most likely to take action on your ideas when they feel a strong emotional connection to them. Your job is to illuminate their emotions so they fully understand the relationship between smart decisions and fulfilling their life values. Your job isn’t to be a traditional sales person and sell the ‘old school’ way.

Everyone has a unique 'values hierarchy.' Just like fingerprints, no two values hierarchies are alike. I do understand that on the business as well as the personal level value can be a difficult thing to define and comprehend. May be a simple scenario can help you grasp the idea. Your offering is a nice, cold glass of beer. How valuable will it be regarded by potential buyers?

- to a person who’s religion does not allow him to drink alcohol - the value is absolutely zero

- to a person who’s body is very sensitive to alcohol – the value is next to zero

- to a person who is very drunk already – the value is very limited

- to a person who’s preferred drink is wine – the value is moderate

- to a person who has been on the golf court for hours without anything to drink – the value is high

- to a person who is crawling in the desert with the sun burning his back and his dry tongue hanging out of his mouth – the value is tremendous (he can hardly believe it’s a real beer - he is afraid it’s just a hallucination).

Conclusion: different people want something different and appreciate the value of a specific offering differently; the same person appreciates the value of a specific offering differently in different situations and even at different points in time; the more relief you can provide the more valued your offerings tend to be perceived. So, when you stimulate a conversation with current and prospective clients about their values (what is truly important to them), they will become emotionally involved, you can touch on their ranking of values, understand them at a deeper level, and you can dramatically shorten the time it takes to gain their trust. Emotional involvement and trust are two critical elements in creating profitable client relationships.

In terms of sales it is the personal value that will trigger an reaction! Why? Because from a personal perspective value is a concept that describes the beliefs of an individual. The values of a person are the principles, standards, or quality which will guide the human action. A set of values may be placed into the notion of a value system.

 

The difficult part is as discussed that values are considered subjective and vary across people. Which makes it so difficult to sell really value based. The most sales people that argue that they sell value based, just because they present their products based on values, have not understood the concept of value based selling (which are the most). The most salespeople I encounter do that what I call the problem/pain – value method. In its basic concept it works like this. If you really have a problem or pain and I have a product/solution that fixes this problem/pain, than I have delivered value. In a way that is true. But that is not Value Based Selling. Here is a Value Based concept that in its theory is easy but in the real practice quit hard:

Prospects don’t always buy what they need – for that does not necessarily provide them value. They always, however, buy what they want, for that is of value to them. Here’s the difference:

Needs are…

• product specific

• rational (based on situational problem)

• above the surface

• based on facts and often measurable

 

Wants, on the other hand, are…

• product neutral

• emotional

• below the surface

• based on perception and often not measurable

 

As a consequence, here’s the principle:

Salespeople who can present their products or service (a need) in the way that their prospect wants to perceive it will be more likely to make the sale. That is Value Based Selling, let’s put it another way:

Prospects are more likely to buy what they need from prospects who understand what they really want, for then they fell you can provide them with value.

 

The thing to remember is that when needs-oriented planning leaves your client occupied, try focusing on your client's wants (which are his or her's values) instead. Needs simply don't have the emotional punch to influence human behavior. Remember, the least effective approach is to try to satisfy client needs (based on problems and pains). A better approach is to help clients get what they want and desire - which is their value expectation. The most effective sales professionals help clients fulfill their values in life. Differentiate yourself! Don’t be a traditional salesperson, become a Trusted Sales Professional - sell with values (with true values).

 

Without realizing it, you project your own values when you promote yourself. How do you feel when people project their values on you? Do you like it? Are you anxious to do business with people who project their values on you? You can't get people emotionally motivated when discussing your values. You do it by talking about their values. The first logical question to ask yourself is, 'How do I get people to talk about what is important to them (their values)?' Then, ask yourself, 'How do I use that information in a positive way? How does this create trust?'

Listen for words and phrases like freedom, control, satisfaction, making a difference, independence, feel really good, pride, achievement, contribution, oneness with God, etc. These are indicators that you are on the right track, because they represent values. And values are emotional and they create positive emotional feelings in the person you are speaking with. The thing to remember is that when needs-oriented planning leaves your client flat, try focusing on your client's values instead. Needs simply don't have the emotional punch to influence human behavior.

Remember, the least effective approach is to try to satisfy client needs. A better approach is to help clients get what they want and desire. The most important point about value is that value to your customer is not something you define – it’s exclusively defined by the buyer (and based on their wants). The value expectations that make them initially buy from you – as well as the total experience over time. Both the subjective and the more measurable values delivered by your total organization - that makes him buy from you again the next time. The most effective sales professionals help clients fulfill their values in life. Differentiate yourself! Don’t be a traditional salesperson, become a Trusted Sales Professional.

 

Regards – Mark von Rosing

PS:I hope this has provided some value (little smile)

 

Making money during a recession

A recession is possibly the best time to launch a new business or to sell more in an existing one. It’s also a great time to get ahead in your career as a sales person. I know this sounds counter-intuitive, so let me x’splain.

 

As we all know………first, the media goes nuts during a recession. They turn a little bit of negativity into a mountain of pessimism. This makes a lot of companies and people financially paranoid. Both companies and individual people become socially conditioned to expect the worst.

 

If you buy into this social hysteria, you become a victim too………..you might really get stuck (please read some of these articles to get out of that: http://personaldevelopmentforum.blogspot.com/)

 

But if you tune out such negative traps (not watching TV helps a lot) and maintain a grip on rational and emotional thought, you’ll see some amazing sales opportunities popping up everywhere you look.

 

How……..well, during such times people get scared and start cutting back on expenses. They cut some of the fluff from their lives. They stop buying so much stuff they want, but don’t need. So what really happens is that they go away from “want” based buying to only “need” based buying).

 

This causes some sales people and businesses to do poorly, especially salespeople that don’t provide stuff we really need or are not able to package it in a way that you think you need it. We have all acted in this way…………. as we all can live without new credit cards, shoes, cloths and gas-guzzling SUVs for a while. Those non-essentials can be put off for some time.

 

We also become more sensitive to receiving genuine value. When we spend money, we want to make sure we’re getting a fair deal in buying what we believe we need (even if we don’t need it).

 

Consequently, a sales person that provides genuine value in his sales process can actually do better during a recession. More people will flock to those sales people in tough times, while the fluff sales person and businesses will become more and more paranoid.

 

Instead of focusing on trying to make more money, put your time and energy into CREATING and DELIVERING real value to your customer (the sales process). Find a way to give people what they want (which in these times is what they believe is there need).

 

Take note that the keywords here are CREATE and DELIVER VALUE.

 

Creating value means expressing your unique talents and skills in a way that can potentially benefit others.

 

Delivering value means ensuring that your customers are actually receiving and benefiting from the value you’ve sold (so don’t oversell).

 

If you don’t do both in some fashion, then it’s going to be hard for you to generate sustainable sales income, especially during a recession. I’ll explain why.

 

If you oversell and thereby have only create value but don’t deliver it, then your value isn’t being received by anyone – at least that is what the customer feels. What is money? Money is simply a medium for exchanging value. Money is what you receive in exchange for the value you create and deliver. If you can increase your outflow of value creation and delivery, you can increase your inflow of money received.

 

If, however, you try to increase the inflow of money without increasing the outflow of value, you’re trying to get something for nothing and that strategy does not work, especially in these recession times . This approach is untenable and will ultimately collapse – as we see in so many companies.  

 

It doesn’t matter what happens to the economy — if you keep selling value, you’ll do just fine.

 

I just thought that I wanted to share this, especially since we are in troubling times. Times where you need to do more in your sells process

 

Regards

 

 

Mark von Rosing

How to commit a person!!!

I ran across this interesting set of statistics on behavioral commitment and change from a study at Brigham Young University.

 

It shows the chances of a change being incorporated into one's decision in various scenarios and thought this would be very interresting in different sales scenarious. When we consider that everything in the end is about commitment and change.

 

When a person...

 

Says, "That's a good idea." 10% Commits

"I'll do it." 25%

Says when they'll do it (in terms of a time). 40%

Plans how to do it. 50%

Commits to someone else. 60%

Sets a specific future time to share progress or to follow up with person they committed to. 95%

 

That, by the way, is an excellent example of why the right commitment pattern is so important.

 

Personally, I believe this to be the area where the most sales people lack difficulties.......not in finding new prospects, but to close those they have.

 

Regards

 

Mark

Improve your sales performance through a Social Competence - Character Model

The Social Competence - Character Model is a prescriptive Sales Performance theory developed in 2006 by Cay Clemmensen and myself in a Sales Performance Coaching engagement we had in our company Rosen Team for a large Global Company.

Why? Let’s face it........your Sales is dependent upon your Sales Force and his or hers social competence and character!

The social competence and character that we believe that is necessary for sales responsible, could actually be visualized as a scale, where integrity is the strong and solid base, and respect and responsibility are balanced on either side. A sales responsible with integrity are honest, trustworthy and authentic. They are also respectful of others and have a strong sense of personal responsibility. Relationship and respect is developed by the component qualities of Empathy, Emotional Mastery, Lack of Blame and Humility. Responsibility is developed by the component qualities of Accountability, Courage, Self Confidence and Focus on the whole (as a sales responsible with the abilities).

The 10 Social Competences of the Character Model that a sales responsible should have:
1. Social Competence skill - Respect
2. Social Competence skill - Empathy
3. Lack of Blame
4. Emotional Intelligence skill - Humility
5. Emotional Intelligence skill - Emotional Mastery
6. Emotional Intelligence skill - Responsibility
7. Emotional Intelligence skill - Accountability
8. Emotional Intelligence skill - Self-Confidence
9. Emotional Intelligence skill - Courage
10. Social Competence skill - Focus on the whole

1. Social Competence skill - Respect
The sales responsible, that demonstrates Respect show’s unconditional high regard for others, acknowledging their value as human beings, regardless of their behavior (and isn't sales all about the value that the other person perceives to receive). The respect comes through in all situations, even during times of conflict or criticism. Demonstrating respect for others requires developing and refining the following core personal qualities (not faking it). 

2. Social Competence skill - Empathy
Treating everyone in the organization with empathy helps leaders earn trust. Leaders who are empathetic create strong bonds and are seen as less political. The sales responsible who demonstrates the core quality of empathy:
• Can understand others’ points of view, including the views of those who are different
• Shows genuine concern for others
• Listens with understanding
• Is respectful even when he or she has nothing to gain from the relationship

3. Lack of Blame
The sales responsible who doesn’t blame others is not defensive. They are able to reflect honestly on their own behavior and are willing to admit mistakes. When things go wrong, they don't spend time assigning blame; they spend time fixing the problem. A sales responsible who demonstrates the core quality of lack of blame:
• Admits fault when appropriate – even to customers
• Does not look for a scapegoat in a crisis
• Spends time fixing problems, not assigning them

4. Emotional Intelligence skill - Humility
Humility is a lack of pomposity and arrogance. It is the recognition that all sales responsible are fallible, that we are all combinations of strengths and weaknesses. sales responsible who demonstrate humility, as someone has said, "don't think less of themselves; they just think more of others." Arrogance derails more leaders than any other factor. A sales responsible with the core quality of humility:
• Listens to others with an open mind
• Doesn't brag or name drop
• Clearly sees and admits their own limitations and failings
• Is not afraid to be vulnerable

5. Emotional Intelligence skill - Emotional Mastery
sales responsible who have developed emotional mastery recognize that, as Epictetus said 2000 years ago, "It's not the facts and events that upset man, but the view he takes of them." For those in positions of formal power, the most important aspect of emotional mastery may be controlling anger. Outbursts of anger have no spot in the workplace, and can quickly destroy a sense of organizational equity and partnership. A sales responsible with the core quality of emotional mastery:
• Says what he or she thinks, but never berates others
• Stays calm even in crisis situations
• Doesn't let anxiety interfere with public speaking or with other things that need to be done
• Reflects before reacting and is able to consciously choose an appropriate response

6. Emotional Intelligence skill - Responsibility
Responsibility is the acceptance of full responsibility for personal success and for the success of the sales, salesteam and proposalprocess.

7. Emotional Intelligence skill - Accountability
The sales responsible who is truly accountable expand their view of organizational responsibility. At all levels, accountable sales responsible do what they can to get done what needs to get done, no matter where in the organization they have to go. They NEVER say, "It's not my job." They also hold themselves accountable for making relationships work - they don't say, "Well, I'll go halfway if they will." They take 100% responsibility for making any relationship work. A sales responsible with the core quality of accountability:
• Takes the initiative to get things done
• Is not afraid to hold others accountable
• Is willing to cross departmental boundaries to help with a meaningful project
• Takes personal responsibility for organizational success

8. Emotional Intelligence skill - Self-Confidence
The sales responsible who is self-confident feels that they are the equal of others, even when those others are in positions of much greater formal power. The sales responsible who is self-confident also recognize the value of building the self-confidence of others and won't be threatened by doing so. Self-confidence in everyone builds a sense of partnership and helps the organization get maximum effort and ideas from everyone. A sales responsible with the core quality of self-confidence:
• Has a self assured bearing
• Is flexible and willing to change
• Easily gives others credit
• Isn't afraid to tell the truth

9. Emotional Intelligence skill - Courage
The sales responsible with courage is assertive and willing to take risks. They ask forgiveness rather than permission, and are willing to try even though they might fail. They are willing to risk conflict to have their ideas heard, balancing that with the respect that makes constructive conflict possible. A sales responsible with the core quality of courage:
• Champions new or unpopular ideas
• Talks to others, not about others, when there is a problem
• Accepts feedback and really hears what others say
• Takes the ball and runs with it, even when there are obstacles

10. Social Competence skill - Focus on the whole
The sales responsible that focuses on the whole think in terms of the good for the entire organization, not in terms of what's good for them, their team or their department. They can see interdependencies and can see beyond what is immediately observable. They have an understanding of and enthusiasm for the business and an understanding of their industry. For example, if working on a software project, they consider the implications of the whole project and commit to an outcome that works for the customer rather than focusing on just their piece of the project. A sales responsible who demonstrates the core quality of focusing on the whole:
• Realizes that they represent their company to customers
• Sees how the work in their area affects the entire project and the entire organization
• Gathers information from all stakeholders when making decisions
• Shares information throughout the company and understands the value of a knowledgeable workforce

I know that when we talk about the social competence and character necessary for sales responsible to influence the way they manage the sales process, that these are very psychological soft skills we are talking about and as you can read from my different article, do I strongly believe that sales excellence is made, not born. That's why I actually wanted to create this Blog and Forum and I'm dedicated to helping you personally grow beyond where you are today. Many sales responsible know that certain things they should do in a better way, but too often they don't know how - or do get started on the change process. We all work against some barriers that somehow keep us from doing what is best for us - and from realizing our true potential. If you need help in better understanding and exploit your potential in order to turn you into action mode and help you break through self imposed limitations that are holding you back from the power, balance, growth, and success that you strive for. Lets us talk about how I can help you explore how it is possible to build new levels of social competence and character - helping you to remove the mental and emotional obstacles that are limiting your personal and professional growth, power and sales performance.

If you are interested in a course that can strengthen this ability this could be an option: http://www.rosenteam.com/sales-performance/emotional-intelligence-in-sales-coaching-program/

If I can help in any other way, please feel free to contact me via email: mvr@rosenteam.com

Regards your moderator

Mark von Rosing

Improve your sales performance through a Social Competence - Character Model -Part II

Somebody just wrote to me this after having posted the Sales Performance article on the Social Competence - Character Model:

Hello  Mark,
I find your articles very good,  inspiring, encouraging and compelling however the cynical side of me says these are qualities in a perfect world. I don't know if my experiences at the lower levels of organizations has just hardened me to think that everyone as a general rule are selfish two faced power mongers and that there really are people operating on levels of integrity in business.
Why just yesterday I spoke with a childhood friend of mine describe how he enjoyed being around a bunch of "sharp thinking" men at a social/business backyard party with lots of family around and good times. Yet he described how they referred to all of their guests as their prey. I asked "prey?" He said, "well, their customers." "Just throw them a peice of BBQ chicken and they're your friend for life."


What kind of attitude is this for a morally minded person to have? I was genuinely sad that my friend actually respected this attitude. It strikes me as ultimate deception. Pretend to be friends with people so you can sell them something.


Personally I love your ideas and the areas I need to work on most are humility and emotional mastery. I know I can be incredibly competant with a mostly very mature attitude towards responsibility, courage, accountablility and focusing on the whole. Yet when I feel others don't recognize my potential, for example when I'm proposing an improvement in a process and can prove step by step why, or when others are acting in a distinctly selfish or lying manner about something I have a difficult time controlling my anger and reacting not just appropriately but effectively. This is the only thing that affects my confidence.
Otherwise, I can be too confident at times. I know god has blessed me with a sharp mind that can see the big picture and correlate seemingly dissparate facts but I have a hard time moderating my enthusiasm. When people can't see what I see I berate them (usually not face to face but to others, which is probably worse.) At least I am aware of this and that is the first step to countering it but i need some trigger to recognize it when it happens and slap myself in the face (so to speak) before I actually say anything.

So, sir, what can you do for me so I can change? Because I have big dreams but realize I need to master myself before I can develop the relationships I need to in order to accomplish them.

--------------------------------

This is what I wrote and would like to share with everybody: Thank you for your mail…………………….when I read your comments I have to say that these 2 sides don’t really conflict………it is more a question of taking your natural leadership instincts , our natural violent tendencies, our territorial instincts , and our competitive reflexes and urges to win and balance them with theses Social skills I talked about. Why……..for it is not the one with the most natural leadership instincts , or the most natural violent tendencies, or the most territorial instincts , or most competitive reflexes and urges that actually will win, be most loved, be a good father, brother Husband or even child. One will not even be a better friend or sales person with those characteristics.

So in my world there arises 3 main questions:
1. Why do we have these violent tendencies, our territorial instincts , and our competitive reflexes and urges to win?
2. What is it then that makes us have social success with people?
3. How can we combine the both worlds of being a really competitive person and having social skills?

To point 1) Why do we have these violent tendencies, our territorial instincts , and our competitive reflexes and urges to win?
In considering some of the basic of our behavior, let’s take a look at The Origin and Psychology of Behavior, Richard Wrangham and Dale Peterson (Professors in Biological Anthropology at Harvard University), made a study in Demonic Males: Apes and the Origins of behavior (and with that leadership and social behavior).

The study present evidence that only humans and chimpanzees, among all the animals living on earth, share a similar tendency for a cluster of behaviors: leadership, violence, territoriality, and competition for uniting behind the one chief male of the land. Many of you might think and argue that many animals beyond apes are territorial and exhibit violence, and have a social structure controlled by a dominant male (lions, wolves, etc.).......which is all true. This is where Wrangham and Peterson's evidence point that there is a difference of their competitive urge and drive to lead.

The study concludes that leadership has something to do with being competitive and wanting to win! So this is something some people have and it is good……..but only if they can master and control this ability. If not, it could become your weakness in connection with others.

Which leads us to question 2) What is it then that makes us have social success with people?
The things that puzzle me on nearly each personal coaching I have, is that there are so few people that can say or communicate what will give you social success and what are the actual skills that can help you with social success?, what are the talents (natural characteristics) …………..there are so many that answer that you are ether liked or not, which is basically not true.

So the question remains what can give you social success?

Let’s consider again some of the basic of our behavior we just discovered in The Origin and Psychology of Behavior Richard Wrangham and Dale Peterson (Professors in Biological Anthropology at Harvard University). Very interesting findings have been revealed by comparison, bonobos, the second-closest species-relatives of man. The study revealed that bonobos do not unite behind the strongest chief male. The bonobos show deference to an alpha or top-ranking female or male that is most liked (has the best social standing).Which means that they get there, where they are through the support of her coalition and social relationship of other females or males. This can prove as strong or even stronger as the strongest male in the land. Thus social success has nothing to do with having violent tendencies, our territorial instincts , and our competitive reflexes and the urges to win .

So what can we so far conclude………if you really want to succeed you should have both;
1. a competitive urge and a will to win and with that some violent tendencies and territorial instincts
2. Social skills – that people like you and will listen to you
That leads us to question number 3) How can we combine the both worlds of being a really competitive person and having social skills?

Let’s face, we are all limited to our own limitations of behavior – and this article was about modeling and working on the Social Competence. I believe that using Social and Emotional Skills in sales performance is actually what the most people need. For it is about, how to:

• Effectively deal with difficult situations

• Maintain your self-control even when under pressure

• Understand your emotions and gain more social awareness

• Persuade others to support your point of view (this would be where you mix your social skills with your urge to succeed and win)

• More successfully build relationships with your customer

• Use your social skills and social intelligence to strengthen influence, trust, communication, and accountability

• Understand the decision making process of others (very difficult as we are often limited to our own views of how we see the world – and believe me, that can be a limitation).

• Understand the emotions of others and gain more social awareness

• Understand different buying reasons and how to address them at your customer

• Understand feelings and the reasons behind them

• Identify business as well as personal buying reasons and learn how to differentiate among them – to address them directly and effectively .

• Use your Social Awareness to understand how value impacts the psychological buying reflections.

• Understand the customers' value mindset.

• Use emotional intelligence in channel sales in identifying needs & wants of the different decision makers and influencers in the buying process

• Use your Social Awareness to identify the explicit needs of the customer (value expectations).

• Use your Social Awareness to recognize different value expectations at the different levels in the company.

• Develop flexibility in your communication style

• Ask the right questions that help open the discussion and thereby the sale.

• Include the personal value expectations of your listener into your messages/communication.

• Engage in appropriate actions, given the emotional and social content of a situation


Believe me, practicing psychologists in very diverse fields have found that it's not just a matter of developing "cognitive power and skills" to succeed. Whether one considers the counselor assisting a person experiencing feelings of depression, the sports therapist coaching an athlete to reach peak performance, or the business coach assisting an executive struggling to rebound from a major financial set-back, the evidence is clear-- emotions play the major part in human performance that is distinct and separate from the individual's cognitive or physical ability. The research of neuroscientists such as Joseph Le Doux has substantiated the experience of practitioners that the emotional system of the brain acts independent from the neocorter, or logic system. The research indicates that some emotional reactions and emotional memories are formed without any conscious, cognitive participation. An excellent way to address this is through your Social Intelligence, which regards the two distinct mental functions needed to apply it as: the logical factual system and the emotional feeling system.When combining the experience of psychologists and the research of neuroscientists the answer to the question regarding what limits performance is very clear. What stops people from doing what they already know how to do, is both their failure to recognize the impact that emotions have on their actions and thereby others and the ability to know how to change this behavior to others. This would be seen as a lack of Social Skills. This is especially true when there is a failure to apply knowledge and even skills under challenging or stress provoking social situations. I have over the years realized that this performance problem, actually points out the need for a personal development coach to learn how to assist individuals in developing social awareness as well as emotional awareness.

This is why we developed the Social Competence - Character Model, to build the social competence and character necessary for sales responsible to influence the way they manage their customers'.

I do realize that these are very psychological soft skills, but it doesn’t change the important’s of it and having worked so many years with peak performance…….I realize that this is the area to improve and grow tremendously.

If you would like a free telephone coaching on this subject, feel free to send me a mail (mvr@rosenteam.com) and we can set up a call…….

Regards your moderator

Mark

How to use Emotional Intelligence in one's own Sales Performance

How to use Emotional Intelligence in your sales performance development – the challenge for me as a Coach!

Of the many challenges facing me as a sales performance trainer and coach, in their efforts to develop highly-skilled and successful sales professionals is the discrepancy between what they believe they accomplished during training and the results reported by managers once the person is on the job. What is learned and seemingly perfected during training is often not applied to challenging or difficult customer situations. Despite the efforts of trainers to provide intense "skill and drill" activities, feedback from field management suggests that sales personnel "need more training". One could argue that no one ever learned to swim or ride a bicycle by simply reading a book on the subject or having someone tell you all about it. You learn to swim or to ride the bicycle by doing it. First someone must explain what you should do and how you should do it. Then you need more instruction and help as you start to practice it. The more you practice, the better you get. The same type of process is what happens in a training – it makes certain, that you pick up the type of skills and competencies that you need in order to grow, change or even become a peak performer. This leaves however the trainers with the struggling task and question, to identify: "What stops this sales person from doing what he or she already seem to know?" many would argue that this "needs more training", however I do not think that to be right……….it is a matter of directing the sales person to practice the skills and thereby acquire the wished ability, it is unlikely that more "skill training" will make a difference. Once an individual has acquired the needed knowledge, it is likely the barriers to high performance reside in another aspect of professional development – to develop it, into a competence. That aspect of development involves complementing their psychological, cognitive and verbal ability with expanding the individual's emotional intelligence.

 

LOGIC AND EMOTIONAL CAPABILITY

Practicing psychologists in very diverse fields have found that it's not just a matter of developing "cognitive power and skills" to succeed. Whether one considers the counselor assisting a person experiencing feelings of depression, the sports therapist coaching an athlete to reach peak performance, or the business coach assisting an executive struggling to rebound from a major financial set-back, the evidence is clear--emotions play the major part in human performance that is distinct and separate from the individual's cognitive or physical ability. The research of neuroscientists such as Joseph Le Doux has substantiated the experience of practitioners that the emotional system of the brain acts independent from the neocorter, or logic system. The research indicates that some emotional reactions and emotional memories are formed without any conscious, cognitive participation. An excellent review of the research findings are detailed in Daniel Goleman's books on Emotional Intelligence. Goleman regards the two distinct mental functions as: the logical factual system and the emotional feeling system. He describes how reason originally freed people from the influence of emotion that would sometimes sway their logic in making sound judgments.

 

A new paradigm suggests that a more harmonized head and heart partnership is needed to balance human nature and logic. When combining the experience of psychologists and the research of neuroscientists the answer to the question regarding what limits performance is very clear. What stops people from doing what they already know how to do, is both their failure to recognize the impact that emotions have on their actions and the ability to know how to change it. This is especially true when there is a failure to apply knowledge and even skills under challenging or stress provoking situations. I have over the years realized that this performance problem, actually points out the need for a personal development coach to learn how to assist individuals in developing emotional intelligence. Developing Emotional Intelligence requires a very different learning methodology than is used to train for product or technical knowledge – as it is a personal competence.

 

TRANSFORMING SALES DEVELOPMENT

Given the increased competitive pressures of the global market place and major changes in customer requirements, sales professionals have found they must call on different decision-makers and buying groups than they did in the past. Not only that the sales has become more complex with more decision makers, influencers and possible blokers, they must be able to communicate business as well as personal value on all levels of the organization. These new realities can result in feelings in some way inadequacy and frustrated.

 

For many individuals this both requires additional sales technique training in the fields of "Selling to CxO's and Value Based Selling as well as developing Emotional Intelligence capabilities as these new realities require learning how to manage tension and increase personal comfort in adapting to various challenging situations and people. This adaptive capability cannot be acquired using traditional training methods. It requires that sales trainers modify their instructional methodology to include a Discovery Learning Process that assists salespeople in:

• Developing timely awareness of their emotions "in the moment"

• Managing emotion and using "emotional muscle" to enhance business effectiveness

• Increasing perceptual sensitivity to detect and respond to subtle customer signals

• Integrating emotional awareness with authentic behavior

 

This is a LEARNING PROCESS

As previously stated, developing emotional intelligence requires a new approach to learning. The sales professional needs to become aware of the impact various interpersonal verbal and non-verbal behavior has on their emotional reactions and how these emotional reactions influence their ability to effectively respond to customers. Standard training procedures focused on learning what to say or how to deliver an effective presentation. This type of training is aimed at increasing the sales person's interpersonal communication skills. Much of this communication training is based on the assumptions that if a sales person utters certain keywords, the customer will almost automatically respond in a positive manner. Strange that anybody today still would believe that…………for that would mean which just need to say something certain, in a certain way and we would succeed every time. Which is simply not true!!!!! We all know that a major problem occurs when the sales professional uses their best benefits and value verbiage, and the customer responds in an unpredicted or challenging manner. It is almost like a scene from a play where one actor speaks their lines to another actor who seems to have lost their place and fails to respond with the 'right' scripted words. Responding effectively to these unanticipated situations is impacted by the sales person's awareness of their emotions (needs, wants as well as value mindset and expectations) and understanding how these feelings influence their actions.

 

Developing timely awareness of the intrapersonal communication isn't achieved using typical or standard training techniques. It is achieved through a process of recognizing and overcoming emotional barriers that can misdirect intentions. An approach titled Personal Development Learning Process was developed to facilitate examination of internal messages that trigger emotional reactions. The first step in examining one's emotional intelligence is to become more aware of internal communication. We all talk to ourselves, and many times this internal conversation (self-talk) has a negative or limiting impact on our actions. This awareness is especially useful for those who have been taught that emotional reactions must be avoided or somehow concealed. To increase this accessibility, the Discovery Learning Process uses a variety of video vignettes designed to evoke and help the individual examine their intrapersonal communication. Often this intrapersonal communication seems to be traveling over a fine internal telephone line with many resistors. People frequently mention that it may be a day or more after a difficult business call that they become aware of the full range of feelings they had that influenced their actions during the call. By increasing awareness of their intrapersonal communication and identifying how emotional reactions impact behavior; the individual is ready to examine especially challenging or confrontational situations.

 

Using the Personal Development Learning Process, professional coaches use various questions and inquiry techniques to assist individuals in overcoming intensive limiting reactions. Key performance breakthroughs occur when sales professionals develop the ability to immediately access their emotional reactions, recognize the impact certain interpersonal allergies have on their behavior, and develop the ability to respond in an authentic manner to the challenging situation. This learning process develops the emotional "muscle" and strengthens interactive competency.

 

INTERPERSONAL ALLERGIES

The secret about Personal Development is to find out where or how you can develop personally A particularly valuable application of the Personal Development Learning Process occurs when individuals learn that they are limited by certain interpersonal allergies. In a manner that is similar to physical allergies, where the individual's sensitivity is extreme; interpersonal allergies occur when a situation triggers a particular anxiety or fear. Albert Ellis, who pioneered investigation into a rational-emotive approach to psychological counseling, discovered that when certain beliefs and fears are carried to extreme an internal dialogue develops which limits the individual's interpersonal behavior. For instance, one of the common interpersonal allergies of sales professionals is the belief that they should be accurate and correct in their communication. This is certainly a rational expectation. However, when this realistic expectation becomes an exaggerated irrational expectation, the sales person feels they must always be right. The professional who holds this type of irrational belief and fears ever making a mistake will impose limitations on whom they call on and how they interact. By trying to limit the potential of making a mistake, they limit their ability to achieve performance breakthroughs and growth as a professional.

 

SALESFORCE EXCELLENCE

Overcoming the barriers to high performance and the challenges imposed by a rapidly changing market has prompted Chief Learning Officers and business managers to consider alternatives to the "skill and drill" approach. These traditional training techniques are necessary to establish foundational skills, but are insufficient when engaging sophisticated buyers and complex sales. High performance can be achieved when a learning process is used to develop the professional's cognitive, behavioral, and emotional abilities. Cultivating the individual's emotional intelligence in harmony with their knowledge and skills enables the professionals to adapt their interactive skills to achieve peak performance despite industry volatility. The main learning points for an individual using Emotional Intelligence in their sales performance is how to:

• Effectively deal with difficult situations

• Maintain your self-control even when under pressure

• Understand your emotions and gain more emotional awareness

• Persuade others to support your point of view

• More successfully build relationships with your customers

• Use emotional intelligence to strengthen influence, trust, communication, and accountability

• Understand the decision making process.

• Understand emotions and gain more emotional awareness

• Understand different buying reasons and how to address them

• Understand feelings and the reasons behind them

• Identify business as well as personal buying reasons.

• Understand how value impacts the psychological buying reflections.

• Understand the customers' value mindset.

• Use emotional intelligence in sales in identifying needs & wants of the different decision makers and influencers in the buying process

• Identify the explicit needs of the customer (value expectations).

• Recognize different value expectations at the different levels in the company.

• Develop flexibility in your communication style

• Ask the right questions that help open the sale.

• Include the personal value expectations of your listener into the sales messages/communication.

• Engage in appropriate actions, given the emotional content of a situation

 

I know that when we talk about Emotional Intelligence in one's own Sales Performance, that these are very psychological soft skills we are talking about and as you can read from my different article, do I strongly believe that sales excellence is made, not born. That's why I actually wanted to create this Blog and Forum and I'm dedicated to helping you personally grow beyond where you are today. There are several types of intelligence that human beings are equipped - with some more, with some less. Most people believe that the logical-mathematical type of intelligence (the IQ rating that many people focus on) has the most impact on whether you have success in life. That is absolutely wrong. If you want to do something that can really help you improve the quality of your life (in every way) - there is one thing that comes first: strengthen and cultivate your emotional intelligence as much as you possibly can. Many sales people know that certain things they should do in a better way, but too often they don't know how - or do get started on the change process. We all work against some barriers that somehow keep us from doing what is best for us - and from realizing our true potential. If you need help in better understanding and exploit your potential in order to turn you into action mode and help you break through self imposed limitations that are holding you back from the power, balance, growth, and success that you strive for. Lets us talk about how I can help you explore how it is possible to build new levels of self discipline, strengthen and cultivate your emotional intelligence, overcome indecisiveness and uncertainty, and strengthen your confidence - helping you to remove the mental and emotional obstacles that are limiting your personal and professional growth, power and sales performance.

 

Regards your moderator Mark