Your Personal LinkedIn SSI Ranking Revealed!

If you want to dramatically increase pipeline and revenue then you must invest in social selling strategies, tools and techniques. Here's the proof. Independent researcher C9 Incsurveyed 36 companies and 9,000 sellers, finding that those who embraced LinkedIn's Sales Navigator tool created 7 times more pipeline and 11 times more revenue. LinkedIn themselves analyzed a cross section of new and existing sellers who increased pipeline by 45% and the probability of achieving their sales targets by 51% simply by improving their social selling index (SSI) scores using both free and paid editions of LinkedIn.

"For sales management and sales leaders; ignoring the power of social selling amounts to professional negligence."

I will provide you with a link for you to obtain your own Social Selling Index (SSI) score, where you'll receive a report just like mine in the screenshot below, but please allow me to first briefly state the case for why social selling matters.

Sales people need to become micro-marketers to build their own credentials and create opportunity pipelines. They need to engage earlier and at senior levels to create the necessary value for both the buying and selling organizations to fund their roles. Social selling techniques that focus on listening for trigger events and content publishing for attraction, education and credibility are all important but consider these points:

• Social listen dramatically reduces customer churn. 68% of the reason that customers leave is because they think you don't care (Forrester). Listening and having empathy has always been the key to resolving customer satisfaction issues. Failure to monitor where customers are communicating almost guarantees substantial brand damage with unnecessarily high churn and low Net Promoter Scores (NPS).
• Social strategies enable sellers to research and engage early in the buyer’s journey which is essential because purchasers are progressed somewhere between 57% (CEB) and 70% (Forrester) of the way through their own buying process before they invite non-preferred sellers to the table. It’s impossible to execute strategically in sales today without embracing social selling.
• Social buying is a reality with 75% of buyers doing their research online before engaging sellers (for significant purchases as published by IDC). We must be where our prospective customers are and also attract them as early as possible in order to have the opportunity to influence.
• When sales people use social well they dramatically increase their pipeline and revenue performance. Using social engagement platforms masterfully increases pipeline by 45% and the likelihood of a sales person achieving their sales target by 51% (C9 LinkedIn research). It’s not overstating the situation to say that it’s negligent for sales management not to invest in LinkedIn for their B2B sellers.
• Social publishing transforms the way people sell.  Sales people need to learn to engage earlier and more senior levels by leading with insight. Publishing blogs is the key to them honing their narrative to move away from talking about who they are, what they do and how they do it; to instead lead with why a conversation is important for the buyer and how they can assist through insight and value in delivering the client’s most important outcomes and managing the client’s risks.

Achieving a strong SSI score is about a holistic approach and content publishing contributes only 12.5% of the overall SSI score (including updates and Publisher posts).

To see how you rank in the use of LinkedIn for social selling,click here and your own report will appear.

If that does not work, ensure you are logged-in to LinkedIn and past this into a new tab: https://www.linkedin.com/sales/ssi

To understand how the SSI algorithm works and how to improve you ranking, click here. Also, this post by LinkedIn explains more. This infographic from LinkedIn reminds you why it's important.

If you've achieved a SSI score of 90 or above please let me know in the comments of this post as I am creating a honor board.

The highest SSI score I've seen is by John Dougan with 99 and he is a brilliant writer. Follow John Dougan's LinkedIn Blog here. Congratulations also to these other SSI leaders!

• Ryan Rathwell... 90
• Larry Levine... 90
• Robert Chandler... 90
• George Bronten... 91
• Thijs van der Acker... 91
• Tim Grosvenor-Jones... 91
• Joe Sienkiewicz... 91
• Tudor Saitoc... 92
• Nick Ogle... 92
• Anthony Margo... 93
• John Dougan... 99

If you valued this article, please hit the ‘like' and ‘share’ buttons below. This article was originally published in LinkedIn here where you can comment. Also follow the award winning LinkedIn blog here or visit Tony’s leadership blog at his keynote speaker website: www.TonyHughes.com.au.

Main image photo by : LinkedIn

Action vs. Reaction Culture

What does it mean to be truly proactive? As Elvis put it: "A little less conversation, a little more action." Are you guilty of waiting around for the phone to ring? Is it your start-up culture? Are you leaning far too much on Marketing and Demand Generation or are you going out and proactively hunting in named accounts?

Leonardo da Vinci said: "I have been impressed with the urgency of doing. Knowing is not enough; we must apply. Being willing is not enough; we must do."

Ask yourself, are you doing enough? Or, just chatting about it at the water cooler. This is the most insidious threat to the success of the modern sales practitioner. It goes beyond GTD or 'getting things done'. Timing is the X factor of the elite sales hunter.

Each day when you come to work, grab a pen and paper and write down the top 3 actions you will take before lunch to move the needle. Go confirm them with your manager. She will be very impressed, especially after you've done this a few days and achieved many milestones by 9am while your contemporaries are still reactively chasing e-mails.

Excessively over-planning is a cancer. One imperious executive stopped his Board in its track to build a "plan for the plan." I can't make these stories up! We don't need a deeper Gantt chart. One wrote about one CEO who doesn't believe in business plans... 90 days action plans instead. We don't need reporting on the reporting. We need brass tacks action: face time with dream clients. Call the switch, charm the EA, get to their neighborhood. Spend time with your clients understanding their pains and its implications.

The behavior of your leader is the culture. Do you work for someone that works as hard as you do. Are they phoning it in or using delegation as a proxy for action? Leaders that act decisively succeed in battle. Delegation is an action, make no mistake, but as Marissa Mayer says in interviews, she makes a list every day and if she gets to the very bottom something went wrong.

Effective action is a constant process of 80/20 prioritization. The rocks and the sand, I've written about it before. Don't spend all day with happy ears working on speculative proposals to make them letter perfect. Act now. Strategize after hours, come to work with your A game ready to execute. You can accomplish more in 3 hours than most sellers do in a day. After all, the average seller sells for about 1.5 hours per day. Why not crush it and go out to lunch! Never Eat Alone I might add: great book!

Before you go home, always make one last call. Make sure you always hit that 5 to 12 touches sweet spot in social selling or otherwise. Blend your channels together. The law of convergence holds in modern prospecting, it holds true at every aspect of the 2015 funnel – even closing. Test, tune and optimize. Ready, fire, aim!

Write your LinkedIn update and Publisher blog content at night after dinner... shoot the television just like Joshua Peters did. Blogs are not like books, publish then edit. Set 20 minutes to plan, then call. But don't waste time. Connect and set the appointment – then deep dive! The main thing is to actually know why meeting you should be important to them... can you answer these questions: Why meet with you? The follow-up is just like it: What can you do for them at a business level?

Is your culture active or reactive? What are you doing to change it? What strategies do you personally use to manage your day so that you're optimizing your output and effort? How are you proactive as a manager of other people? Please answer below.

If you valued this article, please hit the ‘like' and ‘share’ buttons below. This article was originally published in LinkedIn here where you can comment. Also follow the award winning LinkedIn blog here or visit Tony’s leadership blog at his keynote speaker website: www.TonyHughes.com.au.

Main image photo by Flickr: Yun Huang Yong

Value Quadrant for Sales People

All sales people rate themselves highly in relationships and many regard themselves as being strategic. In truth, few operate strategically and even fewer interact at the most senior levels of power. The Value Quadrant for Professional Sales Agents is designed to highlight the four possible modes of operation and all sales people move between the quadrants during their career.

The bottom left quadrant — Transactional — represents the lowest value for all concerned. A transactional sales person can be likened to a professional visitor offering only marginal value due to their inability to differentiate or exert influence. The Transactional quadrant is the realm of commodity products or services where sales success is usually dependent on representing a strong brand. Transactional selling is most subject to price sensitivity as customers seek to drive down price for what they perceive as commodity products and services. Buyers want responsiveness to their procurement process and expect sales people to assist them in transacting with best commercial value. But because, in the Transactional quadrant, the seller is responding to client demand and participating in the buyer’s disempowering (for the seller) process of reducing price, the sales person’s role represents limited value and pays accordingly.

As a sales person progresses in their career they tend to move out of the bottom left quadrant to become either an Account Manager focused on incremental business through maintaining and developing customer relationships or they become a Business Development Manager seeking to generate new business in more competitive environments. But transactional sales people usually struggle to evolve and attempts by them to position ‘solutions’ are often perceived merely as the bundling together of products and services. More worrying is that there is often a lack of understanding from both buyer and seller concerning genuine value in the delivery of outcomes and management of associated risks. Instead there is myopic focus on features, functions and price. Although the transactional sales person may seek to use tactics and relationships to position their value or outmaneuver the competition, their limiting characteristic is dependence on recommendations from technical and middle management people well below those who set the agenda and hold real economic power.

Relationship selling (the bottom right quadrant) is important because people buy from those they like and trust; positive relationships are therefore prerequisite for success at any level. However, relationships must be built with the right people in the buying organization and as already stated, transactional/relationship sales people are usually limited by relationships with lower level and mid-tier operatives. All sales people leverage relationship skills in the role of Account Manager (bottom right quadrant) or Business Development Manager (top left quadrant) but the level of genuine influence is what actually defines the value of a relationship for the seller. On the other hand, for lower level buyers, they define relationship value by the perceived level of responsiveness and trustworthiness of the seller.

The top left Tactical quadrant is populated by Sales Executives or Business Development Managers seeking to influence the buyer’s process and requirements. Here the sales person employs tactics to differentiate and overcome the buyer’s efforts to drive down price through commoditization and competition. Sales people operating in this quadrant are usually assertive and competitive; positioning unique solutions and helping purchasers identify differentiating value. Tactical sales people also tend to suffer from being stuck with mid-tier relationships and they easily focus wrongly on features and functions.

A sales person makes a significant jump in the value they offer an employer when they move from responding to transactional demand (bottom left) to influencing the buyer (bottom right) or tactically competing (top left). The giant leap however in value for both employer and customer is achieved when the sales person operates in the top right quadrant strategically creating value for all parties. This quadrant is where buyer and seller value is balanced and where the return on investment is high for both parties. Value is maximized and price becomes less important as the focus moves to managing risks in realizing the business benefits of delivering high value outcomes.

Moving away from transactional selling into any other quadrant is often labelled ‘solution selling’. Beware of this cliché term however as ‘solution selling’ can manifest as the sales person acting like the cure looking for a disease — when you're a hammer, everything looks like a nail. The concept of solution selling is valid but only if it is preceded by a consultative approach to understanding the actual problem that needs to be solved. Solutions are an integral part of strategic selling but no strategy can be effective without trust, value and excellence in execution.

The top right quadrant is therefore populated by the very few who operate strategically with excellence in the execution of tactics and management of senior relationships. The very best sales executives masterfully engineer business value through alignment to the seat of genuine political and commercial power within the customer organization. They recognize that demand creation is achieved through early engagement and by understanding and aligning with serious problems or opportunities. They also know that differentiation is achieved through becoming a trusted adviser with intimate understanding of the customer’s operational constraints and potential risks — internal and external — in the delivery of business value.

Being strategic is therefore evidenced by proactive demand generation with effective strategy to defeat the competition while building compelling business value.

If you valued this article, please hit the ‘like' and ‘share’ buttons below. This article was originally published in LinkedIn here where you can comment. Also follow the award winning LinkedIn blog here or visit Tony’s leadership blog at his keynote speaker website: www.TonyHughes.com.au.

Main Image Photo by Flickr: Seongbin Im

Questions Missed By Qualification Frameworks

Qualification is an important phase of opportunity management because pursuing business you cannot win wastes precious resources and damages morale and credibility. We all suffer from a shortage of time to sell rather than a shortage of prospects in the marketplace to sell to. The best sales people seek customers with whom they can align for the creation of value. They take the time to understand how the customer defines value and risk.

There are three types of questions that need to be asked of the buyer: discovery, qualification, and ‘leads to value’. For opportunity development conversations with a prospect there is nothing better than Neil Rackham’s SPIN questioning framework. The book, SPIN Selling is a timeless ‘must read’ for every sales person but when it comes to pure qualification, there are many frameworks including:

• ANUM: Authority, Need, Urgency, Money
• BANT: Budget, Authority, Need, Time-frame
• BMANTR: Budget, Method, Authority, Need, Timing, Risks, Roadblocks
• FAINT: Funding, Authority, Interest, Need, Timeframe
• MANDACCT: Money, Authority, Need, Decision criteria, delivery Ability, Competition, Coach, Timescale
• MEDDIC: Metrics for ROI, Economic Buyer, Decision process, Decision criteria, Identify pain, Champion coach, Compelling event
• NUTCASE: Need, Unique, Timing, Cash, Authority, Solution, Enemies
• RSVP: Right Relationships, Winning strategy, Unique compelling value, strong Process Alignment
• SCOTSMAN: Situation, Competition, Basis of Decision, Timescale, Solution, Money, Authority, Need

But none of these address the most important two qualification questions of all; and these two questions must come before everything else. They are questions for the sales person:

1. Why will they buy anything at all (is ‘do nothing’ the biggest competitor)?

2. Why will they buy from us (can we positively differentiate in the mind of the buyer)?

No matter which qualification acronym you use or opportunity management tool (Miller Heiman Blue Sheets, TAS 20 questions, Battleplan, eFox, etc.), always ask these first two questions first. If you’re a sales manager, make it clear to your sales people that they don’t get any resource for deal pursuit until they can convincingly answer these two questions.

"It's not a qualified opportunity unless you believe you can win against the status quo and your rivals competing for the business"

Unless we address the ‘Do Nothing’ competitor and the critical issue of effective competitive differentiation, everything else is a potential waste of time and resources.

If you valued this article, please hit the ‘like' and ‘share’ buttons below. This article was originally published in LinkedIn here where you can comment. Also follow the award winning LinkedIn blog here or visit Tony’s leadership blog at his keynote speaker website: www.TonyHughes.com.au.

Main Image Photo by Flickr: Marco Bellucci

CRM, SFA, and Sales Enablement. Not The Same

Customer churn is a cancer eating away at most businesses. To combat this and be truly customer-centric, you must have an effective Customer Relationship Management (CRM) strategy supported by the right CRM technology. Yet placing customers at the heart of a business is all about people, culture and processes rather than technology. Beyond client retention, businesses also need to acquire new customers and this is best driven with Sales-Force Automation (SFA), usually also from within a CRM integrated with other best of breed marketing automation and social selling tools. SFA is about bringing sales and marketing together to align with the buyer’s journey and also support sales people’s early engagement for proactive demand generation.

But here is an important distinction: CRM and SFA are actually two different things. They may be enabled by similar technologies but real sales enablement is all about methodology, process, training, coaching, playbooks, planning, profiling, research tools, insight creation, and much more. CRM success or failure has little to do with the technology you use and everything to do with how it’s implemented. Although it's true that you cannot manage what you don't measure, CRM must be implemented to serve users and customers rather than as a database for management. CRM should be a strategy and a process, rather than a product and reporting tool. The best CRM implementations therefore incorporate sales methodology integrated within an organization's specific sales processes so that sales people can be coached to ensure that tactics and actions are linked to strategy. This approach delivers best practice and accountability in the sales team.

CRM software should be where sales methodology, process and coaching all come together. The system should obsessively put customers at the heart of the organization with account managers and sales people fully equipped through a single view of everything that can be managed. This means integration with social selling tools such as LinkedIn and marketing automation tools is essential. When implementing SFA or CRM, think about the buyer’s journey and customer lifecycle… how can you support your sales people to deliver an integrated, high value experience for prospects and customers?

If you valued this article, please hit the ‘like' and ‘share’ buttons below. This article was originally published in LinkedIn here where you can comment. Also follow the award winning LinkedIn blog here or visit Tony’s leadership blog at his keynote speaker website: www.TonyHughes.com.au.

Main Image Photo: Copyright Tony J Hughes 2014

The Seven Sins of Selling

There are certain sales behaviours that can actually damage the chances of success. Assertiveness is often interpreted by prospective purchasers as unwanted aggression. Persistence can translate into being annoying. Positive questions from the seller are usually received as rhetorical and manipulative. Focusing on features often triggers concerns with price or confirms that the seller is just not listening. The stark reality of selling is that pushing creates resistance, and assertiveness creates defensiveness. We all prefer to buy rather than being ‘sold’. Here are the seven pitfalls of B2B selling that should be avoided.

First Sin: ‘Selling is the transference of information’. Selling is actually building trust and transferring belief. Information can easily be sourced by customers without the assistance of a sales person who should actually serve to filter and distil the mass of available data down to what is relevant and benefits the client. Facts merely serve to support an emotional decision to buy from someone they like and trust. Emotion creates more influence than information.

Second Sin: ‘Talking is the best way to influence’. Only if your goal is to bore people into submission or negatively push them to your competitor. Words account for only 7% of received communication. People think at approximately 500 words per minute and you can only talk effectively at 125 per minute. You must engage the other person visually with positive and congruent body language or they will tune-out. Effective communication means asking insightful questions and actively listening to clarify your understanding and get to the deeper meaning. Listening rather than talking is actually the best way to influence.

Third Sin: ‘Features are benefits’. Not necessarily. Benefits must specifically solve acknowledged problems relating ultimately to time, money, comfort or risk. Prattling on with spurious features early in the sales process creates distracting noise and potential price concerns, preventing the buyer from focusing on the real value you offer in meeting their business needs.

Fourth Sin: ‘Objections are opportunities’. Not so. Objections actually reveal that the sales person has sought to close prematurely or that they do not fully understand the needs of the buyer. Objections are not buying signals nor are they opportunities to close. Yes, objections need to be overcome when raised but they are usually generated by amateurs. It is always better to avoid objections by first having them expressed by the client as problems before any attempt to close. Only seek commitment once you have complete understanding and the buyer’s readiness to purchase has been confirmed.

Fifth Sin: ‘The product is the product’. Not really. Selling the product, service or solution is the third and final sale in any engagement. The prospective client first needs to be sold on your worthiness (credibility) for investing their time and effort. The next thing they need to establish is trust in you and your organisation. Can they actually trust you with the information you are requesting and can they trust you to competently and ethically make recommendations in their best interests? If the first two sales are made, then selling the product, service or solution becomes very achievable once you align with their buying criteria and procurement process. The product is therefore problem resolution through the sales person. The buyer will engage effectively only once both credibility and trust have been established.

Sixth Sin: Skill and knowledge define value and success. Although these are important prerequisites, the real differentiator in the workplace and market is positive attitude and ability to influence. Knowledge and qualifications can easily create alienating arrogance and pride. People don’t care about what you know; they care about what you can do for them. This is why having a positive attitude and proven ability to deliver is crucial.

Seventh Sin: ‘Success is just a numbers game’. Work ethic is important and understanding the required activity levels for building and maintaining a sales funnel is essential. Yet the mediocre focus on being efficient in the least important activities. Be effective and avoid the busy fool syndrome. This means doing the right things, with the right people, at the right time. Yes, understand and honour the required activity levels for a healthy pipeline but progressing a prospect to becoming a customer is not about numbers; it is all about people, process and strategy.

If you valued this article, please hit the ‘like' and ‘share’ buttons below. This article was originally published in LinkedIn here where you can comment. Also follow the award winning LinkedIn blog here or visit Tony’s leadership blog at his keynote speaker website: www.TonyHughes.com.au.

Main Image Photo by Flickr: KungPaoCajun

Behind every great sales person is a surprised CEO

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In my first sales job, at age 25, I was crap… for a little while until I became good, then great, then the most successful person the industry had ever seen. I sold to IBM at prices 70% higher than the incumbent competition and IBM remains a customer for my old employer 25 years later. My run-rate success took 120 days and within two yearsI won the biggest deal the company had ever done. When you consider my starting point, it is staggering. I had much working against me inside my head (just lost my business, mother just died, car stolen, dog run over, relationship breakdown and family imploding, combined with a negative attitude about my new career).

A colleague once joked to someone as I walked into the pub after work: “Here’s Tony; you run a warm bath and I’ll get the razor blades.” So how did I set sales records that were never broken and make President’s Club for BellSouth globally? The answer is that a small group of people believed in me and were willing to take a chance on me. They invested their credibility, time and emotional energy. Especially my first sales manager, Keith Sutton, who invested a whole day with me on the road every week without fail. He didn't rescue me or do my job by jumping in to make the sale. He let me fail, then he debriefed me, asking great questions, coaching and mentoring me. He also sat with us at one of the workstations rather than in an office. He did this so he could hear us on the phone and he would often walk over and offer to buy me a coffee where he would chat about my technique or choice of words and questions with a prospect. My sales manager was the biggest reason for my success.

The best CEOs understand that the value of a sales manager is defined by how many hours they invest with their people in the field and the time poured into coaching on opportunities, instilling strategy and disciplined execution. But sales management is typically the weak link in the revenue chain because they become bureaucrats, administrators and CRM jockeys who spend most of their time managing-up to bosses who destroy their productivity by endlessly asking about the forecast. Who contributed most to your success?… track them down and say ‘thank you’.

If you valued this article, please hit the ‘like' and ‘share’ buttons below. This article was originally published in LinkedIn here where you can comment. Also follow the award winning LinkedIn blog here or visit Tony’s leadership blog at his keynote speaker website: www.TonyHughes.com.au.

Main Image Photo by Flickr: Flazingo Photos

5 Topics That Sellers Should Write About

Every real profession demands that its members read to remain relevant. Their members research topics including the latest trends, industry obligations, case studies and research findings. Those within their ranks who are respected most are the ones who develop insights, achieve the best results and publish their findings.

Don't claim to be a professional and then tell me you don't read... you're joking, right?

According to CEB research, 95% of buyers expect insight from the seller. Yet Forrester Research highlights that 85% of sellers fail to meet buyer expectations while CEB research found that 86% of sellers fail to differentiate in the mind of the buyer. We clearly have a problem but it can be solved when sales people embrace imperative to write within the guidelines of their company and with management and marketing serving as editors.

If you want to transform the way you sell, commit to reading and then writing. Don't just read about how to sell, also read about the issues that impact your clients. Researching and writing is the best possible sales training a person can have because it forces the individual to go deep and test assertions while creating their own authentic narrative.Here is why sales people need to write but...

Should sales people write or 'curate' content during office hours or selling time? ... No!

Sales people should instead invest 30 minutes a day in their own time, before or after work, for career development. They should also work closely with their marketing department and manager to ensure quality, leverage tools, and be aligned with corporate messaging and policies. There are two types of content publishing:

1. Content curation. This is where you work with other people's content and publish Updates via LinkedIn, Twitter, Facebook, Google+ or other social platforms in which your clients and target market monitor and engage.
2. Content Authoring. This is where you create your own blog posts or articles that demonstrates insight and value for your target market. It is also how you evidence your credentials and set the agenda with those whom you seek to engage.

Content publishing is important because 75% of buyers use social media to research sellers before engaging (Source: IDC) and 74% of buyers choose the seller who first provides insight and value (Source: Corporate Visions). It begs the question: What do people see when they find you online? Do they see a sales person's CV or do they see a warm professional person offering insight and value?

Go beyond the basics of personal branding to also attract and engage with content

Content Curation

'Content curation' is the process of working with other people's content where you add brief commentary and then share with your network. Your goal is follow those who are relevant for your target market and then become the 'forager for the tribe' as David Meerman-Scott says. Everyone is busy and you can provide value by being a content aggregator where your market can simply follow you to see content from dozens of sources they don't have time to research individually themselves.

Who are the journalists, bloggers, analysts and industry leaders that your market audience follows and respects? By attaching yourself to these personal brands you elevate your own, and by sharing their content with short additional insights and commentary you can create value for those who follow you. From this list, highlight the individuals with substantial following within your target market whose followers you would like to become your own. Who has substantial following within your target market?

The above format is my simple way of recording the details of those who can provide you with valuable content to then share with your network. Hootsuite or Buffer are excellent technologies for easily creating a scheduling content to be automatically published at the best times. 

5 Topics to Inspire Content Creation

We need to publish content write about what interests our audience instead of projecting our 'value proposition' or factoids about our company, product or service. Importantly, we must be clear about who we are targeting with our content and here are content categories that sales people and marketers can use to create blog articles to write that attract and engage clients.

1. Your customer’s fears and concerns (competition, disruption, etc.). Without writing from a negative perspective: What are the risks that your customers face? What competitive risks that worry them? How are they being 'disrupted' by technology, changes in the economy or legislation, agile competitors, off-shoring, etc. These topics and more can be the subject of posts you write
2. Insights from research data that impacts your customer’s world. Search and subscribe to analysts that comment of your customer's industry or the trends that impact them.
3. Blind Case studies evidencing how things can be improved. Every sales person needs to be masterful at telling powerful true stories of how their customers solved problems, created business cases, managed change and delivered transformation. Even if the client won't do an official case study or testimonial, it can be written by the sales person and attributed along the lines of: One of my clients shared some insights with me recently concerning how they ....
4. Objection neutralizers that positively position and set the agenda. As an example, I work with a client in the recruiting industry and a common objection is: 'I'm too busy meet but if you have a candidate then send me their CV'. I've coach recruitment sales people to write posts along the lines of: How 20 minutes saves 12 hours and dramatically reduces hiring risk. Skills, experience and qualifications are easy to screen but cultural fit is where the greatest risk resides in a hiring decision. List all of your common objections such as 'I'm too busy', 'We have an incumbent supplier', 'You're too expensive', etc and write about why that is the very reason they should meet you.
5. Newsjacking topical events to create interest. When Harrison Ford crash-landed his plan on a Californian golf course, I had this post up within 90 minutes.

Trigger events are excellent opportunities for both content creation and initiating contact with potential buyers. What events provide potential opportunities to improve your own customer service, intercept competitor customers, or engage potential clients early in their buying process? In the mind of the buyer, trigger events create awareness of opportunity or need and can amplify perceptions of pain. These events can motivate people to take action to change the status quo? Trigger events can include changes in personnel, a major scandal, legislative changes, new compliance obligations, products going ‘end of support’, suppliers being acquired or dropping the ball, competitor staff leaving or retiring, new leaders coming into the organization. My worksheet below is ideal for identifying trigger events and establishing the best way to monitor.

Sales people should work with their marketing team to formulate strategy, select the right tools and secure the right levels of training and support to build their individual sales pipelines. Here are my tips for going beyond content curation (working with other people's content) and writing your own material that sets you apart as a sales person:

1. Identify your audience and then write for the one person or role you are seeking to influence. This makes it targeted, personal and on point.
2. Be clear in your own mind about why your message is important and what you want them to do about. But avoid any call to action that overtly seeks to sell or paints you as a salesperson.
3. Create a catchy headline (think like a newspaper editor).
4. Use an eye-catching picture that has an abstract relationship to your topic. Honor copyright by using 'common use license' images and attribute source, or use your own photos.
5. Have an opening that hooks, a body that informs and a close that motivates or inspires. Deliver insight rather than mere information.
6. Aim for 700 words and don't ramble. Longer is okay and some of my best posts with more than 220,000 reads have well over 1500 words.
7. Create back-links to other content but never use click-bate to take people to another site where they have to complete forms or register to view content.

If you don't read, then you're not a professional. If you can't write, then you can't sell because you are incapable of building a strong personal brand online that shows insight and attracts clients.

If you valued this article, please hit the ‘like' and ‘share’ buttons below. This article was originally published in LinkedIn here where you can comment. Also follow the award winning LinkedIn blog here or visit Tony’s leadership blog at his keynote speaker website: www.TonyHughes.com.au.

Main Image Photo by Flickr: Joe Flood Follow Writing = Breathing

The Test For Assessing Sales Aptitude

I’m giving you my sales aptitude test linked here absolutely free but I encourage you to first read this advice. I’ve been in professional selling for more than 3 decades and during that time I’ve been a sales rep, sales manager, sales director of public companies, and Managing Director of my own businesses and also for the Asia-Pacific region of global operations. I've written a best selling book on sales leadership and I teach sales master classes for the MBA program at the University of Technology Sydney.

You’d think I would be masterful at hiring the right sales people. But I have a confession to make – it’s incredibly difficult!

What defines the right sales person and how do you screen-out those who look good but can't deliver? Once you’ve got a short-list, how do you get past the masterful façade being projected? How do you differentiate the candidates and find those with the right attitude and values? I’ve written about the importance of cultural fit and how to best execute a job interview but for the employer or recruitment consultant, how do you uncover the truth about their capabilities, values, and weaknesses?

Without doubt, the biggest mistake a manager can make is to hire the wrong person. This is because it damages your own personal brand and wastes huge amounts of time and emotional energy in managing the person out. It also has devastating consequences on revenue and lost momentum. Finally, it can also damage corporate relationships in the market-place. Never hire the best of the bunch. Only hire the right person – the one you feel strongly will be successful in the role and fit within your team culture. Here is what I regard as the best process for hiring and also rules that should never be broken if you are committed to managing risk.

Go beyond the job description and qualifications. Forget generic job descriptions! Instead write an ad that talks about what the person is expected to do and how they will need to execute. Ask them to write a one-page letter, attaching their CV, highlighting why they are the ideal candidate to join your team. Don't accept something that merely plays back the advertisement and obviously reject those who do not have prerequisite qualifications and experience. Does their CV provide evidence of consistent high performance? Have they been with past employers for sustained periods of time? Do they possess the necessary qualifications and experience?

Progressive screening to qualify out. Now that you have an initial group of candidates who have the necessary qualifications and responded as requested; it’s all about a progressive qualification process to continually screen down to a short-list.

Can they write? If they could not write a good letter (structure, grammar and spelling) or failed to do basic research and adapt their pitch, then reject them immediately. The covering letter and CV should also have been tailored to show relevancy for the role. You don't want a generic sales person and neither do your prospects and customers. Seriously, this is important because if you hire someone with poor written communication skills, you will forever be editing or rewriting proposals or correspondence – you don't have time. Worse than this, they will submit losing proposals that miss the mark with prospects. In complex B2B selling, written skills are essential.

LinkedIn social proximity. LinkedIn is phenomenally powerful and it is likely that you know someone who knows someone who knows your candidate. Use your network to check the candidate out informally. Do it as an ‘off the record’ conversation, nothing official. Ensure the conversation is nuanced and that you pick-up the subtext of commentary about the individual. None of these conversations should be with a formal referee listed on the CV and certainly not with their current employer.

Psychometric Testing. The next step is to conduct psychometric testing (intelligence and operating style) and personality profiling (if not incorporated into previous). Here is something controversial: I don't hire amiable personalities for business development roles – they have no chance of executing concepts such as Challenger Selling. Anyone who has a personality that avoids conflict or tension will be high maintenance and struggle to execute – you will forever be pushing them. The HR department will not like this, nor will they be in favour of informal ‘social proximity’ conversations but you cannot afford to get the hiring decision wrong, and you must take all necessary steps remove risk from the hiring process.

Written Exercise. Can they write under pressure? Before you run your ad, take the time to create a realistic sales scenario with a two page brief supported by a subset of your marketing collateral. This should be tailored for the sales role (field sales versus inside sales versus pre-sales / solution architects). Only give the candidates 24 hours to respond. For a business development role, ask them to write a two page executive summary that would lead a formal proposal. You’re looking to see whether they can construct a relevant, concise, professional, logical, evidence-based letter that focuses on business value rather than features of your company or functions of your product, service or solution.

The Interview. This is where you are laser-focused to determine cultural fit. They have already demonstrated that they have the skills and qualifications to do the job but now it’s all about their values, work ethic, attitude and personality. Put them under pressure and ask them to provide real examples of how they’ve dealt with difficult situations. Ask them these kinds of questions: 

• How do you define ‘strategic selling’ – what do you do that makes you ‘strategic’?
• What was your biggest loss and what did you learn?
• How do you qualify an opportunity?
• What was your biggest win and how did you create value and manage risk?
• What’s your approach for building pipeline and how do they leverage LinkedIn and other social platforms and tools for monitoring and research?
• What are the professional development books you’ve read in the last 12 months?

Integrity trap. If the candidate comes from a competitor, ask them what they can bring to role beyond their skills and experience. Ask them what IP they possess that can help them accelerate their success. If they say anything other than their insights, domain expertise and relationships; don't hire them. Anyone who offer to bring a contact database, pipeline report, or any other private and confidential information belonging to your competitor will most likely do the same to you when they leave. Integrity is everything – yours and theirs. There are also obvious legal issues you could become embroiled in. Your personal and corporate reputation is everything so reject anyone who shows poor moral judgement.

Reference checking. Never delegate reference checking and never make it an afterthought. Always select the people you want to talk with rather than the ‘buddies’ listed as referees on the candidates CV. You know they will say nice things and report back to the candidate afterward. Instead select the most senior contact of a large deal they won, or a senior contact with their biggest channel partner. The hiring manager (the person who the candidate will directly report to) must do the reference checks personally, over a coffee if possible rather than a phone call.

Hiring the wrong person is the biggest mistake you can make. It will cause you enormous pain and damage your own career. When in doubt about a candidate, don’t hire them. Wait, be patient, get it right. If you use a recruitment consultant, make them earn their fee by ensuring they understand your culture and that they define value in fewer CVs rather than more CVs. Don’t let them bombard you with marginal candidates or send you anyone that is not both technically and culturally qualified. The very best recruitment consultants work with a ‘less is more’ ethos and invest the time with you to understand your culture.

I promised you a free Sales Aptitude Test for complex B2B selling and here it is... Click the image below.

I won't use your email address to market to you – no spam. The self-assessment takes approximately 50 minutes but there is no time limit. Upon completion, summary scores are provided for the following seven competencies in professional selling:

1. Sales Process
2. Communication
3. Knowledge, Attitude and Skill
4. Opening
5. Closing
6. Objections
7. Opportunity Development

If you valued this article, please hit the ‘like' and ‘share’ buttons below. This article was originally published in LinkedIn here where you can comment. Also follow the award winning LinkedIn blog here or visit Tony’s leadership blog at his keynote speaker website: www.TonyHughes.com.au.

Main Image Photo by Flickr: Quinn Dombrowski - A bizarre job interview

"Confidence, the feeling you have just before ..."

It matters how we define words. This definition of confidence [the feeling you have just before you understand the situation] was instilled by my flying instructor and saved my life. Be positively paranoid: "Where will you land if you lose the engine?”, he would ask as he killed the throttle.

I was a pioneer in the ultralight movement and learned to fly in a single seat aircraft but when I bought an aerobatic biplane I thought I should get some formal training. I went solo in Cessna 152 in club record time (6.3 hours) because I could already fly. I crashed my biplane more than 27 years ago. The undercart was ripped away, the lower wing spars snapped, the engine mounts shattered; but it was a successful landing after an engine failure above the pine forest in the background. I'll write a detailed post about this incident later as it has many lessons for business and professional selling.

He taught me a little bit about the skill of flying and a huge amount about my attitude. I’ve carried these lessons into professional selling and business. I’m always ‘positively paranoid’ about what could go wrong in a sale. I’m not negative but I’m constantly thinking about things such as, ‘what happens if my key relationship leaves?’ or ‘what’s going on politically?’ or ‘what’s the competition up to in my account?’ or ‘what are their internal options?’ or ‘could their funding change?’ or ‘what could wrong with their process?’

The best sales professionals manage risk for themselves and their customers. Hope is not strategy. Planning, preparation and masterful execution are the hallmarks of a pro. Look at the top 3 deals in your forecast right now; do you really deserve to be confident? Don’t worry about things outside your control but what risks can you positively manage.

If you valued this article, please hit the ‘like' and ‘share’ buttons below. This article was originally published in LinkedIn here where you can comment. Also follow the award winning LinkedIn blog here or visit Tony’s leadership blog at his keynote speaker website: www.TonyHughes.com.au.

Main Image Photo by Flickr: Bill Larkins

Suicide & The Workplace — Sales Career Truth

Natasha David worked for me ten years ago as Marketing Manager in a technology company where I was Managing Director. One morning I received a call... her husband had died and was in his late twenties. "I'm so, so sorry Tash... what happened?" an awkward silence followed. How do you talk about a loved one who commits suicide? How do you cope with the feelings of guilt about failing to save them or not being close enough to recognize what was about to happen? I felt paralyzed but we did our best to give her all the space and time she needed to be able to manage.

One in five people will suffer from mental illness this year... all of us work with people who suffer from depression, anxiety or other disorders.

Many questions and emotions swam around in my head in the months following this experience. Two years earlier in the same company where Natasha lost her husband, our Professional Services Manager lost his 20 year old son to Leukemia. There was a dramatic relapse just days from the twelve month anniversary of cancer treatment when he would be officially pronounced as being in remission. It was heart wrenching to witness let alone live through. We also supported him by removing all work pressure and providing complete flexibility on full pay for as long as he needed. Without any fuss, his team rallied and covered all work demands. He slowly re-joined work and we were able to tentatively talk about his son with him. There would be stilted conversations and tears but it was okay... all part of the process of creating a meaningful life without his beloved son as well as honoring his son’s memory.

For friends and colleagues, what is the boundary between showing care and prying into someone's personal life when they suffer loss or are seeking to deal with their own demons of depression or other mental illness? Is the workplace somewhere the grieving person goes to escape or can it be a place of healing? Is the workplace where those with invisible disabilities come to hide and deny or can they be accepted and respected?

Suicide seems to be different... a social taboo with stigma attached to the death of a loved one. I never did manage to have a conversation with Natasha; just a few hugs and as much workplace support as I could provide. She withdrew and coped in her own way... I did the same when I lost my mother at 25 – it was at times a dark lonely place. After losing her husband to suicide Natasha was pulled into a dark void and checked herself into hospital where she had a profound realization that can save lives …

The Life Saving Truth: "Suicide only transfers the pain to everyone else."

This something we should all share with anyone we think is in a bad place with depression or other mental health issues. Natasha is one of the most courageous people I have met and she is about to publish her book, Marrying Bipolar. It provides amazing insight for anyone wanting to understand mental illness. Winston Churchill described depression as the black dog but it is far more complex than applying labels.

Natasha decided that if she was to push on, she would make it the best life she could live. She has done exactly that and her book will make a difference in many lives. I'll be at Natasha's book launch at Dymocks in Sydney on April 1st (no joke) and you can sign up for the event here or pre-register for her book, Marrying Bipolar, here.

Natasha's story shows the devastating impact for those around someone suffering from mental illness but what if you are directly managing or working with someone who has a mental illness? I've managed sales people for many years and I am sensitive to the tell-tale signs. I have a personal experience with mental illness as the son and then the business partner of a bi-polar father. Others in my family also suffer from mental illness but I thank God not my wife, children or me.

Professional selling is brutal... it is not for the faint-hearted. High levels of emotional intelligence (EQ), business acumen, strong work ethic and resilience are all essential. I've seen sales people battle through massive highs and devastating lows, damaging the very relationships they need to succeed, going troppo on drugs and alcohol, going missing for days until they emerge from their dark fog.

All this raises two important questions for sales leadership:

1. Does selling attract those who are inadequately equipped to cope with the demands of the role?
2. What can sales leaders do to help and manage those in their teams that suffer from a mental illness?

1. Does selling attract people who are poorly equipped psychologically?

The research has evidenced that mental illness does not discriminate by ethnicity, age, gender or career choice (Meadows, Farhall, Fossey, Grigg, McDermott & Singh, 2012). Throughout my professional career, the most common mental condition I have encountered in sales people is bi-polar. This term used to be identified as manic-depression and both are apt descriptions for the huge mood swings that can damage relationships with clients, staff and partners. On top of this they require persistent, consistent management therefore consuming disproportionate amounts of a manager's time and energy. Although anyone with a disability ̶ physical or mental ̶ can be a productive and valued member of a team, they need to find the right job position, have a supportive manager and work environment.

The biggest mistake a manager can make is to hire the wrong person and the second biggest mistake they make is holding onto staff that need to be moved on.

This sounds very harsh but it's a truth all managers must face. The best way to do so is with empathy and compassion in seeking to help people work in roles that best suit them. A lack of compassion combined with relentless pressure and judgment exacerbates the risks and highlights a sales manger’s poor values or interpersonal skills.

Selling is one of the toughest jobs; for anyone to sustain success they need the following attributes:

• Resilience: The ability to cope with rejection and disappointment amidst relentless pressure to perform and deliver results
• Emotional Intelligence (EQ): The ability to truly understand your personal strengths and weaknesses while being able to read people and politics
• Good work ethic: The discipline and ethos of doing what it takes rather than your best by committing the required time and energy in paying attention to every detail
• Curiosity and intelligence: Beyond being smart, this is also being obsessed about the customer's world, how results can be delivered and how risks can be managed
• Insight and domain knowledge: Specialization in an area that matters to the customer with you being able to provide genuine insight to the people who make decisions.

Track record, qualifications and work history are easy to validate. Every hiring manager needs to go beyond these and be clear about what defines a 'cultural fit' for sales people by evaluating candidates against the above criteria.

2. What can we do to fulfill our duty of care for those who are struggling?

Make no mistake; leadership carries a burden both morally and legally. We have a duty of care to those we employ and to those with whom we share our lives. We need to create person-centered cultures rather than toxic performance-based furnaces. I've written previously about two contrasting corporate cultures (love vs greed) and we need to create environments where work has purpose, value and respect for those around us.

A healthy workplace is a community where employees are valued members of a team rather than mere units of production. Where relationships are real and the corporate values play out in the positive behavior of the leaders.

We need to ask people if they are okay and really mean it. The best way to create a high performance culture is to be authentic about delivering value for clients and building relationships of trust and respect. Executing this requires leaders who are the real deal and able to rally people to their cause; yet becoming a great leader in an inside job rather than projecting a persona.

Capitalism without compassion is commerce without a soul. We all want to make a positive different in the lives of others but not everyone can be a winner who stands on the podium in first place. Great leaders embrace diversity and leverage individual strengths within teams. As a leader, seek balance and value individuals as people who have their own fears and shortcomings as they pursue their aspirations. Have the courage to talk with an employee or colleague about how they are really going with genuine empathy.

Ask 'how are you going... really?' Then listen like you've never listened before. Everyone needs to be heard. Everyone needs someone who cares and believes in them.

For more on this important topic, please read The Darker Side of Selling by my good friend Bernadette McClelland. She provides three examples of the unhealthy pressure and destructive behaviors that plague many sales environments.

If you valued this article, please hit the ‘like' and ‘share’ buttons below. This article was originally published in LinkedIn here where you can comment. Also follow the award winning LinkedIn blog here or visit Tony’s leadership blog at his keynote speaker website: www.TonyHughes.com.au.

Reference: Meadows, G., Farrell, J., Fossey, E., Grigg, M., McDermott, F., & Singh, B. (2012). Mental Health in Australia: Collaborative community practice (3rd ed.). South Melbourne, Australia: Oxford University Press.

Main Image Photo by Flickr: Jo Christian Oterhals My heart burns there too

Using ‘risk as a weapon’ helped win a $100M deal

Earlier this year I was retained as external deal coach to help win a huge contract for a global services provider. They knew they were coming second, at best, when I joined the team and I did my usual thing of probing their position with relationships, value creation, process alignment and strategy (political and competitive). The first thing that struck me was the absence of ego in the team and the willingness of everyone to play their role regardless of [senior] titles. We explored our potential win themes from the customer’s perspective and set about creating an executive summary that would also serve to brief the broader team and drive the messages within the massive bid document. It is incredibly difficult to craft a great executive summary but we were very happy with where we landed.

The clarity I helped provide the team was that ‘senior executives care about delivering outcomes and managing risk’, and to ‘use risk as a weapon’, and ‘get them to fall in love with your delivery people’. We were partially incumbent and we knew their networks, people and processes. We could therefore implement quickly and with lowest risk, and it was the insight and domain expertise of our people that provided the confidence in us on the buyer’s side. We won the deal and a few weeks after contract signing the customer provided a debrief. Without having our document in the meeting, they listed everything we had highlighted in the executive summary as the reasons they selected us!

For complex solutions, be smart about what really differentiates you. It is rarely your technology, product, service levels, market presence or brand. Instead it is usually your people, expertise, track record, methodologies and ability to manage their risk that will set you apart. How can you use risk (in the mind of the buyer) as a competitive weapon to improve the likelihood of winning?

If you valued this article, please hit the ‘like' and ‘share’ buttons below. This article was originally published in LinkedIn here where you can comment. Also follow the award winning LinkedIn blog here or visit Tony’s leadership blog at his keynote speaker website: www.TonyHughes.com.au.

Main Image Photo by Flickr: pshutterbug

You Only Have 20 Seconds So Lead With ‘Why’

We're delegated down to those we sound like and we only have 20-40 seconds to create the right impression and hook an individual or audience when we engage. This is especially true in an age of social media, sound bites and executive ADD. The very best sales leaders focus on 'why' and 'when' because these define relevance and urgency. The 'what' and 'how' are mere detail yet most sales people lead with what their company does, how they do it and then dump facts that they think provide credibility… this is a HUGE mistake if you’re seeking to engage at the right senior levels.

By focusing on 'why' and 'when' we overcome the worst of competitors ('do nothing' or client apathy) while assisting in the creation of a strong business case for purchase and implementation. Talk the language of leadership which is 'business outcomes' and 'managing risk’. Here is the most important question to ask yourself to plan for a meeting or in formulating value strategy: What is the business problem we solve for clients and why is it important? Then ask yourself: How do we create compelling business case value and manage their risk better than the competition, including their internal options? Finally, how can I lead with insight to earn the conversation and what questions set me apart in leading to the unique value I offer?

The way we sell is more important than what we sell. Become masterful at opening rather than closing. The way we open a sales call or business relationship, and our ability to set the right agenda, is critically important.

If you valued this article, please hit the ‘like' and ‘share’ buttons below. This article was originally published in LinkedIn here where you can comment. Also follow the award winning LinkedIn blog here or visit Tony’s leadership blog at his keynote speaker website: www.TonyHughes.com.au.

Main Image Photo by Flickr: Paxson Woelber

Why Sales People Must Become Micro Marketers

Segmentation has always been important in business but it's essential when products and services drift toward commoditization. Don't fall into the trap of allowing low margin products to be sold by outdated and expensive direct sales models. Designing customer experience determines how, when and where sales people play a role in client acquisition.

Sales people need to fund themselves from the value they create rather than from the margins that the product or service delivers.

Embrace the reality in the above statement and instead take the low value commodity products and services away from field sales people and give that sales quota to the head of marketing! Then for the complex or high value 'solutions' that remain, equip your sales people and sales managers to 'move to value' in how they engage their markets.

Sales and marketing are competencies, not departments. Marketing therefore needs to sell and sales people must become micro-marketers to attract and engage clients

But for marketing to succeed in creating exceptional customer experience, the CEO needs to become the Chief Customer Experience Officer. This post is not about the marketing department so let's move on to what is important for sales people. 

For any sales person to prosper in their career they need to move beyond being good at building relationships to also embrace the elements sales mastery:

Built on the timeless foundation of business acumen, masterful listening skills andpolitical awareness to develop relationships of trust, these are the three additional elements for today's most effective sales professionals:

• Lead with insight as a domain expert
• Create tangible business [case] value for clients
• Leverage technology to be effective and efficient

Make no mistake, relationships are important but a relationship alone is not enough. Put another way; relationships of trust are an essential prerequisite for sales success but the relationship itself is NOT where the buyer sees value. Buyers today are busy and stressed, and they are not looking for new friends nor do they want to entertain 'professional visitors'. They instead require greater value from fewer relationships. They care about how their suppliers can help them achieve their goals and manage their risks.

The modern sales professional takes ownership of creating their sales pipeline

Marketing initiatives rarely create conversations with senior decision makers. Instead, senior executives and seasoned sales people are best equipped to target and engage the key decision-makers within client organizations. But hammering away on the phone with cold calls is a thoughtless and negative approach because less than 2% of cold calls yield any kind of positive result.

Rather than interrupt and push, the best approach is attract and engage on engagement platforms such as LinkedIn. To attract buyers we must show insight and relevance... salespeople must create content.

When I speak at conferences this is the assertion that sparks the most debate... sales people write content! There is an inconvenient truth today for anyone in sales: If you can't write, you can't sell. This short video John Smibert did with me explains my rationale.

Here are four reasons for sales people to write content with their managers and marketing department supporting them with ideation, proof-reading, editing and publishing tools:

1. Educate yourself and develop domain knowledge and expertise
2. Connect with industry leaders to build your sphere of influence
3. Attract clients and an audience to support your business goals
4. Build your personal brand evidencing credibility, value and insight

In an online world we are known by who we are connected to and what we publish. According to IDC research, 75% of buyers research the seller before engaging. What do they see when they view your profile? We want people to see a credible domain expert worthy of trust and an investment of  time.

In my next post I will provide five topics sales people can  write about but micro-marketing includes more than writing and publishing. We must also create a strong personal brand and here is how to begin. Technology also plays a pivotal role and this is where sales people should be committed to embracing CRM for the marketing team to include their prospects in lead nurturing, drip marketing and event initiatives.

The 'Updates' section of LinkedIn is very powerful, and scheduling tools such as Buffer make the process easy for sharing other people’s articles, blogs, research, infographics and Tweets. Content can easily be sourced with sales people identifying influencers in the market and individual content capture and scheduling is as simple as clicking a button in the web browser.

Sales people must consciously associate themselves with leaders who are respected by their potential clients and transform their LinkedIn profile to be a personal brand micro site instead of an online CV. Connect with leaders admired by your clients and then share their content as a 'content aggregator' who adds your own insights... working with other people's content is the easiest way to begin your content publishing journey.

If you valued this article, please hit the ‘like' and ‘share’ buttons below. This article was originally published in LinkedIn here where you can comment. Also follow the award winning LinkedIn blog here or visit Tony’s leadership blog at his keynote speaker website: www.TonyHughes.com.au.

Main Image Photo by Flickr: Susan Murtaugh Follow Advertising

The Evolution of Selling

Professional selling has evolved yet many operate with methodologies and practices that belong in last century. Understanding history is a way of ensuring that the mistakes of the past are not repeated.

Professional selling has existed for thousands of years and can simply be described as commercial influence. The terms 'hunter' and 'farmer' were coined by the insurance industry in the 1870s to describe 'producers' (those who wrote new business) and 'collectors' (those who collected the weekly premiums). Contrary to stereotypes in enterprise selling, the best farmers are actually hunters within existing complex accounts.

Modern corporate selling began to take shape following World War II and in the 1950s there were two forces that combined to forever change the sales industry; one was psychology and the other was process methodology. These disciplines conjoined to manifest in a five step method that worked when selling simple products or commodity services in short sales cycle environments.

The process was described by Dale Carnegie in the acronym AIDCA and, in the illustration above, shows how the seller works through the five steps to secure a buying commitment. This methodology works best in commodity, retail and direct consumer selling but fails to address complexity and strategy. Amazingly, there are still sales people today that practice this style of selling in complex corporate sales environments and they transparently adhere to the AIDCA steps:

• Attention; through ‘sizzle’
• Interest; aroused through features and benefits
• Desire; by linking the above to needs and wants
• Conviction; from the seller in overcoming objections
• Action; by actively and assertively closing for commitment

This was later abbreviated to AIDC with the C standing for Close. In the 1960s and 1970s psychological techniques became more sophisticated but the approach was still one of manipulating the sale and persuading the prospect. There was much emphasis on personality and charisma and the only substantive new element to be added to sales practice back then was greater analysis of the statistical aspects of success. Problems persisted however in large complex selling and in the 1970s AIDCA was usurped with a focus on Features (and Functions), Advantages and Benefits (FAB). But this new FABemphasis meant that sales people often became trapped below the level of real power due to the bottom-up approach. In this era, discipline in sales process inputs became the hallmark of effective sales management while sales people focused on conveying the message of features as benefits. Vendor ‘benefits’ however rarely translate to tangible business value and the sales person’s audience often consisted of recommenders and influencers within corporations rather than real decision makers.

During the 1970s and 1980s, large corporations made considerable advances in how they managed the procurement process and devised buying techniques designed to foster supplier competition and thwart clever and charismatic sales people. Sales techniques that worked in the past increasingly became barriers to success, especially in more complex environments. Professional buyers became better educated and more sophisticated and did not respond favourably to clumsy or manipulative selling behaviours. Consider how today’s prospective clients view outdated sales practices from last century:

• Assertive or persuasive is usually perceived as aggressive or pushy
• Persistent is often perceived as annoying and not listening
• ‘Positive questions’ are perceived as rhetorical and manipulative
• Positioning features and benefits equates to not understanding or being too expensive

Throughout the 1980s there was greater awareness of the fact that aggression from the sales person created defensiveness with the customer; but that trust and understanding created cooperation. It was in this context that the psychological practice of Neuro-Linguistic Programming (NLP) came to the forefront of the sales training industry. Although not invented by Anthony Robbins, he leveraged and enhanced NLP, applying the principles to the sales profession. This new trend matured in the 1990s and focused on subconsciously building trust and influence with others.

But during this period there was also serious research being done concerning successful sales behaviours measured from the perspective of professional buyers. This research was led by Neil Rackham from Huthwaite who developed SPIN Selling ©, the forerunner of today’s value-based approach to professional sales. Huthwaite documented a methodology that revolutionised professional selling by focusing on problems, the implications and the specific business benefits of resolving them by implementing solutions. Neil Rackham's influence and contribution to professional selling is second to none. But even with his revolutionary approach many sales people continued to operate below the level of real power and the vast majority persisted with their feature, function, advantage, benefit (FAB) mantras. Old habits really do die hard but things were changing.

A number of sales process methodologies emerged in the late 1980s and 1990s as best practice for qualifying, managing and formulating strategy for complex sales opportunities. They remain highly relevant today and promote a top-down approach aligned to the political and economic power in a buying organization.

The most successful sales professionals see themselves as problem solvers with specific domain expertise. They value their time and the time of others, so they don’t waste valuable resources or emotional energy trying to convince people to buy something not genuinely needed. This is because to do so, they would violate their personal values and professional integrity. High achievers carefully invest their time with the right people and ask the right questions. Consider the following summary of today’s values-based approach which is predicated on trust, understanding and integrity expressed through:

• Genuine interest in the customer
• Thorough enquiry concerning their problems and opportunities
• Full understanding of the implications and needs
• Identifying specific benefits and priorities
• Negotiating how to proceed and implement

Values-based selling is in stark contrast to the AIDC and FAB methods from last century and this modern and ethical approach is aligned with the customer. The best professional buyers define their relationship with sales people as the process of reaching progressive agreement concerning the purchase of something they need and can afford.

In this customer-centric model, the sales person’s role is to fully understand the customer’s requirements and conditions for complete satisfaction. They then validate the suitability of what can be supplied to exactly meet the customer’s needs.

Outdated or manipulative sales techniques should have no place in the life of today's sales professional. Values-based selling instead adopts a customer-centric approach to define and deliver genuine value based on understanding, solving problems and helping people make mutually beneficial buying decisions.

Sales 2.0 in a web 3.0 world follows but that is the subject of another post about Social Selling 3.0. You can learn more about SPIN training programs from Huthwaite at this link.

If you valued this article, please hit the ‘like' and ‘share’ buttons below. This article was originally published in LinkedIn here where you can comment. Also follow the award winning LinkedIn blog here or visit Tony’s leadership blog at his keynote speaker website: www.TonyHughes.com.au.

Main Iamge Photo by Flickr: Penelope Else

People Are Motivated By Reasons They Discover

Building trust and creating value is at the heart of professional selling. But no-one is motivated by our promises or pitch. Telling is not selling. Information does not inspire or differentiate. Facts and data do not equate to insight. The art of selling is in helping people have an epiphany that you personally – before your company, product, service or solution – are what they need. People have always bought from those they like and trust, but success for sales people requires one more ingredient today – value through insight.

The very best sales people are not warriors of persuasion, but rather engineers of value. They are naturally curious and obsessively focused on the customer’s world. I used to wrongly believe that the best sales people were the ones selling ‘unique’ solutions… how wrong I was! The best sales people are actually those selling commodities; because the only way they can effectively differentiate is in the way they sell.

Here’s a revelation that will change you sales career – everything is a commodity in the eyes of the buyer; except you and the way you engage your customer. The way we sell is more important than what we sell. You personally are the solution. Think like you’re an extension of your customer’s organization and talk the language of leadership: delivering outcomes and managing risk.

If you valued this article, please hit the ‘like' and ‘share’ buttons below. This article was originally published in LinkedIn here where you can comment. Also follow the award winning LinkedIn blog here or visit Tony’s leadership blog at his keynote speaker website: www.TonyHughes.com.au.

Main Image Photo by Flickr: Arya Ziai

Will Artificial Intelligence Protect Sales Jobs?

I've written about how Artificial Intelligence (AI) is going to create a sales career apocalypse but not everyone agrees with me. I took the time to meet with Matt Michalewicz who is a global leader in applying AI to create opportunities and drive the productivity of sales people. His perspectives are thought provoking and profound.

Although Artificial Intelligence (AI) and automation is going to displace many people in current jobs, including white collar professions,  AI can also make certain jobs more productive. Matt believes that AI can actually make some jobs so much more productive that they will be protected from becoming extinct. I asked Matt to elaborate in the context of business-to-business (B2B) sales roles and here is his response (in italics).

The 'salesperson' job category is predicted to suffer significant job losses in the decade ahead but these predictions are based on a number of factors:

• The growing sophistication of AI technology
• The continuing move by consumers to online, self-service consumption models
• The deteriorating return on investment metrics of many sales jobs (especially “in field” jobs)

Just look at what happened to the salespeople that sold vacuum cleaners, insurance, and encyclopedias on a door-to-door basis. Their demise stemmed from too much cost (salary, travel expenses, commissions, etc.), and not enough yield (too few sales to justify the cost). The same also happened to B2B sales people selling fax machines, radio paging and other technologies that became common-place.

Sales roles in B2B selling are at risk, especially with commoditized products such as liquor, food, carpet, electronics, paint, hardware, among many others (where the average sale size is low, but the costs of keeping reps on the road is high). Unless these companies can increase the yield and sales effectiveness of the in-field reps, they will suffer a similar fate as those that sold vacuum cleaners, insurance, and encyclopaedias. In other words, these sales job types need to become more productive to stay viable from a business (cost/benefit) perspective

But then Matt took the conversation in a surprisingly positive direction.

"Imagine if you had a digital assistant who did your research and created the insights you can take to customers to create value."

All B2B sales people need to lead with insight as their key point of differentiation. I've been following IBM's Watson closely but Matt has founded his own company,  Complexica, focused on the application of Artificial Intelligence to help organizations capture both profit and productivity gains. The application of his technology can change the game for those in B2B selling, especially where there are huge amount of data that can be analyzed. Matt and his team of AI “lifers” have worked in the area of Artificial Intelligence for more than 20 years, written dozens of books on the topic, and Complexica is their 3rd AI company (with their previous being acquired by Schneider Electric in 2012).

Complexica’s core product – an AI-based software robot called “Larry, the Digital Analyst” – has been specifically designed to make sales people more productive. How? By using advanced AI to automatically capture and analyze countless data sets (both internal and external), to determine:

• The most promising customers and prospective customers to visit (where the wallet share potential is the greatest)
• Value-adding insights that can be shared with the specific customer or prospective customer (such as “businesses just like yours are doing/buying/selling xyz at the moment” or “this is what’s selling well in your area” and so on)
• The exact offer to be made to each customer or prospective customer (based on analysis of similar customers and transactions)
• The exact price (again, based on analysis of similar customers and transactions)

Where IBM's Watson is currently focused on medical diagnosis (after winning Jeopardy against the best people on the planet), Complexica began life with a different approach.

Matt explains that Complexica's Larryhas been designed from the very beginning to enhance the value that sales people provide their customers while dramatically improving their efficiency. “We observed that huge productivity gains could be achieved if we could just tell sales reps where the most promising opportunities are, arm them with research and value-adding insights for each visit, and suggest the best combination of products, services, and price for each sales conversation. If we provided this information automatically and simultaneously to hundreds of in-field reps and telesales operators, they would immediately become more productivity and their yield would increase, because they would be targeting better opportunities, with the right products at the right price. From that initial observation, the idea of building an AI-based software robot was born, so we could automate all the complex data analysis to provide right the insight, to the right person, at the right time, without any of the complexity for the end user. That was the moment Larry, the Digital Analyst was conceived.”

Matt Michalewicz is a global leader in AI and the video interview with Sky News makes for fascinating viewing (Click this or the image below to view)

While technology and automation can destroy jobs it can also enhance sales careers and the value being provided to customers. Those sellers who embrace technology to create the necessary value to fund them in their roles will be the ones who prosper.

Matt Michalewicz is co-founder and Managing Director of Complexica.  

If you valued this article, please hit the ‘like' and ‘share’ buttons below. This article was originally published in LinkedIn here where you can comment. Also follow the award winning LinkedIn blog here or visit Tony’s leadership blog at his keynote speaker website: www.TonyHughes.com.au.

Main Image Photo by Flickr: Sean Davis

Leadership: The Power Of Believing In Someone

My dad passed away on Christmas Eve two years ago. He was a committed atheist who taught me the power of belief.

Every word from your lips has the power to build or destroy. Your words can be precious gifts that help change lives because behind their façade of confidence is usually someone secretly feeling that they’re an impostor. Inside the shy or reserved is often someone great who just needs a little encouragement to break-out.

My parents divorced when I was age 9 and Dad moved interstate. He was a workaholic and not around very much so I really only got to know him well in my late teens when I moved to live near him. I then joined him in business and wow, what a ride. Dad was Mensa level genius, bipolar (manic-depressive) and an alcoholic... what a combination. He had a break-down and was hospitalized, and I was thrown in the deep-end to manage the business. My dad was difficult to work with, to say the least, and I was young and judgmental.

But months later, over dinner with just him and me – I asked him to tell me his life story. Judgment gave way to compassion and I started to become aware of the greatest gift we can give to another person... believing in them.

Dad had an unconventional childhood where he lived with various foster parents, estranged relatives, in convents and boarding schools. By the age of 12 he had lived in 16 different places. This was because his fatherwas an Air Force officer during World War II and raised him as a single parent. His mother, Winifred, incredibly beautiful, suffered from postnatal depression and was subjected to electroshock treatment – she descended into severe mental illness and, as was the custom of the day, was institutionalized and never spoken of. Dad only discovered that his real mother existed when he obtained a birth certificate as part of applying for his driver’s license at age 22. He was told that she had died giving birth to him – but this was not true and I was there when he finally met her for the first time, shortly before she died in her eighties.

From birth through to joining the Australian Air Force in 1952, Dad’s childhood was as far removed from normal as one could imagine. He had no real sense of belonging or being loved. To compound his childhood problem of being relentlessly moved from situation to situation, Dad suffered from a severe speech impediment – chronic stuttering. He was always the loner, the outsider, and the target of bullying and sexual abuse.

I asked Dad how in the world he had managed to survive and why he wasn’t a bitter person (Dad was a pacifist and never sought revenge). He answered by telling me about Ms. Beatrice Ternan, a speech therapist, who had the biggest positive impact on him as a child. His stuttering affliction was debilitating and he was sent to Ms. Ternan several times a week for speech therapy exercises. Once she got to know Dad, she let him sit and read, no speech exercises. She would quietly do paperwork and then take him to her home for biscuits and lemonade where he was then collected by his father. She told him that his stuttering was something that would simply pass and she showed him a kindness that he had never experienced. She gave my Dad the gift of believing in him. Beatrice also taught Dad two principles that stayed with him for life:

“To be interesting you must be interested. Give your time generously to others and you will be rewarded many fold.”

As my Dad and I hugged that night he whispered into my ear: “Son, all you need to make it in life is someone who’ll believe in you.” He was that person for me and I became that person for him.

As you embark on your journey in 2016, think also about giving something to others that can change their lives – the gift of believing in them; the gift of encouragement; the gift of speaking positively into their future. There are people in your life that need you to believe in them– your children, your partner, your employees... even your boss.

Bindi Irwin lost her dad when she was young but Steve's belief in her continues to this day beyond the grave. Terri, her Mother, has done an incredible job in raising her children without Steve and keeping them grounded in reality and purpose (environmentalism) rather than destroyed by the lure of narcissistic celebrity. Bindi recently won America's Dancing With The Stars. These two clips say it all.

For those in sales, notice how dancing masterfully is all about telling a story and transferring emotion. Singing, selling, leading in any way requires the same ability and, like Bindi and Derek, with authentic belief in what you're doing.

Here’s the biggest thing I’ve learned about leadership: ‘It all about you but it’s not about you.’ Leadership is an inside job where you believe in others and become the person worthy of serving them.

If you valued this article, please hit the ‘like' and ‘share’ buttons below. This article was originally published in LinkedIn here where you can comment. Also follow the award winning LinkedIn blog here or visit Tony’s leadership blog at his keynote speaker website: www.TonyHughes.com.au.

Main Image Photo by: Getty Images: Steve and Bindi Irwin

Lead and Sell By Getting Out Of The Way!

The Human condition can drive us toward success or failure. As legendary Aussie rocker Crissy Amphlett once said: "There's a fine line between pleasure and pain" and also success and catastrophe. We need ambition and self-confidence to propel us yet our passion must be for the cause and people we serve. We need real belief in the value we offer as we seek to convert others to our view of the world and it needs to be all about creating value for them rather than extracting something for us. But this is an unnatural approach.

We're wired to talk about ourselves, what we do and how we do it. We must instead lead with why a conversation matters by talking about the results can we help them deliver and the risks we can help them manage.

The above statement is what is at the heart of modernizing leadership and professional selling. We must lead with insight rather than a pitch; we must make it about them rather than us. Our approach must be dosed with humility and genuine interest in others if we are to gain traction and make a difference. Why should they invest time in meeting us to reading our material? Are we clear about the insights we provide and the value we create? Don't even think about going to market with your sales and marketing teams until you have compelling answers to these questions.

All great musicians know that 'less is more'. Too much clutter results in the important being lost amidst all the noise. Those who perform masterfully on stage or in the boardroom know that genuine belief in what they do is the foundation of their success. And this sincere passion has a wonderful byproduct... it is how we find purpose and meaning is what we do.

Building trust and creating value is at the heart of professional selling. But no-one is motivated by our promises or pitch and information does not inspire or differentiate. Facts and data do not equate to insight. The art of selling is in helping people have an epiphany that you personally – before your company, product, service or solution – are what they need. People have always bought from those they like and trust, but success for sales people requires one more ingredient today – value through insight.

Telling is not selling. This is because people are best motivated by reasons that they themselves discover

The very best sales people are not warriors of persuasion, but rather engineers of value. They are naturally curious and obsessively focused on the customer’s world. I used to wrongly believe that the best sales people were the ones selling ‘unique’ solutions… how wrong I was! The best sales people are actually those selling commodities; because the only way they can effectively differentiate is in the way they sell.

Here’s a revelation that will change you sales career – everything is a commodity in the eyes of the buyer; except you and the way you engage your customer. The way we sell is more important than what we sell. You personally are the solution and your insights come from being fascinated and consumed by your customer's probems and opportunities . Think like you’re an extension of your customer’s organization and talk the language of leadership: delivering outcomes and managing risk.

If you valued this article, please hit the ‘like' and ‘share’ buttons below. This article was originally published in LinkedIn here where you can comment. Also follow the award winning LinkedIn blog here or visit Tony’s leadership blog at his keynote speaker website: www.TonyHughes.com.au.

Main Image Photo by Flickr: Ricardo Shuck Follow Laundry time

Epic Winner Thinking Instead of Negativity

2016 has been a tumultuous year with one of the worst starts to the stock market in living memory and unprecedented levels of political instability. Brexit and Trumps incredible presidential win aside, commodity prices reached record lows and global economic confidence is tenuous at best... China remains a mystery box economically while fear and greed seems to drive politics and commerce. The values of many leaders seem to be based on expediency with their morality floating on the sludge of self-serving subjectivity. Hang-on!... All this negativity evokes a pessimistic view of the world and our future within it.

Fear is the worst of human traits and paralyses the host. It can turn caustic if not remedied with a positive attitude combined with belief and faith for a better future.

There is a better way to live! We have the power to envisage and then create the future we seek.

Business leaders and sales people can positively influence the world as they encourage investment in a better way for their customers to operate. Every factory worker, back-office employee and service provider owes their livelihood to someone in sales and marketing who convinces customers to purchase the product, service or solution that funds them.

We need positive people in the world committed to making a positive difference to the lives of others. Sales people are a class of these individuals and they must be willing to embrace the difficult, accept rejection and do the hard work required to change people's minds. We should celebrate their successes rather than resent their rewards. We should cheer their efforts as they put themselves on the line to deliver revenue results and create jobs for others.

Here are three videos to inspire you to soar above the negativity... 'epic win' beats 'epic fail' any day of the week! We are what we feed our minds. We attract what we radiate. We receive what we first believe. Choose to be an optimist and then back yourself with disciplined competence in your profession.

Would you jump out of a plane without a parachute, trusting someone to come to you? Teams achieve great things even if it is an individual who leads the effort.

Behind every successful person is someone who believed in them. Belief and competence is the foundation upon which success is built. Thousands of hours of reading, preparing, executing and learning. This is what it takes to master anything in life. Embrace the difficult because scarcity is what creates value... if it was easy, everybody would be successful and it would not pay very much.

Now go find a new customer and make their day. Infect them with your positive attitude and inspire them with your belief in how they can have a better life or transform their business.

If you valued this article, please hit the ‘like' and ‘share’ buttons below. This article was originally published in LinkedIn here where you can comment. Also follow the award winning LinkedIn blog here or visit Tony’s leadership blog at his keynote speaker website: www.TonyHughes.com.au.

Main Image Photo by Flickr: Brittany Randolph Geo Bowl winner