Archive for the ‘Sales Management’ Category

Leadership Wisdom

Friday, July 30th, 2010

Great leaders succeed behind their people but take responsibility in front of them.  They worry less about becoming popular and worry more about holding their people accountable.  Most leaders spend time trying to get others to think highly of them, when instead they should try to get their people to think more highly of themselves.  It’s wonderful when the people believe in their leader, but it’s even more wonderful when the leader believes in their people! 

“You can’t hold a man down without staying down with him.”

— Booker T. Washington

The Sales Advisory Board 
Copyright 2010 / The Sales Advisory Board: http://www.thesalesadvisoryboard.com/

Reading People Is Key In Sales

Thursday, June 24th, 2010

A topic that often comes up in business, especially sales is the ability to effectively “read people.”  Those who are the most gifted at reading people seem to have a distinct advantage over other salespeople.   This gift saves them time and makes it possible for them to figure out quickly how to move forward with a prospect. 

With this ability or what I call “intangible,” a salesperson can tell if a prospect will act slowly or quickly.  How much information as well as what specific information will be required.  What will be most important to them, and how they will be influenced.  Based on the prospect’s character, a salesperson will know whether they will be open, honest and forthright with their feedback, questions, comments and concerns.  A salesperson can even tell if a prospect can be trusted.  The salesperson will know what messages and meaning is apparent in the prospect’s body language, facial expressions and hand gestures. 

In the days of the ancient philosophers, they began noticing patterns in people’s behaviors and actions.  They began to study these patterns and record their findings and observations.  Then they narrowed what they discovered into four primary personality styles.  In more recent times, recognizing the validity and value of this knowledge, companies like IBM created training programs designed to teach their sales force about the four primary personality types.  They determined that if they empowered a salesperson with the necessary tools; they could be me more self-aware of their natural tendencies, strengths and weaknesses which would allow them to gain an understanding of their personal likes and dislikes, needs wants and desires.  As a result, they would be able to recognize a prospect’s personality style and the salesperson would be much more in tune with how to adjust their approach to advance the sales process and successfully secure the sale. 

The four personality types are: 

1. The Driver.  2. The Expressive.  3. The Analytical.  4. The Amicable.

Over the years, many training organizations and individuals have developed their own version of the “primary personality” model.  The basic principles are the same, with the only difference being the degree of depth that they may go into as well as the names used to label each personality type.

In general, people are made up of a mix of traits and attributes, but one personality style usually stands out above the rest.  Understanding the four primary personality types does give sales professionals a huge advantage in the sales arena.  Moreover, those who possess the “intangible” to read people have an even greater advantage.

The Sales Advisory Board 
Copyright 2010 / The Sales Advisory Board: http://www.thesalesadvisoryboard.com/

Are You A Sales Driven CFO?

Monday, May 31st, 2010

I was recently asked for my opinion about the role a CFO plays–good or bad–as it relates to the sales organization.  At times, I have witnessed short-sighted CFO’s take on such a significant role within a company, it sometimes facilitated the downward fall of the company itself.

My view on the role a CFO can play is very straightforward.  The sales organization is responsible for generating the revenue.  The financial organization is responsible for managing the money.  If the sales organization isn’t generating revenue, changes need to be made within the sales organization.  If the financial organization isn’t managing the money properly, changes need to be made within the financial organization.

I’ll say this: The “bottom line” is that there would be no need for a CFO, and a CFO wouldn’t have a job if the sales organization wasn’t “bringing home the bacon” by way of generating new sales revenue.  If you think about it objectively, the sales organization drives the other business units and is the hub that connects the spokes to the wheel.

In my experience, the problem with many of the CFO’s I have worked with throughout my career is threefold:

1. They view the sales organization as an expense not an investment.
2. They jump over dollars to count pennies.
3. They are short-term thinkers with limited vision.

I’ve only worked with one credible CFO in my career who truly understood the importance and necessity of the sales organization as the sparkplug of the company, and he was good because he understood and valued the sales organization as a whole.  Moreover, he understood you can’t cut your way (long-term) to profitability.  He also “got it” and understood the concept that without top-end revenue growth, a company is doomed to fail. 

The sales organization should be viewed as an investment not an expense.  CFO’s who understand this concept are much more valuable in the marketplace.  Unfortunately, they are in the minority in today’s market.

The Sales Advisory Board 
Copyright 2010 / The Sales Advisory Board: http://www.thesalesadvisoryboard.com/