Posts Tagged benchmark sales
About top performers: by definition, they are already at the ‘top of the totem pole’. They already set the benchmark, for what is acheivable through exemplary performance, in their respective organisations. They shape the belief systems about what’s acheivable. They thus have potentially far more influence than the management infrastructure who are trying to lead your company to greater success – through wisdom, carrot or stick.
(I’ll use B2B sales as an example, but I could be talking about executive officers, sports professionals, lawyers, managers, consultants, you-name-it.)
Top performers’ challenge to climbing greater heights is two fold…
- Top performers may struggle to find assistance from people, more experienced or better than they, to teach or mentor them in their sales performance. And although I can mentor salespeople, that’s not the line I usually go down, apart from maybe suggesting the odd reframe. I don’t mentor so much; I coach.
Mentoring and coaching are completely different and require, by and large, different (but not mutually exclusive) mindsets: expert/directive/intellectual and non-expert/non-directive/emotional – respectively. Top people benefit more from the latter because….
- A step change upwards in performance, for them, is not so much an intellectual challenge. It’s emotional. These people are smart. If their challenge was purely intellectual, they would have figured out what to do differently already – and be doing it. What they require, to step up, is someone to help them bypass the emotional blocks (the deepest of which they are unaware of) with which they allow to hold themselves back.
Change is a journey that’s two parts emotional to one part intellectual.
I’ve spent the best part of the last 18 years working with top performers, in global organisations, to help them express how to be 30%+ more effective. They figure the ‘what’ to do differently, to be 30%+ more effective, for themselves as part of the coaching process. What I do is equip them with the emotional framework to go do it – for that is what they require.
[That’s my guarantee, by the way. If you do the coaching, and do all the work assigned on time, you will become 30%+ more effective at whatever you are focusing on.]
Paul C Burr
Facebook: Beowulf (>15,000 followers)
I’ve released a new page in this website devoted to the Quick Guides to Business I’m writing. It will contain links to extracts that you will hopefully find interesting and helpful.
Your feedback about Quick Guides to Business or any aspect of this site would be most welcome.
Paul C Burr
Combined extracts from two business articles:
Quick Guide II – Learn How to Spot, Mimic and Become a Top Salesperson (coming soon)
“When you’re selling at board level it’s about taking the customer on a journey that’s both fantastic and believable. That is, no matter how complex that journey is…, it’s about breaking it down into manageable chunks. You create a pathway into the future that is as clearly marked out as possible. There will be uncharted territory. So it’s about discerning all the parts of the map that are known from those unknown.
It’s then about pinpointing all the ‘dots on the chart of the unknown’. That is, answering all the ‘what if this happens’ questions.
In effect, you join the dots of the unknown with customer as best you can.”
Top UK salesperson for a global top 10 IT company
Images courtesy of http://misswhit-tany.blogspot.co.uk/
What CEOs value:
The ‘science’ to determine value discovers what’s important to the CEO. And once you understand the customer’s priorities – how do you stack up (against your competitors) to deliver against them?
Here are sources of value (business drivers and problems to fix) that CEOs look for:
• Cash – Will your proposal improve our cash position?
• Cost Down – Will we reduce costs?
• Revenue/Market Share Up – Will we make competitive gains?
• Agility/Speed – Can we move, reshape, transcend quickly?
• Security – Will we be better protected?
• Governance – Am I compliant with Company Law?
• Product/Service/Cost Leadership – Will our own customers notice and value the changes in our organisation that your proposal offers?
• Innovation (e.g. Technology, New Business Models) – Do I want (to be seen) to be first in the marketplace, to do something differently? Does your proposal accelerate the process?
• Personal Credibility – Can I use your proposal to advance my own prospects and standing?
• People – Will your proposal raise the effectiveness and job satisfaction of people?
• Something else? – If you don’t know, ask “What else do you feel is important for me to know?” Even if you feel you know, ask anyway.
Put concisely, you need to understand profoundly what’s important in the heart and mind of your CEO client and convey the value you bring to the table in their language, not yours.
At this stage you may have provided sufficient verifiable value for the CEO to progress the sale. And there’s often a temptation to press on. In doing so, you may miss another, often unspoken, factor that weighs heavily in the CEO’s mind (as well as most of us) – fear.
The more you earn a customer’s trust, the more fears they share with you. They give you more power deliberately to help them.
My thanks go to Professor Colin-Coulson Thomas who shared with me the bounty of a minute fraction of his wisdom, and made a significant contribution to the following list.
What CEOs fear:
• Bad earnings news: the most likely and quickest sign of departure.
• Corporate programs don’t deliver: mergers and acquisitions “achieve 70% of their potential” at best.
• Failure to turnaround ailing sales quick enough.
• Change takes too long: ‘corporate firewalls’ prevent people from getting it done.
• Investors don’t understand: a CEO spends 40% of their time articulating strategy and some argue that’s not enough.
• Personal wealth at risk: e.g. missed deadlines can lead to private investors swallowing up the shareholding of a company
• Lack of innovation: playing it safe is no longer an option these days. Competitors and customers are moving too quickly.
• Talent gaps in performance: e.g. 20% of the sales-force bring in 80% of the revenue.
• Conflict in the boardroom: too much time spent looking inwards leaves too little time to focus on the customer.
• Personal credibility at risk: any of the above means less likelihood of stepping up the ladder of success and/or lack of a legacy of note. These in turn can lead to…
• Personal health at risk: where the stressed mind-body connection can have serious consequences. I know of one CEO who, after missing targets set by investors, developed terrible eye problems because he didn’t like what he saw. Another developed disabling back pain through a lack of self-esteem. Another who was deemed too rigid and inflexible developed problems with their joints.
Your task is to earn the right to zig-zag; to take the CEO on a journey whereby they see your solution working in their organisation and have allayed any fears they once had.