In Part 2 of this series we explore the first of four key steps to consistently grow sales by consistently growing your salespeople. As you read through the four steps, we would like you to mentally test the following hypothesis: Anyone of reasonable intelligence can become a great sales performer if they are willing to practice.
Sales has been a “gut-feel” profession for so long. Salespeople and Sales Leaders alike have been attributed with some kind of sixth sense that enables them to know what to do and how to do it at just the right time in the sales cycle to score that game-changing deal. This Gandalf-like wizardry has seen many a career accelerate at great speed, only to crash and burn just as fast. But why?
Have you noticed that the overwhelming tendency of most sales professionals is to rush to a solution? It's in our nature. We want to solve our client's problems and we usually have the products and services to do it. So, what's the problem? We’re in the business of providing solutions; It’s what we do! So, why aren't our prospects just thrilled when we come knocking?
In The Matrix the human race had been reduced to little more than a power source for the machines, living out our ‘virtual lives’ in a programmed world created as the ultimate system of control. By taking the Red Pill Neo chose to break the chains that kept him in slavery. He chose to live as a free man in the real world and he chose to make it his mission to free as many other minds as he could.
The 1992 Baz Luhrmann classic Strictly Ballroom tells the story of Sam Hastings (Paul Mercurio) an up and coming ballroom dancer with the pedigree and talent to go all the way to the top. Despite his outstanding abilities the all powerful Ballroom Confederation, headed by Barry Fife (Bill Hunter) views Sam as a maverick and a threat to their authority.
In recent years the USA military realised that the world they operate in has changed and they needed to change with it. To explain the changed world they use the term VUCA – volatile, uncertain, complex and ambiguous. As CEO’s and sales leaders we need to change our mode of operation. We need to equip our organisation and our people to deal with this new environment so they could respond in ways that were appropriate to the situation.
Yes, it’s true. Going back roughly 25 years ago to the original development of CRM and coming forward to fairly recently, it could certainly be said that the first iteration of CRM applications has been a failure. They’ve been costly, incredibly difficult and expensive to implement, and additionally expensive to administrate. These factors comprised the first part of the failure.