Sales For The Long Haul

By Kim E. Williams

Sales people have the reputation of over inflated ego, zealous confidence and unwarranted bravado. When the average person hears the words ‘Sale Person’ they imagine someone loud, aggressive who is rudely determined to take their money. Getting from this preconceive notion to an empathic sale is no small task. Reputations are most often what they are for good reason. As a person who works with a team of sales people, I can tell you that we are prone to develop rather large egos, and wear them proudly in front of others. Why? Our egos are often a self defense system to help us deal with the continuous rejection and failure of our jobs. Even the best sales person is likely to hear “NO” more then they hear yes, and the ‘NOs’ are always louder. So we can compensate by focusing loudly and often obsessively on how good we are, taunting others with the success we have had and conversing in ‘one-upmanship’ conversations. This becomes our façade’, our outer shell to our colleagues and clients. The mind-set of the true professional sales person isn’t about flaunting ego, it is about setting goals, working hard, and appreciating others. Developing a strong inner self dynamic that reinforces our self esteem and builds our character from the inside out is critical if we want to survive in sales for the long haul. While an outer ego will work for a while, eventually we will find ourselves running on empty, dissatisfied and quitting – if not sales entirely, our current job. There are a few things that we can do to build our mind-set from the inside out. 1. Learn -Commit to learning every day. To combat an ego of know-it-all-ism, spend time regularly learning more about sales. There is always something new to learn, and exciting people to teach us. Learning helps keep us humble. Allow yourself to say, “I didn’t know that.” 2. Educate -Help someone else. Surely there is someone in your team, company or industry that needs your help. Make some time to have coffee regularly with someone new to sales and help them learn how you have had some success. 3. Exercise – there is nothing like being physical to remind us of our limitations and motivate us to improve. Regular exercise, even just a brisk walk for 30 minutes four times a week, will do wonders for your inner mind-set. Exercise reduces stress, creates health and feeds the brain. 4. Read – The power of reading is becoming a lost art. I suggest actually reading from a book. Take your mind and energy away from electronics, phones, schedules, and emails and sit with one of those old fashion paper and cover things called a book and read. You will be amazed at the affect it will have on you. 5. Nothing – when is the last time you spent time doing nothing. I’m not suggesting becoming a sloth, but 15-20 minutes of time to relax, unwind and let you mind and body let go is a powerful tool. Put a note pad next to you so if some ideas jump in and demand your attention you can jot it down and tend to it later, then relax. Our mind-set is simply what we set our mind to do. If we set our mind and goals to become a balanced, mature person who is successful in sales, we can remove and leave behind that protective shell of boisterous ego.

Does Management Really Want The Truth

By Dave Brock

I'm a great fan of Michael Wade's column in US News and World Report. He just published a provocative article: On-Staff Whistleblowers Can Help Companies Prepare For Disaster. The article was interesting, but I found the comment from "Chris of NJ" most interesting. As many businesses see disaster striking all around, Michael suggests that large organizations charge a small number of bright "maverick's" chartered with the task of identifying potential disasters within organizations, before they strike, bringing them forward to management so they can pre-empt them and act. Interesting idea, I've seen some organizations do this with internal resources, and many doing this with external resources. Chris's comment is interesting, I get the sense he speaks from deep experience. He identifies two flaws with Michael's ideas: The first: Is there an audience for such a critique? Stated differently, does management really want to hear or see evidence that they are falling down in even the smallest regard? I am often called in by executives to do these assessments. Many execs seem sincere in understanding their challenges and stepping up to them. Some are, frankly, going through the motions. Regardless of the starting point, too often there really does not seem to be an audience or appetite for the critique. I'm often reminded of the Jack Nicoholson line in the movie "A Few Good Men," where as Tom Cruise challenges him "I want the truth!" and Nicholson responds, "You can't handle the truth....you don't want the truth...." As Chris points out, does management really want to see or hear the evidence that they are failing in even the smallest ways? In my experiences, despite all assurances when challenging them on this, it is only the most special leaders that really do. Chris identified the second problem: The plan versus react mindset. Too many times, particularly in this very difficult economy, the knee jerk reaction prevails. We see evidence of this in many of the bail out programs, in the pages of the Wall Street Journal, and other publications. Too often, organizations fail to take even the shortest amount of time to think about the issues, developing corrective plans that create sustainable improvement and advantage. Consequently, organizations careen from one set of actions to another, leaving in their wake, laid off people, confused/demoralized employees, wasted resources, and lost opportunity. Some people will argue that fast action is required to survive. Fast action is does not conflict with thoughtful action that produces sustainable results. This economy presents tremendous opportunity for those leaders that really seize it. It requires a critical and honest look in the mirror. We all make mistakes and fail, we need to recognize that and move forward. In moving forward, we must take the time to select a path, not one that gets us to tomorrow, but one that creates a sustainable future. Some of the results may be deferred, but in the end, I believe those organizations that act in this way will emerge the strongest. What is your view? Does management really want the truth? Are they prepared to act in a planned and thoughtful manner when they have recognized the truth? What kinds of leaders are needed to drive this? By the way, "Chris of NJ," if you read this, thanks for your great comment on Michael's column! (Original Post: Does Management Really Want The Truth?")

Cover Story - What Recession?: Here’s much-needed advice on maneuvering through the current economic climate and keeping sales on course.

By Selling Power

Here’s much-needed advice on maneuvering through the current economic climate and keeping sales on course. Yes, it IS possible.(Hint: Your attitude and planning may make the difference.)