Colleen’s Blog

Successful salespeople have an unmatched drive to be successful. Chances are, if you are seeing any type of results or success, you have an incredible work ethic and have learned to move forward even in the face of rejection. However, can your motivation and drive ever become unhealthy or detrimental to your success? It is absolutely a fine line, and many salespeople aren’t able to tell which side of the line they’re on. All too often, I see salespeople who will try to force a sale on a prospect who doesn’t need their services. They simply aren’t prepared to walk away even if they aren’t a right fit for the client. They allow their desire to close the deal cloud their judgment.

You may have the best products, services, and prices in the market, but if you’re missing a key variable in the equation, you will still fail. What is the variable? It’s your team. Sales leaders often spend so much time focusing on their products and execution (which is important) that they don’t address the efficiency of their team. If you have put together an unmotivated or unhappy group of people, all the hard work you put into your products and services will be in vain. The good news? You are largely in control of how your team performs. Salespeople will often output the exact results that align with their compensation. While other factors such as vacation time, positive reinforcement and acknowledgement are important, the first step to creating a team that delivers results is aligning their compensation with their expected output. Let’s look at two key points in further detail:

Do you ever wonder what happened to good old-fashioned handwritten letters? Although newer communication tools like email have emerged and have eliminated any practical use for handwritten letters, it seems as though the transition period between the two methods of communication was almost overnight. In business today, it’s clear that letter writing is no longer in fashion. However, have you ever thought of how you can use this to your advantage? It isn’t a coincidence that most high ranked sales professionals that I know are also prolific letter-writers. Consider the benefits of writing a letter:

A mistake I often see sales leaders making is suddenly setting new sales processes in place, with little to no notice. Every so often, a new sales process needs to be implemented. It’s expected. Regardless of whether or not the current sales process is flawed, there should be periodical adjustments (and sometimes, complete overhauls) to keep things fresh and to reflect the current needs in the market. For example, a sales process from 5-6 years ago would likely have little to no emphasis on social media. A sales process in 2014 that neglects social media has an extremely high chance for failure. As times change, sales processes must change as well. As I often remind my clients, some of your best sales reps have likely been with your organization for a long time. They’re often set in their ways and routines, and because of this, it isn’t realistic to expect them to change and become accustomed to a new sales process overnight.

Have you ever come across a corporate policy so ridiculous that it leaves a bad taste in your mouth? It’s even more frustrating when this new policy or rule doesn’t seem to serve any significant purpose. Back in 2012, Chris and I were booked at the Fairmont Sonoma on a summer package that I purchased during a charity auction. We were traveling on an "Ovation Certificate" and I had been guaranteed a nice, newly renovated room with a view of the garden. However, I decided to inquire about upgrading - at my extra cost - to a suite. I called the Fairmont Hotel with the expectation that I would have to provide some information about myself, perhaps demonstrate proof of purchase and would be off the phone shortly after with an upgraded suite.