Interview with Debbie Allen -- advice on selling

I'm pleased to bring you the following interview with Debbie Allen -- she has been in sales for more than 30 years. For the past 12 years she has shared her sales and marketing expertise as an international business speaker.

Q. Hi Debbie, it's an honor to be able to able to spend some time picking your brain. I know that it will be highly rewarding for everyone that reads this.

You've got an interesting story, which I see includes your having built and sold six companies -- all at a profit I might add. Can you share your background with us, as well as what led you to where you are now?

A. I Started out in a family business at age 19 and bought into the company – it was a car rental and mini storage business. I sold my shares 14 years later with tons of experience and purchased a small retail store that had lost money for 6 years – everyone told me I was crazy. Well I was because I had no retail experience what so ever but soon learned that I had a passion for it and that passion lead me to find mentors with 15-30 years retail experience behind them. This small group of retailers met once a month and shared success secrets. With their help and my sponge for knowledge I grew that small retail store to multiple locations and multi-million dollar and highly profitable company in just 3 years.

I sold them for full price cash offer without a broker – moved to AZ and opened another retail store – kept that for 9 years and sold after building my speaking business that I first niche into the retail industry – I now do more general keynotes to many diverse groups around the world and have presented in 10 countries and have authored 5 books on business success 2 of them now by major publishers.

Q. What did you do to build your sales that you don't see enough others doing?

A. Self promote and use no cost, low-cost marketing strategies – that’s why I wrote the book on it. Most people throw away too much $$$ on ineffective marketing. I can not only help them dramatically improve the effectiveness of their marketing but also teach them how to market effectively with nothing but a business card and some charisma.

Q. What can you suggest to a person that's just getting into selling (or at least officially anyway -- since I believe we're all in sales -- even if we don't fully realize it). That is what are some specific things that a person who is starting at the ground floor do to get the quickest jump possible to become successful in sales.

A. Work on their mindset – my book Skyrocketing Sales motivates people to work on their beliefs and sub conscious mind before ever teaching them sales strategies – most people need to get out of their own head to move forward.

Q. What are some things you've found effective in your life to keep yourself motivated and moving forward in selling?

A. Always setting goals that are obtainable and more goals that stretch you and even scare me – we all must be doing something to stretch us outside of our comfort zone on a regular basis.

“Believing in YOU and selling yourself effectively is KEY to sales success!” – Debbie Allen

Q. What advice can you share with sales managers that will help them to motivate and develop the best in their sales people?

A. Be a great leader that is not so strong that you intimidate people – also understand that you must earn respect – you can never demand it – listen to your team – be there for them and become part of the team too – support and motivate them with recognition for even the smallest successes – make them feel special – most sales people will stay on a job even making less money when they know that they are appreciated and respected.

Q. Are there any mistakes that you see sales managers making that they could correct?

A. Thinking they are different and above the sales team – forgetting the are still on the team – letting their ego get in the way of making personal connections.

Q. Calling on prospects isn't something that comes easy to a lot of people, especially when they're calling outside of their warm market (people they know) -- what are some ideas you can share to effectively overcome call reluctance?

A. Do become a pest – get to become a guest – when people seek you out and welcome what you have to offer there will be an endless supply of leads – figure out ways to get people to come to you instead of having to chase down people with cold calling.

** You can Visit Debbie Allen at www.SalesandMarketingSuccess.com

I hope you've enjoyed the interview... To your selling success, Josh Hinds :-)

Advice on Recruiting Top Sales Professionals

There's an old saying that goes, "A chain is only as strong as its weakest link". When looking putting together a winning sales team, I think managers would do well to consider the previous quote. In the article that follows John Boe offers some excellent ideas on how to recruit and retain top sales professionals in to your organization.

Recruit Your Way to the Top!
By John Boe

Essentially a sales manager's primary responsibility is to recruit, train and motivate his or her sales force to achieve peak performance. Of these three vitally important tasks, recruiting is the least understood and by far the most challenging.

When you recruit the right person you will find that they're self-motivated and eager to train. On the other hand, if you hire someone that is not suited for the position, you'll experience low morale, high turnover and find yourself constantly in the training mode.

While there's no perfect system that can guarantee you'll hire the right person every time, there are fundamental guidelines you must follow if you expect to recruit your way to the top!

Are You a Buyer or a Seller?
It pays to be patient and selective during the interviewing process. Obviously, what you're looking for is a hard-working, self-motivated, team player and not just a warm body to fill the position. By approaching the interviewing process with a buyer's mentality, you're more likely to maintain your objectivity and hire a long-term top producer.

During the initial interview, the vast majority of sales managers have a tendency to oversell the position. These well-meaning managers make the fundamental mistake of describing the sales profession in its most favorable light by over-emphasizing the compensation potential and understating the inherent challenges.

Buyers understand the importance and the responsibility of being straightforward and laying all of their cards on the table. They know through experience that it is better to run the risk of scaring off a prospective hire than to face a disillusioned salesperson after the fact. Buyers tell it like it is by emphasizing the demanding aspects of the sales profession such as rejection and hard work. By placing a few roadblocks and challenges in front of a prospective hire you are able to check his or her interest and validate their resolve.

The Process Makes the Difference
You'll never see a bad resume. Buyers understand the absolute necessity of doing a thorough reference check. In addition to the standard questions regarding character and work ethic, it's always a good idea to ask his or her reference, "In your opinion, if (candidate's name) were to fail as a salesperson, what do you think the reason would be?" This question is never anticipated and frequently invites the most insightful discussion.

I strongly recommend that you use a checklist, because it allows you to stay on message and helps you to remember important questions. Relying on your memory is a poor business decision and will normally come back to haunt you. Take good notes throughout the interview. If you talk more than you listen during an interview, you're a seller and not a buyer.

As a manager there are several benchmark questions you need to keep in mind during the interviewing process. Ask yourself, does the candidate make a favorable first impression and would you want this person working for your competition?

You would be fooling yourself not to anticipate that your prospective hire has been coached and is well prepared for a standard office interview. With this in mind, I suggest that you conduct two formal interviews followed by a social interview. The initial interview is designed primarily to probe for general suitability such as punctuality, communication skills, financial stability and evidence of past success.

Its been said that both success and failure leave a trail. Look for past experiences where they have faced difficulties and have shown the resiliency to bounce back. This approach lends itself to a valuable discussion about the necessity of being self-motivated and maintaining a positive attitude in the sales profession.

To allow for reflection, temperament testing and verification of references, I would advise a minimum of one week between interviews. Consider setting up some hurdles between the first and second interviews that will allow you to measure interest and personal responsibility. When I was a sales manager, I would invite both my potential hire and his or her spouse out to dinner or to a sporting event. When you're interviewing a salesperson for a commission-based position, it's imperative to check for spousal support.

Here are my Favorite Eight Interview Questions:

1. Do you have written goals you want to accomplish and if so, tell me about them? You are looking for indications of maturity, focus, planning ability and desire for achievement.

2. How did you earn your first paycheck, how old were you, and what did you do with the money? With this question you are probing to check his or her work ethic.

3. What are the top three leadership traits that you look for in a manager? With this question you are attempting to gauge his or her expectation and preferred management style.

4. Have you ever failed at something and if so, why did you fail and what did you learn from the experience? This question lends itself to a discussion on resiliency, personal responsibility and tendencies under pressure.

5. Everyone has strengths and weaknesses as employees. What are your strong points for this position? This question gives them the opportunity to tell you what assets they bring to the table and how they see themselves fitting into your organization.

6. What is the one thing you would improve about yourself? This question gives you an indication of his or her self-assessment capability.

7. Other than family members, who has been the greatest influence in your life and why?

8. If you were to fail in this business, what do you think the reason would be?

Temperament Profiling is an Absolute Must
A sales manager who lacks the benefit of temperament understanding is inclined to place too much emphasize on his or her gut-level feeling during the hiring process. Progressive organizations that understand the value of temperament profiling actively seek people with varied behavioral styles and thereby benefit from a richness and diversity of perspective. People with different behavioral patterns are more likely to complement rather than duplicate each other's strengths and serve in a check and balance capacity.

Managers frequently ask me which traits are the most important to look for in a prospective hire? In my opinion, there are two mandatory qualities any new hire should possess. The first quality I look for is loyalty. If a person is not loyal to their company, research indicates that they are more likely to violate company policies and procedures. Disloyal employees are also the first to leave when the going gets tough. Look for signs of job stability on the resume and check his or her attitude regarding previous employers.

The second quality I look for is dependability. It makes absolutely no sense to invest huge amounts of emotional and financial capital training someone that you can't depend on.

The most effective people are those who know themselves, know the demands of the situation, and adapt strategies to meet those demands. Research indicates that career incompatibility is the major cause of personnel discontentment and costly turnover. The hidden cost of excessive personnel replacement is often measured through a decrease in customer retention.

Simply put, you want to hire a person that has a temperament profile compatible with the job opportunity. For example, some people are born analytical and have a temperament style that excels in administration and attention to detail. Others are more comfortable in a supportive role and are better suited for a customer service position rather than the uncertainty of commission sales.

The importance of matching the job description to the correct temperament style cannot be overstated. Temperament testing is not only advantageous for hiring and suitability but also as a management aid to assist in training and supervision after the hiring process. I strongly recommend that a temperament evaluation be administered between the first and second interview.

When a temperament evaluation is properly implemented and utilized in conjunction with other standard hiring and interviewing procedures, it ensures that applicants are treated fairly without regard to race, color, age, religion, gender or national origin. If a temperament evaluation is used as part of a hiring process, it shouldn't constitute the total basis for hiring or placement. I recommend that an organization establish and utilize a consistent standard hiring process. Information gathered in each step of the hiring process should be reviewed in total prior to making a final hiring decision.

You're Only as Good as Your Pipeline
While some turnover in your sales force such as retirement, promotion, and transfer is understandable and can be anticipated; the quitter is often unpredictable. With this in mind, recruiting must be thought of as a long-term strategy, not a knee-jerk reaction.

Perhaps the greatest mistake a manager can make is underestimating his or her turnover. If your personnel turnover is high, it's more than likely caused by improper recruiting, rather than inadequate training or a lack of incentives. Even if you're the world's best trainer and motivator, if you haven't recruited correctly you'll experience high turnover and may find your sales team bogged down with low morale. If your recruiting pipeline has dried up, here are four tips that will assist you in filling it back up with quality salespeople!

1. To have an effective recruiting program, it's imperative that your sales team be enthusiastically involved in the recruiting process. Let them know that their ability to recruit is considered a vital skill in leadership development and that their assistance is essential to the health of the organization.

2. Keep your sales team informed by focusing on recruiting as an agenda item at the weekly meeting. On the agenda show the status of each recruit, highlighting the salesperson that has recruited them.

3. Design and implement an incentive program for your sales force that places an emphasis on recruiting.

4. Consider inviting potential new hires out for lunch and cultivate relationships with clients that you think may be successful on your sales team. Make certain to include them in your company's social events when appropriate.

I hope I have inspired you to look at your recruiting program with fresh eyes and a renewed determination to recruit your way to the top!
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John Boe presents a variety of sales training and motivational programs for meetings and conventions. John brings over twenty years of experience as an award-winning sales trainer to the platform. To have John speak at your next event, visit www.JohnBoe.com or call 877 725-3750. Receive his Newsletter on his website.

Sales And Leadership: Differences That Matter By Brent Filson

You've heard something like this before: "He's not a leader, he's a salesman." Or: "She was trying to motivate me but gave me a sales pitch instead!"

Being a sales person can provide a poor foundation for leadership. Because leading and selling, though they share certain qualities, are different activities. Most people go along in their jobs and careers without thinking through those differences and thus mix up the two in self-defeating ways.

I've seen good sales people fail when moved into leadership positions; and conversely, good leaders fail when they become sales people or use certain sales techniques to lead.

In both cases, they misunderstood the differences or missed them altogether and so couldn't align their words and actions to take advantage of those differences. You can manifestly improve your leadership and sales skills by understanding what such differences are.

Clearly, on the surface, both sales and leadership focus on ways to influence people to take action. Both sales people and leaders must be knowledgeable, skillful, enthusiastic, and convincing.

However, when we drill down into the functions of the relationships involved in selling and leading -- getting customers to purchase products or services as opposed to getting people to achieve organizational results -- the differences emerge.

Here are three defining differences between sales and leadership that can help you both as a sales person and a leader. Note the differences are variations on a single, decisive theme.

(1) Sales people must satisfy customers. Leaders often have to dissatisfy the people. People in most organizations are in thrall to a powerful force, the status quo. The status quo is simply the existing state of an organization. You might ask, "What's wrong with the existing state of an organization?" My response is, "A great deal." In fact, the status quo of any organization is almost always wrong.

The trouble with the status quo isn't that it gets poor results. After all, if you know you're getting poor results, you can do something about it. You can start taking steps to turn them into good results. The trouble with the status quo is that it gets mediocre results but represents them as good results. And poor results are less harmful to an organization than mediocre results misrepresented as good results.

Leadership is not about maintaining the status quo (as management does), it's about transforming the status quo to achieve big increases in results. Such transformation cannot be accomplished unless and until people are infused with a powerful dissatisfaction with the way things are.

Sales people want customers to like them; but leaders may have to get some people angry with them and what they are challenging them to do. (If they don't have some of the people angry with them, those leaders might not be challenging all the people enough. Though watch out when you have ALL of the people angry with you.)

(2) Sales people get people to do what they want to do. Leaders aim to get people to do what they may not want to do and be ardently committed to doing it. Having people get out of the status quo to achieve great results means challenging them to be uncomfortable, do things in new ways, learn new skills, and take on perplexing tasks. Good leaders live by the rule that it is better to do the new, right things in the temporarily wrong ways than to do the old wrong things in the right ways.

(3) Sales people must counteract bad feelings on the part of customers. Leaders may have to live with and even accept bad feelings on the part of the people while getting them to move toward their organization's greater goal. When you lead people to go to the metaphorical mountain, for instance, many of them will want to go to the nearby hill or to stay where they are. Standing pat is more comfortable and less risky than going to the mountain. But the organization badly needs them to move to the mountain. That's where leadership comes in. In sales, you hop on people's disapproval right away and try to mitigate or eliminate it.

However, in leadership getting people to change from standing pat to being the cause leaders of going-forth can involve having to temporarily put up with their initial misgivings or even their outright defiance. A CEO told me, "The hardest thing I've had to learn as a leader is grace under pressure. How to keep focused on our company's objectives while weathering the criticisms from the inevitable naysayers."

Keep in mind that despite their differences, sales and leadership share useful similarities. Many sales techniques, especially with the art of persuasion, can be effectively used in leadership. Conversely, many leadership methodologies can be used in sales. My article on "Stepping Up Sales Results Using A Leadership Process" shows how.

2006 © The Filson Leadership Group, Inc. All rights reserved.
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The author of 23 books, Brent Filson's recent books are, The Leadership Talk: The Greatest Leadership Tool and 101 Ways To Give Great Leadership Talks. He is founder and president of The Filson Leadership Group, Inc. – and for more than 21 years has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: "49 Ways To Turn Action Into Results," at www.ActionLeadership.com. For more about the Leadership Talk: www.TheLeadershipTalk.com.

Selling is... By Paul Huff

Selling is the one game in town that pays the bills, that keeps the doors open, that nobody wants to admit they do.

"I'm not in sales, I'm a supervisor, doctor, lawyer, banker, administrator, accountant." "Don't look at me, I'm just the secretary, nurse, receptionist, shipping clerk." Funny - if nobody sells ... how do you get new students, new patients, new clients, new customers?

Selling is everyone's business and when it's not, you're in trouble ...

Think about it... Remember the time you decided not to go back to a company, because the shipping clerk sent you the wrong item, the receptionist was cold & surly, the manager didn't have time to talk to a mere customer, the doctor had you wait two hours.

That's selling ... negative selling.

Remember - everyone sells, and not just externally, but internally as well.

When you want a raise, you sell your boss on your skills & value.

When you set new policies and procedures you sell these to your staff in a way they can accept, or you'll soon find they'll ignore them ... When you expect more of your staff than you're willing to properly train and supervise them for, you're whistling up a hollow tree, because they're only as good as the training you give them.

But there's more to selling than that.

Selling is knowing ...
Who's your competition?
Who's your customer, client, patient or public?
And what's important -- you or them?

Selling is knowing ...
What your service, idea, or product is - and isn't; what your public's needs are; and what services or products you offer to fit those needs.

Selling is knowing . . .
When to market and where;
Where your competition isn't and then being there;
Why some things are accepted
and others not.

Selling is knowing...
How to treat your public
as you would like to be treated;
How to market and merchandise better
than your competition;
How to listen and learn from your staff
as well as your public;
How to assess your own knowledge, or lack of it
about your services, ideas, goods or products;
and how to make it easier for your public
to accept what you are offering.

And finally,
SELLING IS knowing
that this business is after all, a profession ...
THE PROFESSION of selling.

Let us not pretend
it's someone else's problem.
___________
Motivational speaker and author, Paul Huff, offers proven concepts and step-by-step methods to achieve and sustain success in professional and personal arenas. He is the author of numerous book and audio recordings, Paul has performed before audiences throughout the U.S. and in 12 other countries. Visit his site at PaulHuff.com

Josh's Thoughts:

I've long held the belief that everyone sells -- whether or not they choose to believe they do or not.

With that said I'd strongly recommend printing off the ideas above and keeping them nearby so you can refer to it often. In my humble opinion the ideas are that important.

To your selling success, Josh Hinds :-)

Don't Manage All Customers the Same Way By Bill Lee

How many salespeople reading this article allow the Paretto Principle to determine how you allocate your selling time? If you’re not sure, perhaps you know the Paretto Principle by another name -- the 80/20 rule.

All customers deserve to be treated fairly and ethically, but all customers don’t merit the same amount of your time. So by categorizing them, it’s a lot easier to determine how and where to concentrate your selling time.

Let’s begin with listing your prospective customers as a target category. Not all customers in your trade area are viable prospects. Some of them are not creditworthy. Some are simply too small to justify the time it takes to cultivate into full-blown customers. Some need to be pruned like deadwood.

Before the prospect makes an initial purchase, you’re on the outside looking in. Your goal at this point is to earn the right just to quote the prospect. Without the prospect’s trust and confidence, you are highly unlikely get an initial order, regardless of the competitiveness of your pricing.

But just as soon as you do earn your first order from a prospect, your strategies and tactics must change. Just don’t make the mistake of believing that your incredible sales skills have eliminated the competition. Just the opposite may be the case. The prospect may be merely using you as a vehicle to get your competitor’s attention.

However, once a prospect does make an initial purchase, he or she must be moved into a different category -- the New Customer Development Group. While the New Customer Development Group is “on the books,” they most likely retain quite a bit of loyalty to the competition. But you do have your foot in the door, which is an essential first step.

Consider the following sales tactics to move them to the next group:

1. Explain to your shipping personnel that this is a new customer. Ask them to make sure that they goes the extra mile to ensure that there are no backorders and that they make certain that the company lives up to its delivery commitments.

2. Coordinate with your dispatcher or operations personnel the timing of the initial delivery so you can arrange your schedule to arrive on site at the same time the driver makes the initial delivery. Wow! This is really impressive. It shows the new customer that you’re not taking lightly the opportunity he has given you. I recall one salesperson that actually accompanied the driver to make the first delivery to let the customer know how much he appreciated the opportunity to serve him and how committed he was to excellence.

3. Especially during the first month or two of the new relationship, take time to personally go over each of your new customer’s invoices. You might gain extra mileage if you attach a Post-It Note™ to the statement, communicating that you have reviewed all invoices for accuracy.

Once the customer begins to purchase from you on a routine basis, it’s time to move him or her into a new category, that of Established Customer. These are the customers who have learned to trust not only you, but your company, as well, to take care of their product and service needs. You have proven yourself, so now you are an “insider.”

This when the 80/20 rule comes into play. Among your list of Established Customers you’ll find a group of Core Customers. This group will make up the majority of your sales and therefore deserve the lion’s share of your attention.

Customers can earn Core Customer status only if they have first become Established Customers. So to get the most mileage out of your selling time, work customers according to their category.
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Bill Lee is author of Gross Margin: 26 Factors Affecting Your Bottom Line ($29.95) and 30 Ways Managers Shoot Themselves in the Foot ($21.95) plus $6 S&H for the first book and $1 for each book thereafter. Visit BillLeeOnLine.com

6 Steps to Easily Achieve Your Sales Goals - Debbie Allen

Step #1: Be persistent.
Persistence and goal setting play a big role in achieving sales success. But before you focus on your goals, determine what your purpose is first. Salespeople need to be clear about the purpose of achieving goals.

Your purpose is what you feel compelled to do or to accomplish, and it’s what keeps you on course. It’s what gives meaning and direction to your career. So the first step is not to come up with a string of goals, it is to clarify your purpose and then get more specific. Your goals need to be consistent with that purpose. Otherwise, you’re not going to have the passion and enthusiasm you need to go out and exceed the goals you set for yourself.

Step #2: Ensure victory with simple and short-term goals first.
Always have some goals that are easy to reach. Simple goals and short-term goals will motivate you as you achieve them, and they will keep you headed toward your larger goals.

Step #3: Share your goals with affirmations.
Speaking your goals out loud in the form of affirmations will not only help to feed your own subconscious mind, it also will allow others to support your efforts too. You are more likely to achieve your goals if your friends, business associates, and family know about them. Only share your goals with people who will encourage your growth and success, and be sure to avoid negative forces.

It always amazes me how many goals I achieve by sharing them with others. My friends, family, business associates, and even my audience attendees help me stay on track and keep me moving toward my goals with continuous positive encouragement.

If you have a tendency to disappoint yourself before disappointing others, you may not feel comfortable sharing your goals. Yet, most people who don’t share their goals often don’t really believe that they can accomplish them. Any negative self-doubt will feed your beliefs and sabotage the results of your goals. To avoid this, start by sharing short-term goals first, then move on to more long-term or riskier goals as you feel more confident with your sales success.

Step #4: Prioritize-yet be flexible.
It is best to decide which goals are most important for you to achieve. Date your goals accordingly in the areas that will reap you the largest return on your investment of time and effort. Ask yourself if a task is moving you toward your goals faster or holding you back from skyrocketing your sales potential.

Be open and flexible to changes around you. Due to unforeseen circumstances, you may need to adjust the due date of your goal or reevaluate and cancel it altogether. Often, the goals that receive the most attention are most likely the ones that will change frequently too.

Understand why you want to achieve and exceed your goals. Why will exceeding your goals make your life better than it is right now? Clarify the root of why you want to exceed your goals. Is it to earn respect from others or to create a better lifestyle for your family? Will your goal have a profound impact on your life or on others? Will exceeding your goals help you win the sales awards you’ve always dreamed of winning?

Step #5: Don’t let your ego get in the way of setting big goals.
Don’t ever allow your ego to stand in the way of seeking new ideas and advice that can help you exceed your goals. The ego can often drive us to keep doing the same unproductive things, and unreasonably keeps us hoping for different, productive results.

The ego very often gets in the way of one professional asking for the advice of peers or colleagues. Don’t let your ego get in the way of asking for help and support. You can’t do it on your own. You need the support, secrets, and strategies of someone who’s been there and done that before you.

Step #6: Don’t give up.
You will get discouraged from time to time, and may even start to doubt yourself. That is just human nature. You also will get busy and sidetracked, and may have a tendency to procrastinate. But don’t stop! Keep moving toward your goals-one step at a time.

(c) All Rights Reserved
____________
Debbie Allen has been in sales for more than 30 years. She now shares her sales expertise as an international business speaker and has presented in nine countries around the world. She is an author of five books including her newest book Skyrocketing Sales. Learn more about her books and expertise at SalesandMarketingSuccess.com.

Josh's Thoughts:

I really liked the point Debbie made above:

"Understand why you want to achieve and exceed your goals. Why will exceeding your goals make your life better than it is right now? Clarify the root of why you want to exceed your goals."

Often we look at a goal simply as a task that's supposed to be checked off. We manage to get it done, but don't really give it the extra thought necessary to create a burning desire that will help us to work (even when giving up on it would be easier) towards it's accomplishment. When you really take the time to identify all the reasons "why" you want to achieve a particular goal you'll give yourself, and your subconscious mind the necessary green light to go for it with added ghusto!

Think of it this way, your why -- is a powerful reminder of all the benefits that will go along with having reached your intended goal.

Say for example, you set a goal to close a particular sale, or take on a new client. Your "why" might be that in making the sale you'll have the extra money to take your wife and kids on a nicer vacation than you would if you didn't make the sale. So again, make sure you attach a why (as in why you really want to achieve it) -- when setting your goals.

-- To your selling success, Josh Hinds