All that “take it slow” and “close the deal” double-entendre that is a distraction from the real task of explaining how you need to expertly engage your customers.

See.  That’s the real issue — engaging with you prospects, leads, and customers.

Getting past the nonsense.

Now when I say engage, what’s the first thing that pops into your head?

You probably think of engagement, right?

And if you know anything about that, then you know pretty much all you need to know to build a ridiculously amazing relationship with your “soon to be” customers.

Engagement isn’t so much an act as it is a process.  You don’t walk up to random hotties and ask them to marry you (unless you happen to be vacationing in Vegas).  While it might make a great National Lampoon storyline, it’s pretty darn creepy.

Aren’t you appalled?

The same applies to your sales process.  Have some standards, people…  You’re not out to whore yourself out to anyone who will pay for your services. Despite what your sales manager just told you, you don’t want to land every deal.

Some them flat out stink.  They’re the craznots of your pipeline.  You bust your ass to bring them in and then you regret ever cashing their check.  Some customers are too much trouble to bother with.

So stop acting like a chump and start planning  to put in the effort to romance the customers that you want.

Do something about it.

Here are few ways to do a better job of romancing your customers:

1. Be clear about what you expect from your customer
2. Be careful that you don’t sacrifice your standards
3. Be choosy about who you are targeting with your messaging
4. Be complete about your research of each prospect
5. Be captivating with your messaging
6. Be concerned about your prospect’s success
7. Be casual with powerhouse cold-calling script
8. Be courageous with your goals for closing
9. Be crisp and timely with your follow-up
10. Be comprehensive in your strategy

And there are three dozen more life lessons that I could offer you as you work towards a better concept of engaging your customers.

Drop the crazies.

Find some real customers to start dealing with…

Since when did we start looking back (on the worst sales year of 3 generations) to decide whether we were getting the right results.

Since when did we fool ourselves into the nonsense of arbitrary analysis.

OK. Let me lighten up a little.

As a former CEO of a fast moving technology company, I get it.  I buy into the idea that you need a rolling 13 month plan of action and that you need to to measure the heck out of anything for which you can make a tick with a #2 pencil.

What you measure you can fix.

That’s partly because once you measure, you know what you need to fix.

You move past the nonsense of unabashed introspection — past the island of hopeful intentions.  You get to a place where you see what really is.

It’s now fact instead of fiction.

You can stop hoping to do better and start working on being better.

And here’s where it gets fun.  You get to decide what “better” even means.

You probably know what that means.  Right now you have five or six things you are thinking about. And that’s key because you know your situation better than anyone else.  But here are a few things you might want to look for:

1. How many times did you go the extra mile to provide creative solutions to your customers?
2. Did you increase your intensity around prospecting for new clients?
3. Do you enjoy doing what you are doing?

It’s introspection at it’s finest.  None of the numbers.  Just a focus on you and your ability to play at a high level.

It’s a look at the core you and pushing yourself to be the best “you” possible.

So what’s the deal with comparing yourself to a spreadsheet of hopes and dreams?

Who cares what happened in 2009 or the first six months of this year?  Well…. you do.  And I do.  And frankly, we all do.

Just care enough to do it better these next six months.

“Selling is like life which is like selling.”

Bold — Yes, I know…. And oh so very exciting… (grinding teeth sound)

And so, when the vast editing team here at SalesBloggers.com decided to ask us to write about Sales Metaphors in the grand month of June, I had to resist the urge to throw throw them a snarl and a “What the heck are you talking about?”.

Instead, I meekly called the venerable Leanne Hoagland for her insights into the curious task.  She directed me to her post she had written a few days earlier.  (Which also made me a little angry because in the same sentence she referenced Greek words and Webster’s Dictionary).

So back to square one.  The editors want to hear my take on the subject and Leanne is way too freak’n brilliant for me to reference for the rest of this post. Kind of makes me look like a clueless schmuck.

So, what to do?

In typical “Dan” fashion this topic seem fitting for a mini-rant.  Especially when you try to get overly scientific about the idea of sales metaphors.

So, here it is.  Here is the biggest metaphor for selling:  LIFE…

Selling should be your life, because your life is selling.

• Life is complicated and unwieldy.
• You have wins and you have losses.
• Sometimes you work hard and you still fail.
• The most effort wins most of the time.

There is no better metaphor for selling then living.

There is a lot that is “gray” in selling.  Just don’t try to separate it from the rest of reality,

Selling is what you chose to do with your life.  It is your life.

So do it.  Embrace it.  “Be” it.

Live.  Love.  Sell…

P.S. Stop the nonsense.  Get serious about your success (and you might want to go read what a smart person had to say about sales metaphors)

No means “No.”  It means “no way”…  It means “you lost”…  It means that you have “wasted your time”…

It never means “yes”.

I am not sure why there is so much cognitive dissonance about this issue.  Does our willfully paralytic mental funk mysteriously change the facts about our buyer’s distaste for woefully outdated sales concepts?

Google it:  There are 242 million results explaining “selling AND no”.

I am not making that up.  It’s the truth — and it seems a little sad.

People really don’t understand the idea of rejection.  They don’t want to believe that their super-secret, network-connected, next-generation nutcracker might just might be a jargon packed nut-house of BS that no one gives a flying hoot about.

Are there really 242 million legitimate reasons for trying to understand what “No” means?  Are we as a society of sales people really that unclear, ignorant, and psychologically scarred?

Work with me on this.  Why do we reject the idea that “NO” actually might mean “you are a selfish bastard who just wasted 15 minutes of my life that I will never get back….”?

Maybe because we might have to change the way we do business.  Maybe because we might have to face ourselves in the mirror and work at our insane craft of prospect bullying.

7 no‘s do not equal 1 future yes…

It equals a 700% increase in your skill at denial.  Which brings me back to some career advice for you in your role of ridiculously out-of-touch “Sleaze Associate”– go buy a paddle boat factory.

1. You sound like the right kind of person to enjoy the ridiculous notion that a water craft requires 300% less return-on-investment than the energy you are using to get it to move anywhere.

That’s right.  You want to sweat it out.  You want to pioneer the power of kicking a mile to move your craft a few inches.  That’s what you do.  That’s how much you value your talent.

You are all about pounding the floorboards and pushing at the limits.  So why not ratchet it up a notch?  Why not become the master of thoroughly useless activity.  After all you stay busy…

2. You sound like the right kind of person to enjoy the idea of having to work inefficiently to balance your weight to actually get your craft headed in the right direction.

Why ask questions?  Why try to work efficiently with the team that you are trying to work with?  Just paddle your craft around, make some silly waves, and try not to drop your camera from all the excitement.

Is this the karma that we are reduced to?  Where we decide to completely dis-service the objectives of our buyers?

3. You sound like the kind of person who enjoys explaining to the other boaters why you made the best choice for your excursions on the high-seas.

We’ve heard your silliness before.  You enjoy never losing.  You enjoy the challenge of working from behind to get customers to agree that you.  You have an excuse for every situation.  No matter how badly you fail, you find a way to blame it on someone else — and you do it with style.

Yes, sir. Forget the sales practice.

You need to own a paddle boat factory.

After all, you’re someone who can get along fine without many customers.

And we all do whatever we can to convince others that ours is the best looking.  Our perspective that is.

We love our own opinion.

WE love the sound of it.  WE love the logic of it.  WE love the fact that we can have an opinion in the first place.

It’s all about we, we, me….

And the world of explosive selling is no different.

Line up 50 gurus and you’ll find 67 ways to go make tons of money.  Each dude has 4.3 easy steps to hitting your quota.

At the end of the day you are left shaking your head trying to figure out who to listen to and what to do.  It’s confusing, isn’t it?

You just want to sell.  And instead you find yourself defending a sales methodology.

So what do you do?

You need to understand the art of “perspective”…  It will go a long way to helping you negotiate big deals.

• Remember that everyone has a perspective even if they aren’t stating it loudly.
• Remember that “facts” don’t exist.  Everyone is talking about their perspective of facts.
• Remember that your customer’s perspective is the only one that matters.
• Remember that everyone’s perspective changes.

Once you understand these ideas, you will start placing the words “in my perspective…” in front of anything that anyone tells you. You’ll start defending less and showing more empathy…

It’s a winning formula.

———–

If you want to know a few more high-performance philosophies, join me on my EDGY CONVERSATIONS teleseminar on March 2nd.  I expect it to be “sold out” later this week so make sure you grab a spot soon.  I will share my perspective, and I look forward to hearing yours….

Imagine this scenario:

You find the brightest, most-qualified people you know.  Over coffee you then tell them your idea for changing the world.  About 15 minutes into the discussion they  nod their head, and you swiftly jump on the opportunity to woo them with your wonder-punch of :

“How about you work for me almost for free.  I’ll beat you up while you work really hard.  And then when you do land some business, I am going to take most of it and leave you with a few points….”

And we then we stop and sit back expecting the all-star we are interviewing to jump out tof heir seat, throw their arms around our neck, and offer to sacrifice their first-born child to us as a “THANK YOU”…

<insert cricket sound here>

It kind of doesn’t really make sense does it?  It’s almost silly.  Here we are as accomplished business people without a clue how to inspire the very people who are tasked with inspiring growth.

Kind of like smacking the receptionist who passed you through to the chief executive.  You might get away with it once, but you end up making enemies with the person who could make you really successful.

Now, before you go and remind me that there is more than one side to the story, let me tell you that I agree.

In fact, I got so obsessed with the topic that I reached out to my buddy, Brett Arp, who managed hundreds of millions in sales and marketing compensation for Wyndham’s timeshare division, Wyndham Vacation Ownership.  (Tmeshare is a highly commission driven business where payouts can run 20% of revenues.) Brett’s worked with everything from 100% commission plans to 80% salary plans depending on the role in the organization.  I figured he would have the answer to some of my questions:

The Interview.

Daniel: Brett, you have seen it all.  Why is the sales comp system such a mess?

Brett Arp: Great question.  I think it really starts with the person developing the plan.  How well does this person understand the entire business, the goals of each department and how every variable will impact the comp plan.  For instance, how are the other people in the organization paid and does this plan align with their pay plan?  How will other departments or people impact the person’s performance?  Too many comp plans are developed in a vacuum and I think this is why they are doomed from the start.

Daniel: With most commissions being single digits and the company keeping 90% or more of the revenue generated by a sales rep why don’t more companies take the time time to get the pay plan right?  If I were getting a 10 to 1 payback, I think I would take the time to get it right.  What am I missing?

Brett Arp: From my experience, most sales comp plans are developed or heavily influenced by sales management.  If they are in sales management, most likely they’ve worked under multiple incentive plans over their career and they feel like this makes them an expert.  The other business leaders usually defer to the person’s experience and the plans get developed.  Unfortunately, being on an incentive plan does not make one an expert at developing plans.  Much of what I end up doing when I talk to folks about compensation plan is play devil’s advocate so management is aware of any plan weaknesses.  The goal is to develop a plan that drives certain behaviors while minimizing any unintended negative consequences.  Knowing the strengths and weaknesses of the plan will make everyone’s life simpler in the future.

Daniel: You know my thoughts about the “long term” relationships and building conversations that last a life time.  My experience with comp plans is that they work month-to-month rather than decade-by-decade (which is how long companies would really like to keep a customer).  Talk to me about that.  What’s the right balance?

Brett Arp: Wow, that is a tough question.  Honestly I would have to say the right balance depends on the priorities as laid down by the Senior Leadership Team.  For example, some companies live and die by their quarterly earnings so who am I to say that a comp plan focused on the short-term is wrong when it goes against their entire strategy.  That being said, it is my place to remind them that no matter how much they might want their sales people to develop long-term relationships with customers, most sales people are going to do exactly what their plan pays them to do and that is focus on this month and worry about next month when it comes around.

I keep using the word “most” when talking about sales people and it reminded me of another issue with comp plans.  The majority of the plans are developed based on the average payout when everyone is rolled up.  If you do not pay attention to how a plan is going to impact your superstars, you may just kill the golden goose.

Daniel: Let’s get personal.  Why in the past have I been made to feel guilty by HR when I make a big pay day?  Doesn’t that mean that I am keeping them employed?  Isn’t the company keeping 10x more than I am?

Brett Arp: Assuming the company set up a win-win plan, they are definitely making money when you make money.  A lot of stuff gets paid for with that other 90% but I’ve never understood complaining about how much someone makes on the plan that was given to them.  I think many times it is a jealousy factor as well as someone not truly understanding what it takes to make a sale.  I’m not sure you’ll ever get rid of the pettiness.  Any time I ever heard someone complain about how much a salesperson made, I would just remind them that we are always looking for good salespeople and they are more than welcome to apply for the job.  I’ve yet to have someone take me up on that offer.

Daniel: Call me crazy, but for me in the past it was more than just about the money.  I can sell anything in a big way.  In that way, I don’t want to feel like I am whoring myself out for people who don’t value my input.  What are your thoughts about ego and managing the relationship between high-performers and their executive managers who probably make less than they do?

Brett Arp: I really think it comes down to the corporate culture.  When I ran sales compensation for WVO, the CEO started out as a very successful sales rep and worked his way up through the company.  In that organization, Sales was well respected and always had a seat at the table.  In contrast, I have also worked at a company that was more engineering/product focused.  Sales was not thoroughly understood by management and it continually created problems.  I think the tone really starts at the top of the organization and if the comp plans are well thought out and aligned, then the executive managers will be hitting their bonus numbers too.

Daniel: Everyone wants to incentive cold, hard cash generation.  In my mind that is short sighted, because a lot of the most important parts of whale hunting are not directly tied to the apparent cash side of the deal.  How do I pay someone to consistently produce a memorable experience that will lead to lots of future revenue?

Brett Arp: I hate to keep harping on the same word but it comes back to alignment for me.  Whale hunting is definitely not a 1-man job so is the organization aligned to support this endeavor, both from a compensation standpoint as well as corporate culture.  It is pretty hard to create a positive memorable experience without the support of others.

And to be honest, I think a lot of companies steer away from long-term compensation because it is can be difficult to track.   But if you can track it and regularly report out on it, then long term incentive can be very powerful.

Daniel: You do a lot of consulting for big companies who are looking to get this right.  Can you share 2-3 key things that you always advise clients?  Maybe a few “golden rules” of compensating sales dudes?

Brett Arp: Sure.  One thing I would say is to not try to have the comp plan manage the person for you.  What are the 2 or 3 things max that you want the person focused on and are those variables in the salesperson’s power to impact?  And secondly, think through how your organization is aligned from a compensation standpoint and highlight where you are setting conflicting goals.  By the way, conflicting goals aren’t always a bad thing as long as you aware of what you are doing and why you are doing it.  The problem is most organizations aren’t aware they are doing it.

Daniel: Thanks, Brett…  These are some great answers!

My thoughts.

So I go back to where I started:

1. You expect your sales dudes to be selling your value, so give them a plan that makes them feel valuable.
2. Talk frankly about trading risk for higher commission.  High performers can assess the opportunity on their own.  If you are worth the risk, they will join you
3. Invest more than money in your sales guys.  Time, respect, and thoughtfulness are very important. (Remember: You couldn’t do what they are doing for you.  And unless you don’t care about them leaving at the worst possible time for you, you might want to start building a relationship…

This post is way too long already or I would spend more time sharing more thoughts about hiring and rewarding “high performers”.  Most executives think they want the guy who can “blow the doors off”; they just don’t know what they are getting into…

Having been a sales rep who working my way up to the CEO position, I understand the different business sides to compensation.  I have sat on both sides of the table.  Beyond the basics of percentages, time lines, and quotas you have to remember that this is really about a relationship.  It’s not about you “winning” as an executive.  And it’s not about you giving into the silly demands of a “has been” wonderboy sales exec.

High performers need empathy.  Is that in your comp plan?

]]> http://www.salesbloggers.com/2010/01/whore-or-wonderboy-what-are-you-paying-me-to-be/feed/ 2 http://www.salesbloggers.com/2009/12/march-maddening-people-strategery-and-other-habits-i-learned-while-trying-to-use-salesforcecom/ http://www.salesbloggers.com/2009/12/march-maddening-people-strategery-and-other-habits-i-learned-while-trying-to-use-salesforcecom/#comments Fri, 04 Dec 2009 03:32:26 +0000 Dan Waldschmidt http://www.salesbloggers.com/?p=1327 ummm…. so March sales?

Please stop telling me about your stupid pipeline.  I know you have all the answers teed up for me.  I don’t give a @#$%…

I’m not your mom or you sales manager so stop pitching me on how amazing your three month selling cycle is.  Frankly I don’t care.

I am sure your pipeline is magical.

By the way, can I go back to that word “pipeline”?  Of all the major “P” words that play into a selling discussion:

…..Presentation

……….Pitch

……………Practice

………………..Process

…………………….”Pain” points

…………………………Professionalism

……………………………..Poise

There is a word that I don’t often hear — people.

In case you are not quite sure what I am getting at, take a look at your rolodex.  It’s all those dudes…

Sadly, your sales force automation platform screaming at you in your local web browser doesn’t give a crap either.  Sure there are a nice couple of fields there to put in first and last names and possibly a birth date.  (oooh…. maybe you can even put in a Twitter name)/

<whatever…..>

But your platform (which by the way, I understand your sales manager is stalkerishly addicted to) isn’t the road map to predictably building a kick-ass solution in March right now pre-Christmas.

It’s people…  You. Them. Us.

People relate.  People object.  People buy.

It’s people that we need to focus on.

The mathematics of making sure you maximize your time and attention are givens.  I am guessing that if you have read this far that you have mastered the art of engineering your schedule to predict your sales in March.

If that’s not you, go read some of the content that the other blokes on this blog write about (some of these dudes are pretty witty).

Know the formula of prospects to leads to contacts to buyers to repeat customers…

Know it and then improve it.  That’s your homework to do.

What I want to inspire you about is your focus on the person.

…..The other side of the sales contract.

……….The line item in your CRM with a price tag attached.

……………The entity “cutting the check” to you when you close the deal.

The person you are trying to seduce with your sweet sales love story.

Those persons generally:

1. Want to be appreciated
2. Enjoy funny, witty messaging
3. Hate to feel abused
4. Want to help others
5. Hurt
6. Think about what’s in it for them
7. Will invest in you if you ask them to
8. Want to believe in something bigger than themselves
9. Fear change
10. Worry about paying the bills
11. Want to feel like they make a difference
12. Need money to survive
13. Live pretty stressed out
14. Tend to tell you the truth if you ask the right questions
15. Lie to protect their own best interests
16. Believe in karma
17. Like being appreciated
18. Know when you really care
19. Decide if they like you pretty fast
20. Will give you second chances if you ask

And a bunch of other drama that you learned in Sunday School.

Fall in love with people — the people spending money with you preferably — and watch as you close deals faster than ever.

Forget about  your sales numbers in March.  Hit your quota by February and take the whole damn month of March off…