We all know that sales are tough, the constant rejection takes many frustrated salespeople to lower their prices and give huge promotions. You must know that it doesn’t have to be this way. Fortunately, a great salesperson can be made.
Just like a sports team anticipates every move during a game, the sales team should map each encounter and its possible outcomes. After 20 years of helping founders and CEOs scale their companies, I’ve come repeatedly to re-reading the Hyper Sales Growth book, by Jack Daly, a serial entrepreneur who built six startups into national organizations, and an inspirational sales coach for the past 20 years. You can feel the amount of time, money and tears that has gone into each unique approach offered in this book. It is why I find myself coming back to it so many times. Jack Daly’s approach has stuck around for years because it can be executed immediately and most importantly, it makes the company change forever into a more enjoyable working experience. After all, if success is a life goal, the best part is to enjoy the ride, right?
According to Daly, there are three factors that contribute to sales growth:
1. A Clear Corporate Vision:
My first question to entrepreneurs and CEOs is this: What is the vision for the company? Where do you want it to be three, five, or 10 years from now? Few leaders can fluently answer where they want their business to go. Paint a picture of your company’s direction and get people engaged and excited. Where will you have a presence geographically? What will be the size of your team? What does the revenue look like? Have a clear and inspiring path of where you want to take the company under today’s reality and tomorrow’s opportunities. This will spark the team’s energy and purpose and lead them to know how to act under any rough patches ahead. Make sure to develop success guides and never stop training.
2. Key Salespeople:
Have the right people in the right positions. Have a sales manager that is not your best salesperson–and definitely not the CEO. The sales manager is responsible mainly for two things: growing your sales team in quantity and quality and teaching them how to think and act by caring more about the customer than the sale. Find someone who manages the pipeline and has the right touch with people. Here’s a tip: Recruit for skill but hire for attitude. Success at selling has little to do with products, services or sales strategies–all that can be taught.
3. A Strong Sales Culture:
Create a workplace that your people enjoy going to. If you get the culture right, everything else that goes on in your company gets easier. Build a winning culture that will give people tools, processes and authority to take decisions as if they were the owner. Make space for mistakes and learning, so they are in charge and feel a sense of belonging and accomplishment. Especially, make it fun and exciting for this is the only way to make them fans of the company and their job and to give their absolute best. There are four legs to a strong culture: recognition and contests, communication, personal and professional development, and empowerment.
When you own a market, you can charge whatever you like.
I recommend my coaching clients take some time off to plan with their team. Go somewhere for a day or two, and have a break from your work routine to develop a game plan to differentiate from the competition. Design a plan with the sales team to create a perception of value to enhance trust and remove price objections. Make it interesting for the team by creating a theme about the goal and plan a celebration when they get there. It will boost sales to levels you’ve never seen before.
Keep a mindset to create a workspace that works around boosting sales primarily, under the core principles of making work fun and winning people’s hearts. Just like the sales team should ideally be, just go and get it! Start right away and don’t wait until you have a perfect plan.
Daniel Marcos
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