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Posts Tagged ‘corporate sales training’

1) Do you monitor and manage tasks or do you identify and train to essential competencies?

Do you want to know the big difference between due diligence and a core competency?

Here’s a classic example:

Collecting 50 business cards per day is an act of data procurement, while training to a 60% conversation to appointment ratio is focusing on an essential component to ensure your sales team’s success.

Don’t focus on accountability to tasks but enlighten to identification. It’s much more important to teach your people the “business” of the business they’re in.

If you currently have your sales team accountable to tasks, then you’re merely “managing” tasks. In order to become more effective – you should be training on measurement of competencies so your people can ‘run their own business.’

2) You measure details not directly related to performance and results.

A telecommunications sales manager proudly told me he requires his sales reps to document ’100 dials per day.’

I was shocked when I heard this. I asked him if he was in the ‘dialing’ business or the ‘communication’ business.

Think about it for a minute. What does the measurement of ‘dials’ have to do with performance or results? Can you ever improve your dialing skills?

It’s insane to waste time and energy measuring that type of stuff when there are so many other “valuable” things to measure.

The focusing of measurement not related to “performance and results” takes you away from the real deal…essential competencies.

In the X2 system ‘Show Time’ begins with the actual conversation, a measurable competency that we can attach to systems and training for critical improvement. By measuring these competencies you’ll spend less time documenting insignificant information and more time analyzing meaningful business metrics.

3) You attempt to manage your subordinate’s ‘time’.

During the playoffs, a winning college coach was interviewed about his coaching philosophy
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1) Is it an essential component to your sales mission or just an ingredient in the recipe?

List 10 actions, routines or tasks that are part of your sales day and considered essential components of your sales process.

Now, ask yourself. How many of these are essential components to my sales mission are just ingredients in the recipe?

Think about a professional golfer’s essential competencies from tee-off to last putt. Is the ball and club a core competency, or is it the golf swing and putting stroke? What about a basketball player with the essential competency of passing, dribbling, and shooting?

2) Can it be measured routinely and accurately?

A Core Competency is a definable entity that is related to performance and results.

Ask yourself. Can I measure this with a napkin, pencil, and calculator? Can I put it on one piece of paper and be able to evaluate the status of my business? Do this first. You can always transfer it later to the million-dollar sales automation system.

Can you apply a universal performance benchmark that is realistic and assures revenue goals individually and collectively?

3) You know you have achieved this when you can tell a sales recruit during the interview process the (3) simple numbers that will assure them success.

Have you identified the ‘Key Performance Indicators’ in your sales process?
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1) Identify Your Essential Competencies and Performance Metrics

If I asked you to list all the essential competencies that YOU are in control of – the ones that are absolutely critical for you to be successful in your sales position…could you do it?

For example…

Essential Competency or not?

” Converting conversations to appointments? (yes it is)
” What about filling out paperwork? No! (That’s a related task)
” What about closing ratio? (Sure it is.)
” Degree of success in turning a first appointment into an opportunity? (absolutely)

Get the picture?

Now, if you truly want to adopt a self-management system that will work FOR you – not against you, you first have to “access” what is an essential competency and what’s merely a related competency.

To do this, sit down and list any sales metrics and performance numbers inter-related to your competency numbers and your desired revenue results. (Hint: “Sales Cycle” and “Average Revenue” per sale are two.)
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