Focus on Coaching: Assessing Selling Skills

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When we are working with a new customer, we want to get a self-assessment of the teams’ selling skills. The simple purpose of creating, delivering, and implementing a sales process is to improve your sales results, however you measure that.  But in order for you to know exactly what you want to improve skill-wise, you must first understand which skills you want to focus on.

Before we go any further, let’s assess the selling skills on your team and identify areas where you think your team could use some reinforcement or skills development. You may also find that refining your sales process will help address some of these skill gap areas. 

A stack ranking of selling skills forces the seller or the manager to place a “1” next to the skill that they feel is their strongest skill, and then a 6 next to the skill they believe to be the one that needs the most improvement. Thereafter, place a 2, 3, 4 and 5 next to the skills in a stack ranking that show the skills that are mastered and those that need to be improved.

The sales skills to be assessed are below.  Rank 1 for the strongest skill and 6 for the weakest.

             Proactive new business development 

             Assessing needs

             Establishing value

             Accessing key players  

             Managing the buying process

             Negotiating and closing

So, go ahead and use the open space to the left of the skills listed above to stack rank your skills. Remember, stack rank means that there can only be one 1, one 2, one 3, etc. on through 6. Managers should do the same ranking and then compare the results. If the results align, then there is a common path on which skills to work on. If they don’t, then there is some dialogue needed to clarify and prioritize training and coaching priorities.

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The Bottom Third of Your Sales Team is Killing Your P&L

I’ve had this conversation with commercial leaders dozens of times each year. They tell me they would like to boost their sales team’s skills, and coaching by first-line managers, but they don’t have the budget.

They do.

The budget for improvement is lying in the bottom third of your sales organization (see attached below). You have seen these types of underperformers before—regardless of the amount of support you offer, they’re just not getting it done. They waste management time and lose market share to the competition who is outselling them. Waiting to replace them is costly and HR-driven performance improvement plans take too long.

So, what’s a better use for the money you’re currently investing in your bottom performers? It’s time to invest it in your core performers, the B & C players who will give you the greatest lift. These are the team members that have the potential to be top performers with the right skill coaching and reinforcement.

What about your top performers? Just stay out of their way. That’s right…let your A players run. Whatever they’re doing, it’s working.

Ready?

 

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Excerpt from “To The Point Innovative Strategies” Webinar

John participated with an elite panelist group for the “To The Point Innovative Strategies” Webinar. For anyone that’s looking to achieve sales success and drive revenue in this “new normal”, we highly recommend you watch this 10:18 recording of John’s part in the Webinar.

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Tripling Your Proposal Success Rate

There are six things you should know before rewarding your prospect with a proposal. In order to discover them, you’ll have to conduct a complete qualification of your prospect during the meetings leading up to this point in the sales. Here are the checkpoints. 

1.  You understand the PBOs thoroughly and are able to provide a satisfactory solution.

If you don’t understand the customer’s primary business objectives completely, how can you be sure you can suggest a solution that would be enthusiastically endorsed?

2.  The prospect has to do something – it is NOT an option to keep things the same.

If keeping things the same is an option for the prospect, they might very well select that option.  Problems tend to fall into the “fix it” or “forget it” categories. Unless there’s a compelling reason to change, most find it easier to do nothing.  Find the compelling reason they’d want to go through the hassle of changing suppliers or implementing something new. If they can’t present a compelling case for change, they probably won’t change.

3.  You have access to the decision maker and will make your presentation to him/her. 

You must have access to a decision maker before delivering a proposal. A good rule of thumb is never to make a presentation to someone who can’t say “yes.”  It’s that simple. 

4.  The prospect needs to implement a solution in a time frame that makes sense for you from a business standpoint.

Time kills deals. What’s the point if your prospect doesn’t want to do anything for 18 months? Too much can happen to in the interim to send the deal sideways.

5.  You understand the prospect’s selection criteria, and have a reasonable chance of meeting those criteria successfully. 

What are the top three things they’ll evaluate when selecting a business partner, and why are those things important?  This will give you a good handle on just how good your chances are.  If this is a price-driven deal, for example, and you can’t or won’t compete on price alone, why try to compete at all?  It’s a very competitive world out there and your competitors are trying just as hard to win the business as you are.  You’ve got to know their strengths and weaknesses, how they’re likely to react in certain situations, and how hard they’ll fight for the opportunity that you’re trying to win.

6.  The prospect is considering only a small number of suppliers and is not putting the deal out to every company in the area. 

Generally, “RFPs” are not an optimal type of business to win, since price plays such a major role in the selection process and the opportunity to communicate openly with the prospect is limited. Prospects whose attitude is “the more, the merrier” are more interested in price than a relationship. Finally, increasing the number of options for the prospect decreases your chances of winning.

If you made it through the checklist above with a reasonable chance of proceeding, your job is to now understand what will happen after you deliver the proposal. You must have this conversation BEFORE you provide the information the decision maker is looking for in your proposal. If you wait until after delivering the proposal, you will be in the age-old game of cat and mouse, chasing a decision with endless call backs and delays.

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