Sales & Marketing Management - September/October 2008 - (Page 17)

MANAGEMENT STRATEGY need to be able to recognize their own feelings and those of others. Someone who possesses emotional awareness can recognize the interactions that trigger certain emotions. He can proactively identify and process his feelings, then propose recommendations to move a situation or conversation forward. He can also recognize opportunities to express empathy—another way to connect. Tips for the sales leader: 1. Introduce the behaviors and importance of reading and interpreting the feelings and perspectives of others. 2. Encourage your salespeople to use phrases such as “I believe,” “I choose” and “I feel” for strategic positioning and connection points. Accountability For many salespeople, identifying a goal is the easy part. Defining the path to reach that goal and holding themselves accountable are the difficult parts. Sales leaders need to demonstrate and promote accountability perhaps more than any of the other principles, thereby eventually creating a culture of self-accountability. Many salespeople believe they’re being real, but it’s all too common for them to create personas that they act out socially and professionally. Tip for the sales leader: 1. Promote accountability by setting your own goals they saying? Are they using negative self-talk, beating themselves up over a botched presentation? Are they criticizing themselves and others for a lost deal? A successful salesperson can control the beliefs, opinions and thoughts that shape how they connect with others. If they present themselves in a way that is positive and genuine, they will connect more powerfully, and be more likeable, than if they display negative or controlling behaviors. The behaviors and attitudes of the salesperson determine the depth and breadth of their relationships. Tip for the sales leader: 1. Inspire your sales force to see them- and frequently communicating your progress. Even if your goals are a mix of professional and personal, it’s okay to be vulnerable and share them. It’s another opportunity for connection with your sales team. 2. If you find that anyone (including you) is not holding himself accountable, discuss together how important the goal is. Remind them to commit to the journey—you can’t want it more than they do. selves from a stranger’s perspective. The intent is not to judge or critique, but rather, to assess their behaviors—the ones that enable them to connect and build relationships. 2. Inspire them to end negative self-talk and congratulate themselves for each step they take to expand their comfort zone. The first steps in building a successful sales relationship, therefore, have to come from within. To compete in today’s sales arena, it is important to be real, in more ways than one. [THE PULSE] Before a salesperson can truly connect with a potential client, they have to like themselves. Think for a moment: On a daily basis, whom do sales reps have the most conversations with? Is it their clients, a partner or colleagues? No. The answer is, themselves! With that in mind, the question becomes: What are www.salesandmarketingmanagement.com SOURCE: INSTITUTE FOR CORPORATE PRODUCTIVITY STUDY 17 Likeable PERCENTAGE OF ORGANIZATIONS OFFERING DISSIMILAR PAY FOR MEN AND WOMEN WITH LIKE EXPERTISE OR EXPERIENCE. SEPTEMBER/OCTOBER 2008 SALES &MARKETING MANAGEMENT 17 http://www.salesandmarketingmanagement.com

Table of Contents Feed for the Digital Edition of Sales & Marketing Management - September/October 2008

Sales &�Marketing Management - September/October 2008 Contents Editor's Letter Brian Tracy University Smart Sales Sales Strategy Smart Marketing Marketing Strategy Smart Management Management Strategy The Low-Cost Sales Leader Why Sales Process Gets the Shaft Training Q&A Technology Making the Case for Travel (Part II) Travel/Meetings On the Road The Way I See It

Sales & Marketing Management - September/October 2008

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