The Difference Between Top Sales Performers and the Rest

The Ability to View Obstacles as Opportunity

Business Owners, CEO's and Presidents: Do your sales people have more excuses and reasons for failing to meet quotas? Or do they develop, implement and stick with a different and more productive course of action?

In these difficult economic times sales people become quite black and white. In other words the difference between top performers and rest becomes quite clear.

For those of you who find it difficult to differentiate between the two, let’s look at a few differentiating factors.

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Effectively dealing with Resistant Sales People Part 1

The economy is changing, buyers are more skeptical and you are working harder and longer for the same or less revenue. You have concluded the necessity for or have been asked to lead a change initiative. The problem identified is that what you or your organization have been relying business development specific simply is not working to the point where you can gain the traction necessary to get to the next level. The time, energy, effort and desire are present, however real change and the results are not.

 

Business Owners: Are you facing Growth Obstacles, Stagnant Sales or an Inconsistent approach to Business Development that have you stuck on the Sales Plateau?

How much of a role do you play in your own level of dissatisfaction?

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Change triggers fear reactions and these reactions can lead to resistance. Understanding the fears the cause resistance to change will help you to find communication strategies to reduce the amount of resistance that can impede you from achieving the results you desire.

So, you are going over the same thing with the same sales people each Monday morning, right. They nod, smile and acknowledge your advice however by Tuesday you find them exhibiting the same counterproductive behavior we were discussing the day before!

First let’s understand the cause. Sales people resist change because of a variety of reasons. For the balance of this Tip Please Visit the Peak Performance CEO Sales Blog at http://www.peakperformancesalestraining.com/content/effectively-dealing-resistant-sales-people-part-1-peak-performance-training-and-development

WHY BUSINESS OWNERS COMPOUND THEIR SALES PROBLEMS, AS OPPOSED TO DEALING WITH THEM HEAD ON. THE MAJOR MISTAKES THAT LEAD TO THE SALES PLATEAU!

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Presidents, Business Owners and CEO’s all have, for the most part, good intent. In fact we all do what we do because we believe that it is the right thing to do. Unfortunately it is not always the most effective thing to do.

Sales ineffectiveness and pipeline bottlenecks ultimately create a situation where companies work harder and longer yet fail to gain real traction. This in turn results with the organization being stuck atop a sales plateau.

Opposed to dealing with the real root cause of sales ineffectiveness which in turn leads to bloated pipelines, which leads to a complacency in the mind of the sales team, business owners instead begin a process which is a series of common mistakes. This process is not relied on because management intends to set out to sabotage the company. We will first outline the process, and then we will detail the mistakes. This process is relied on because many at the top fall prey to several issues.

1) Business Owners become conditioned to the excuses, lies and reasons for deferring change by the sales team. They come to believe that 50%, 60% or 70& efficiency is the best they can achieve. In other words the Business Owner accepts 50%, 60 or 70% effort, yet they are held accountable to 100% of the salaries, commissions, bonus, benefits, advertising and marketing and other expenses necessary to maintain the sales team.

2) Business Owners fail to change their sales team’s minds, resulting in failure to change their routine.

3) Business Owners do not realize that in order to get someone to “think” differently, they first must get them to “feel” differently.

4) Business Owners want and desire change, yet fail to uncover their sales team’s “incentive” to change.

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Why CEO's, when faced with Growth obstacles resort to Self-destructive Strategies

 

Mistake # 1 They impact their margins by adding to their sales team opposed to solidifying their existing team currently who are under-performing. To add to ineffectiveness, they rely on past lackluster hiring criteria in order to increase the number of feet on the street.

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Mistake # 2 They again negatively impact their margins by investing into more advertising and marketing campaigns instead of dealing with the problem of poor qualifying, poor closing skills, and poor follow up on leads previously developed. In effect they spend more to get more leads to have more opportunities to close less business!

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