How to make Sales Process Stick

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How to get your sales team to utilize your sales process & tools.

How to get your sales team to utilize your sales process & tools.

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  • Most sales organizations are extremely focused on the lag indicators – sales reports everywhere.We must figure out what are the activities that lead to the WIG. By definition a lead measure must be both predictive & influeneable. It creates leverage on the WIG. It provides levers to pull to get the WIG we are betting on.The idea is create leverage with the DISCIPLINE of acting on these lead indicators until we transform the discipline into a HABIT.
  • We bring an awareness of what we are currently doing in these “moments that matter most” in the 2-day workshop & continuously throughout our program (i.e. tracking, scheduled visualization exercises – write out what you should do on common CUES that matter most, & tracking moments that matter most).
  • The Golden Rule of Transformation tells us that the 1st & last part of the habit loop is most familiar to the brain & as such we don’t want to change it. We want to change the routine.We think of Stimulus Response model, but as humans we have “free will” to consciously choose a better course or routine.The Desired Learning Objective is for participants to learn a better routine, a more persuasive technique, a better habit. They learn it in the workshop, they master it afterwards . . . During our execution!
  • The demo/do training model: during the 2-day workshop, once we draw an awareness of what our current patterns are – we demonstrate a better pattern (do it myself, provide examples thru story & show videos). Then we have participants “do” it themselves, roll up their sleeves & get their hands into it. People learn in 3 different ways (remember our objective during the workshop is learning, later it is mastery): auditory, visual & by doing.We provide a field handbook that provides weekly exercises that help imprint the desired patterns. We provide a real life example of a “cue” in moments that matter most & ask the rep to write up what they should do. We create the simulation but without the stress of time – we remove the pressure & allow them to “deliberately choose” what is the best routine. By writing it down it helps to visualize what they should do. Habits are like water in that “when it rains water finds a path upon which to move & the more it rains the deeper & wider, the more entrenched the pattern of the water – when it ceases to rain, then begins again the water finds & follows the same pattern as before. Everything is created twice, once in your mind, then in real time. Visualization creates strong synaspes within our brains, cue-routine – this is important in how we change the routine. Next, we provide the reps, in their field guide daily tracking reports on the areas that matter most. One of the most proven dietary measures to help people lose weight is to have them write down what they eat each day – when we “see it” we tend to make the adjustments. We ask reps to take 30 seconds after each call (again we must act on the important, not urgent activities). The act of writing it down brings the awareness to old routines & the need to utilize the NEW, more persuasive routines.Finally, Sales Managers should reinforce best routines immediately before joint sales calls & provide immediate feedback during the de-brief – we will demonstrate how we de-brief during the Accountability session.
  • The demo/do training model: during the 2-day workshop, once we draw an awareness of what our current patterns are – we demonstrate a better pattern (do it myself, provide examples thru story & show videos). Then we have participants “do” it themselves, roll up their sleeves & get their hands into it. People learn in 3 different ways (remember our objective during the workshop is learning, later it is mastery): auditory, visual & by doing.We provide a field handbook that provides weekly exercises that help imprint the desired patterns. We provide a real life example of a “cue” in moments that matter most & ask the rep to write up what they should do. We create the simulation but without the stress of time – we remove the pressure & allow them to “deliberately choose” what is the best routine. By writing it down it helps to visualize what they should do. Habits are like water in that “when it rains water finds a path upon which to move & the more it rains the deeper & wider, the more entrenched the pattern of the water – when it ceases to rain, then begins again the water finds & follows the same pattern as before. Everything is created twice, once in your mind, then in real time. Visualization creates strong synaspes within our brains, cue-routine – this is important in how we change the routine. Next, we provide the reps, in their field guide daily tracking reports on the areas that matter most. One of the most proven dietary measures to help people lose weight is to have them write down what they eat each day – when we “see it” we tend to make the adjustments. We ask reps to take 30 seconds after each call (again we must act on the important, not urgent activities). The act of writing it down brings the awareness to old routines & the need to utilize the NEW, more persuasive routines.Finally, Sales Managers should reinforce best routines immediately before joint sales calls & provide immediate feedback during the de-brief – we will demonstrate how we de-brief during the Accountability session.
  • Learning is accelerated which is process.Experience is increased which is an asset.These 2 combine to improve future execution.

Transcript

  • 1. Executing YourSales ProcessSalespeople are slaves totheir habits. How do youget them to use the toolsyou’ve provided?
  • 2. Why Should Your Sales Reps Change? “Dr Einstein, how could you possibly give the same physics exam two years in a row?” “Because, in the last year . . . The answered have changed!” And so it is with selling, the questions are the same “how do we grow” – the answers have changed! Copyright 2012 Program on Persuasion 2
  • 3. Where do you want your reps to change? Narrow the focus of change to the moments that matter most. Rep’s face-to-face interactions with customers matter most. Your objective is to establish improved behavior to execute your sales process. Copyright 2012 Program on Persuasion
  • 4. Bring Awareness to Existing Behavior “Most ailing organizations have a functional blindness to their own defects” - John Gardner It’s not that they can’t fix the problem, they can’t see it. Reps must recognize their current behavior (real-time feedback, role-play scenarios, etc). Copyright 2012 Program on Persuasion
  • 5. New Behaviors for Moments that Matter Most Teach better behaviors for these moments that matter most. This should be part of your sales process. These new behaviors are controllable by rep & drive results. Once rep understands better behaviors, your sales process, we must transform into Habits. Copyright 2012 Program on Persuasion 5
  • 6. 4 Steps to Transform Behaviors Into Habits1. Awareness of Habit Loop2. Golden Rule of Transformation3. Imprint the Desired Pattern4. Group Accountability Sessions Navy Seals Tip of the Spear Copyright 2012 Program on Persuasion 6
  • 7. 1st Step: Awareness of Existing Habit Loop Rep is triggered by customer’s cue: Example: “I have a problem”. Rep’s reflex or routine: Example: “Here’s My Solution”. Rep’s Reward: Satisfaction of The Habit Loop knowing the answer & helping. Habit loop recurs with each cue. Copyright 2012 Program on Persuasion 7
  • 8. 2nd Step: Golden Rule of Transformation The beginning (Cue) & end (Reward) are most familiar to the brain – you do not want to change these. Change the middle (Routine) to the newly learned, better behavior. “In between the Stimulus (Cue) & Conscious Choice Response (Routine) we have free will to choose a better behavior (Routine)” – Victor Frankl. Copyright 2012 Program on Persuasion 8
  • 9. Habits are like water Habits are like water finding it’s path for the first time. The more rain - the deeper & wider the entrenched pattern. When it ceases to rain, then begins again – the water finds & follows the same pattern as before. We must create these new, powerful patterns of desired behavior to replace existing routines. Copyright 2012 Program on Persuasion 9
  • 10. 3rd Step: Imprint the Desired Pattern The desired learning objectives are the better behaviors. Teach behaviors with demo/do training model. Show reps how to do it & then have them do it. Imprint the patterns using visualization techniques. Everything is create twice – once in your mind, then in real time. Reps self-track after each call. Copyright 2012 Program on Persuasion 10
  • 11. 4th Step: Group Accountability Groups of people with common objectives hold each other accountable. Creating a cadence or rhythm maintains focus & efficiency. This is the key to all other steps. Human nature is to be more accountable to groups than self. Copyright 2012 Program on Persuasion 11
  • 12. Groups Provide Validation Individuals follow a cadence that reviews their personal commitments. Group scoreboards compare individual’s progress towards better behaviors. Individuals De-Brief to group. Copyright 2012 Program on Persuasion 12
  • 13. De-Brief is Accelerated Learning Each rep de-briefs one of their key sales calls. Begin by comparing call objective vs. execution outcome. Review errors & successes against the sales process. Determine root cause & commit to next step of improvement. Copyright 2012 Program on Persuasion 13
  • 14. SALE Model of De-Briefing1.Set Time2.Analyze Execution3. Transfer Lessons Learned4.End on High Note Copyright 2012 Program on Persuasion 14
  • 15. Executing Your Sales Process Salespeople are slaves to their habits. How do you get them to use the tools you’ve provided?ProgramOnPersuasion.com 678-610-6509