Natasha David worked for me a number of years ago as Marketing Manager in a technology company where I was Managing Director. One morning I received a call… her husband had died and was in his late twenties. “I’m so, so sorry Tash… what happened?” an awkward silence followed. How do you talk about a loved one who commits suicide? How do you cope with the feelings of guilt about failing to save them or not being close enough to recognise what was about to happen? I felt paralysed but we did our best to give her all the space and time she needed to be able to manage.

Many questions and emotions swam around in my head in the months following this experience. Two years earlier in the same company where Natasha lost her husband, our Professional Services Manager lost his 20 year old son to Leukemia. There was a dramatic relapse just days from the twelve month anniversary of cancer treatment when he would be officially pronounced as being in remission. It was heart wrenching to witness let alone live through. We also supported him by removing all work pressure and providing complete flexibility on full pay for as long as he needed. Without any fuss, his team rallied and covered all work demands. He slowly re-joined work and we were able to tentatively talk about his son with him. There would be stilted conversations and tears but it was okay… all part of the process of creating a meaningful life without his beloved son as well as honoring his son’s memory.

For friends and colleagues, what is the boundary between showing care and prying into someone’s personal life when they suffer loss or are seeking to deal with their own demons of depression or other mental illness? Is the workplace somewhere the grieving person goes to escape or can it be a place of healing? Is the workplace where those with invisible disabilities come to hide and deny or can they be accepted and respected?

Suicide seems to be different… a social taboo with stigma attached to the death of a loved one. I never did manage to have a conversation with Natasha; just a few hugs and as much workplace support as I could provide. She withdrew and coped in her own way… I did the same when I lost my mother at 25 – it was at times a bleak lonely place. After losing her husband to suicide Natasha was pulled into a dark void and checked herself into hospital where she had a profound realisation that can save lives …

The Life Saving Truth: “Suicide only transfers the pain to everyone else.”

This is something we should all share with anyone we think is in a bad place with depression or other mental health issues. Natasha is one of the most courageous people I have met and she is about to publish her book, Marrying Bipolar. It provides amazing insight for anyone wanting to understand mental illness. Winston Churchill described depression as the black dog but it is far more complex than applying labels.

Natasha decided that if she was to push on, she would make it the best life she could live. She has done exactly that and her book will make a difference in many lives.

Natasha’s story shows the devastating impact for those around someone suffering from mental illness but what if you are directly managing or working with someone who has a mental illness? I’ve managed sales people for many years and I am sensitive to the tell-tale signs. I have a personal experience with mental illness as the son and then the business partner of a bi-polar father. Others in my family also suffer from mental illness but I thank God not my wife, children or me.

Professional selling is brutal… it is not for the faint-hearted. High levels of emotional intelligence (EQ), business acumen, strong work ethic and resilience are all essential. I’ve seen sales people battle through massive highs and devastating lows, damaging the very relationships they need to succeed, going troppo on drugs and alcohol, going missing for days until they emerge from their dark fog.

All this raises two important questions for sales leadership:

1. Does selling attract those who are inadequately equipped to cope with the demands of the role?
2. What can sales leaders do to help and manage those in their teams that suffer from a mental illness?

1. Does selling attract people who are poorly equipped psychologically?

The research has evidenced that mental illness does not discriminate by ethnicity, age, gender or career choice (Meadows, Farhall, Fossey, Grigg, McDermott & Singh, 2012). Throughout my professional career, the most common mental condition I have encountered in sales people is bi-polar. This term used to be identified as manic-depression and both are apt descriptions for the huge mood swings that can damage relationships with clients, staff and partners. On top of this they require persistent, consistent management therefore consuming disproportionate amounts of a manager’s time and energy. Although anyone with a disability – physical or mental – can be a productive and valued member of a team, they need to find the right job position, have a supportive manager and work environment.

The biggest mistake a manager can make is to hire the wrong person and the second biggest mistake they make is holding onto staff that need to be moved on.

This sounds very harsh but it’s a truth all managers must face. The best way to do so is with empathy and compassion in seeking to help people work in roles that best suit them. A lack of compassion combined with relentless pressure and judgment exacerbates the risks and highlights a sales manger’s poor values or interpersonal skills.

Selling is one of the toughest jobs; for anyone to sustain success they need the following attributes:

• Resilience: The ability to cope with rejection and disappointment amidst relentless pressure to perform and deliver results
• Emotional Intelligence (EQ): The ability to truly understand your personal strengths and weaknesses while being able to read people and politics
• Good work ethic: The discipline and ethos of doing what it takes rather than your best by committing the required time and energy in paying attention to every detail
• Curiosity and intelligence: Beyond being smart, this is also being obsessed about the customer’s world, how results can be delivered and how risks can be managed
• Insight and domain knowledge: Specialisation in an area that matters to the customer with you being able to provide genuine insight to the people who make decisions.

Track record, qualifications and work history are easy to validate. Every hiring manager needs to go beyond these and be clear about what defines a ‘cultural fit’ for sales people by evaluating candidates against the above criteria.

2. What can we do to fulfil our duty of care for those who are struggling?

Make no mistake; leadership carries a burden both morally and legally. We have a duty of care to those we employ and to those with whom we share our lives. We need to create person-centered cultures rather than toxic performance-based furnaces. I’ve written previously about two contrasting corporate cultures (love vs greed) and we need to create environments where work has purpose, value and respect for those around us.

A healthy workplace is a community where employees are valued members of a team rather than mere units of production. Where relationships are real and the corporate values play out in the positive behavior of the leaders.

We need to ask people if they are okay and really mean it. The best way to create a high performance culture is to be authentic about delivering value for clients and building relationships of trust and respect. Executing this requires leaders who are the real deal and able to rally people to their cause; yet becoming a great leader in an inside job rather than projecting a persona.

Capitalism without compassion is commerce without a soul. We all want to make a positive different in the lives of others but not everyone can be a winner who stands on the podium in first place. Great leaders embrace diversity and leverage individual strengths within teams. As a leader, seek balance and value individuals as people who have their own fears and shortcomings as they pursue their aspirations. Have the courage to talk with an employee or colleague about how they are really going with genuine empathy.

Ask ‘how are you going… really?’ Then listen like you’ve never listened before. Everyone needs to be heard. Everyone needs someone who cares and believes in them.

For more on this important topic, please read The Darker Side of Selling by my good friend Bernadette McClelland. She provides three examples of the unhealthy pressure and destructive behaviours that plague many sales environments.

Reference: Meadows, G., Farrell, J., Fossey, E., Grigg, M., McDermott, F., & Singh, B. (2012). Mental Health in Australia: Collaborative community practice (3rd ed.). South Melbourne, Australia: Oxford University Press.

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If you believe there is an easy button for success in sales, the joke’s on you! While there’s tremendous value in a vast array of digital tools, all emerging technologies have a dark side.

Take the internet itself and its use for nefarious purposes: I wish the majority of its usage were for knowledge. How many people are studying the rich tradition of human history, MOOC learning, culture and fostering communal collaboration to break down cultural barriers, cure cancer and end the common cold?

It’s overwhelming to fathom that the internet has become a TV substitute. The Social Networks are laughing all the way to the bank monetizing your time. But you can be laughing all the way to the bank, too, if you realize this.

One of the most powerful things in the world that you can personally do to improve your life and business career, sales or otherwise is to turn off TV and social media. Understand where the new school tools fit in and acknowledge their place in the cosmos. Modernized sellers who are deadly serious about being elite performers in their field use them differently, I assure you. A cautionary tale privately emailed to me:

“Tony, Building our sales team and I just had to fire a sales rep who was only emailing and messaging on LinkedIn and logging fake sales on our CRM. He tanked our company and I’m back to square one building from the ground up. Your post resonated with me and reinforces my belief that HUMAN not ‘social’ connections are the best. Picking up the phone, sitting down for a coffee, flying in for a meeting…are irreplaceable experiences.” – Anonymous

I’ve polled thousands of you from every continent and walk of life, from transactional to enterprise flights, to massively matrixed, complex government procurement cycles that can take 36 months. The jury is in that the phone is still absolutely essential to develop business at every stage of the funnel.

To make the most money possible, the top reps in your company and industry have figured out how to manage their time, leverage old and new tools to position themselves as a trusted advisor and subject matter expert. They’ve figured out which opportunities to prioritise in a pipeline and what they need to close to hit their number.

The simplest way to get there is to build ultra-targeted prospect lists, dial on them yourself with a razor sharp value proposition and set the appointment, don’t try to sell the product. Social is a phenomenal tool for locating which prospects to go after and getting foreknowledge of what they’ll care about but paradoxically, super personalized communication can be a repellent.

Sales Managers who work for ambitious CFOs often prognosticate fantastical growth rates. 30% is not an industry standard, it’s a mass delusion. This is why there’s blowtorch management going on where 10 lemmings get hired so they can systematically fire 7. I can’t help you if you are inside a blowtorch culture. If you have a fair management system, quality product market fit, and you are on a global team in which 20-40% of your peers are hitting their number or exceeding it, so can you!

There’s no secret to sales. You need to hustle and work harder than anyone else to make it pay off for you. “It’s no longer a numbers game,” is a band-aid for the lazy modern seller. I want to contort that statement the other way: it’s harder than it’s ever been. If you truly knew how hard you’d have to work to be successful in this game, you’d probably quit.

Maintain a good sense of humour. See things more clearly, don’t buy into things being more different than the same. Observe the actual day-to-day behaviour of top reps on your team and in your industry. Study the old school and fuse it with the new school. Look at your PHONE as the ultimate social device: “the social phone.” Invest in the best tools money can buy and read your company the Riot Act if they don’t invest in you. They spent 15-25K to recruit you, they can spend the price of a cell phone getting you the best tech for prospecting due diligence.

20% of any system will drive 80% of the results. 20% of any given day’s work will engender 80% of output. That means shockingly 80% of every day is waste, friends! The Pareto Principle is alive and well in all human systems. So in order to optimise the levers that will get you to your financial goal, it’s critical to focus on the most constructive revenue producing daily activities. That’s “tripling” a targeted list – call, text – LinkedIn invite. That’s methodically attacking the same 50 targets for an entire quarter top down, bottom up, middle out, lateral, by bee swarm, referrals, and teamlinks.

After decades years of looking at this stuff, I would say that chasing the wrong people to sell them things they’ll never need is the biggest error. You need to get crystal clear about your target list.

Step one: Go after the competitors of your existing clients. Go after the companies your own direct competitor is working with and are listed on their website.

Step two: You are only as strong as your own intel, just like in war. If you can get an edge, it’s massive. If you can read any LinkedIn Profile, even one that’s hidden to you, it’s pivotal. If you can get a direct phone number to add the power of your tone, intention, and warmth to the sales cycle, it’s imperative.

Elite athletes spend 10,000 hours honing their craft and know every stat down to the wire. They will spend any amount of money getting their driver in golf to weigh one less ounce or having one more component on their racing bike, be made of carbon fibre seeking aerodynamics to crest the hill faster in the Tour de France.

Per Einstein, “Insanity is doing the same thing over and over again and expecting different results.” You can’t do what hundreds of millions of people are doing and get an elite, unusual, uncommon result. You can’t just social sell or just pound phones, or just use one method of sales.

You’ll get noticed by swimming upstream against the current. You’ll stand out like a sore thumb by doing anachronistic things like writing handwritten notes. You’ll make waves by blending multiple channels in combinations. You’ll jut out by exhibiting business acumen and understanding the fundamentals of how your prospect makes money and SWOTTING where they’re weak.

You’ll get VIP status if you have a confident, sardonic and knowing chuckle because, like them, you are laughing all the way to the bank. You can bank on my methods in these posts, field tested by thousands, and influenced by thousands.

I wish I could tell you, cold calls are dead and it’s all just social selling. The savviest sellers are using both. Top reps are interrupting their “dream prospects” and landing meetings which are converting into rich opportunity pipeline and closing millions in new business. You’ve gotta spark people to realise and react the “pain of same is greater than the pain of change.”

There are too many paradoxes in sales to simplify something that is really an art form. E.g., reconcile these two quotes for me:

“Give me six hours to chop down a tree and I will spend the first four sharpening the axe.”

Abraham Lincoln

“I fear not the man who has practiced 10,000 kicks once, but I fear the man who had practiced one kick 10,000 times.”

Bruce Lee

I’d look at these two quotes like this to master the art of sales. Abe Lincoln is the strategy piece and Bruce Lee is the tactical piece. There is no Strategy without effective tactics and effective tactics fall down without a stellar strategy.

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I ran a sales management masterclass for a global client and here are the key points I made to 30 sales managers about the way we all need to lead and inspire teams.

1. Purpose.

No sense of mission or purpose for the difference you’re making in the lives of others.Intent is everything… potential customers can smell it. There is nothing more repelling than having ‘sales breath’ where you’re all about yourself and making your sale rather than being all about them and the outcomes they need to achieve while managing risk. What difference do you make in the lives of your customers… personally and professionally? Be clear about the answer and ensure all of your salespeople are too. As a sales manager, make sure you’re all about your people rather than yourself and that you act in the best interests of your people, your customers, and your company.

2. Strategy. 

Every organization is political in nature and this means that there are competing priorities and hidden agendas. You need a strategy for managing relationships and engineering best value for the customer while creating a comparative bias toward the strengths of your team, your company, and your solution. Strategy need not be complicated but you must know how you can change the rules on the competition, kill the customer’s apathy, and embed yourself in a compelling business case where there is an inbuilt bias toward what you do best in the market.

3. Technology and Data.

Failure to be data-driven and leverage technologies. Average deal size is shrinking, the number of people to cover in an account is increasing, sales cycles are taking longer, and there is increased competition. All of this means that you and your salespeople must apply effort where it will be most productive. Treasure time, fully embrace your CRM system, leverage LinkedIn’s, harness data intelligence tools that provide direct dials and the insights that create context and ‘warm’ engagement. Leverage the strengths of weak ties to never make cold calls yet go get punch drunk on the phone while your competition has slipped into ‘snoozer mode’ of passive social selling. Combinations of technology and driving concurrent channels of outreach are how the best are crushing quota.

4. The right conversations. 

No-one is interested in what you do and how it works until they first see you as someone who can help them achieve the important outcomes they are accountable for in their role. Lead with why conversations matter and be specific about the opportunities you see for them to improve revenue, reduce costs, increase profitability and have a positive impact on the metrics by which they are measured and personally that matter to them. Have a ‘hypothesis of value’ about how they could improve their business based on what you’re seeing with other customers who have a similar profile. Make your narrative all about them rather than yourself!

5. Sense of urgency. 

Time kills deals. Momentum is difficult to create and so very easy to lose. Treasure every opportunity and constantly think about how you can create progression every day with each stakeholder in every opportunity. What’s the next step? What are the key milestones and dates? Who needs to be on board to achieve consensus and in order for a decision to be made? Hope and prayer is not a strategy… success is earned. Between the opening and the close is the middle… the middle is the place where many deals die. Your biggest risk is usually complacency. Constantly ask why it matters and what happens if it slips. If there is a not a ‘compelling event’ then there had better be a compelling business case.

6. Discipline. 

We must do what needs to be done, when it needs to be done, and regardless of how we feel. Beyond going through the motions, we need to also execute masterfully. The discipline of training and repetitive correct execution is the hallmark of the very best in their field.

“Everybody wants to be a bodybuilder, but don’t nobody want to lift no heavy-ass weights. But I Do”

Ronnie Coleman

7. Execution. 

Having a rubbish narrative and not executing the fundamentals is the most common reason for sales failure. If you can’t secure meaningful conversations with the people of power and set the right agenda, then you’re working with someone else’s agenda. The customer forms an opinion of us quickly and we need to earn their trust and respect at every stage and through every interaction. Many deals are lost by the seller tripping over their own shoelaces. Can we write professionally and do we proof-read? Do we turn up on time? Have we done our research? Do we have insight? Is our demo relevant? Are our slides on point and all about them not us? Do we ask the right open questions? The list goes on… make every post a winner. You and your team need to all do the basics well.

8. Managing Expectations. 

Let’s face it… your boss is a lunatic who has an insatiable appetite for ever-increasing performance results and no regard for your personal life. They are happy to burn you out, throw you under the bus or melt you with their blow torch. You must manage their expectations. Customers are also crazy as they bark orders for you to jump through hoops and dance to their discord. They adopt ill-conceived strategies for managing their risks and often unwittingly work against themselves. It’s essential to positively influence their process, set the right agenda, then ‘culturally’ align. Ensure you have alignment with their process and reasonable goals and achievable time-frames. Be proactive early and know that yes-people are not respected.

9. Humility and the willingness to learn. 

Lifelong learning is the hallmark of the smartest humble people on the planet. Conversely, salespeople must be the worst readers on the planet. So many sellers think they know it all and have no need of improvement. Curiosity and a willingness to learn is what transforms a sales career. The best sales managers have their people on a reading program and they test whether they actually read or listen to the books, watch the videos, do the research. They turn sales meeting into sessions that actually provide value for the salespeople rather than cadence forecast meetings.

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“I don’t believe in burnout.” – Grant Cardone

Do something you love and you’ll never truly work a day in your life.

People ask me, “Tony, how do you keep up the frenetic pace of 25 hours every day? How are you not beyond burnt out on selling, calling, and traveling across continents incessantly after 3 decades?” It doesn’t mean I love every element of what I do on a daily basis or enjoy the rejection laden gauntlet… even I run from dawn until dusk and I’ve had moments of near-implosion this year with finishing my next book, meeting client commitments and continuing to publish blog articles .

I blast ahead by getting off on the high I feel miles into a bike ride. I thrive on challenging myself daily for the breakthrough. When you really don’t care about hearing a ‘no’, the yeses are sweet! When all possible rain is water off a duck’s back because you’re making a positive difference, then you’ll make money rain too.

It’s possible to be joyful about this thing called SALES if you’re making a positive difference in the lives of all those you touch.

I have several secrets to preventing and avoiding burnout out over a 30 year career in sales. Here we go:

1. 80/20 rule. Isolate the 20% of your activity that yields 80% of the results or output. Do that before lunch. If I don’t do 2 major things that scare me before lunch, I shouldn’t have even worked that day. Yes, that means directly call 2 or 3 CEOs who could partner with me, who I could consult on revenue acceleration.
2. Curiosity. Yes, it killed the cat but not the human. You must become infinitely interested in other people. Even fascinated by buyer psychology… What makes them tick? How are each of their problems different like a snowflake or fingerprint? You could even take a course from Barry Rhein on Curiosity Based Selling. Prospects are fascinating. Peel the onion with open SPIN questions and turn your ‘listen to talk’ ratio on 20/80. Super hard to do and that discipline of “being fully there” (as I highlight in RSVPselling methodology) will “open doors where there were once walls,” per philosopher Joseph Campbell.
3. Exercise. You’re not going to hit 10X Massive action being sedentary hitting the red bull and jolt cola. Work/life balance comes from concentrating really hard and doing that ‘one thing’ as effectively (and highly leveraged) as possible in that moment. Exercise improves stamina and brain function. You can only become caffeinated for so long. The body’s natural energy systems bloom into a supernova of dopamine (not the Facebook cat video clicker kind), serotonin and endorphins when you can get your heart rate up. For me that’s cycling and not just weekend warrioring it. I often wake in the dark to strike out to put in 60 kilometers.
4. Altruism: I truly seek to help my partners, customers and network to PIF: pay it forward. There are some aspects to what I do that have more residual intrinsic value than money can ever buy. Mentoring wonderful people that exceed my ability. Truly stunning and humbling! Behavioral change at the client level and the client’s team is extremely rewarding when they grok the sales process, methodology and start to hammer high action down through the funnel to CLOSED-WON. Watching all the principles I espouse in these blogs, hardened in the trenches, come to fruition for those that would dare try apply COMBO literally, is what I live for!
5. Passion: You can call it Grant Cardone 10X or Obsession but I stay dedicated to setting 10X goals every day, every quarter and every year to push myself to the next level. I’ve hit many of them inadvertently by shooting for the stars and hitting a mountain.
6. Go off the grid: Every 90 days, shut off all your electronics and go into the outback on walkabout. You’ve gotta unplug from social media, your cell phone alerts, the screens, Netflix and chill, and inbox Zero false hope. Go back to nature or run across your country like Forest Gump. Get real and back to who you are as a human. Epiphanies flow to an open mind. Digital overload has deadened human creativity. Do you think Michaelangelo was rushing to respond to a tweet?
7. Life-Long Learning: Constantly strive for knowledge, wisdom, mentorship, reverse mentorship and read widely across many subject matter areas to cross-train. I absolutely loved this video by Jeb Blount. Readers are leaders and writers are sellers. Never stop learning! There’s truly a correlation between the level of success possible and how much one reads. Yes, you can learn by apprenticeship and doing but you need to get Zig, Bosworth, Eades, Thull, Holden, Rackham, Adamson, Holmes, et. al burned into your DNA! Turn your car into a classroom.

Instead of burning out, KTFB – keep the fire burning.

Sure there are days where you’ll feel overwhelmed (I have many), face the crippling defeat of a lost sale, be met with only silence and rejection, face the blowtorch of internal corporate politics, and flat out want to quit. You’re only human and that’s par for the course. But just like Billy Joel entreated, “Don’t forget your second wind!”

Persistence, tenacity, and grit will pay off in spades. Approach your life and your role with a “beginner’s mind” and growth mindset. Carpe Diem – Seize the day! Sometimes I feel like Benjamin Buttons. You’d be shocked that after reading hundreds of books, attending more seminars than I can remember, and coaching/closure of thousands of sales cycles, it’s still day one on the learning curve.

We’ve never lived in a more exciting time than right now. The machine age, the blossoming of the fourth industrial revolution (from automation to intelligence) where heart, man, machine and software automation are all simultaneously hitting a wild nexus point to finally carry the realm of B2B Complex Sales forward is incredibly invigorating!

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Get off the 3rd appendage. If aliens descended they’d be confounded with why humans have only one hand. The entire society is glued to a piece of plastic, silicon circuits, and flashing light through gorilla glass. It’s unnatural, unhealthy, and sociologically inept.

We’ve already ruined society so why ruin Modernized Selling too? What’s wrong with this picture? Probably everything!

When I walk through a company from startup to corporation, my first mandate is to listen: not to the platitudes of executives asking for cutting edge new “closing techniques” but for the tenor and tone of the sales floor. If the culture is a closed door, sanctuary, with an “open office layout” oxymoron of nobody talking to colleagues or prospects on the phone, I know that something has truly gone awry in Denmark.

Sales floors should be loud. No exceptions.

This image looks like a blast, but this is not selling. This is leisure people!

If you are sitting near a strategic seller, and it sounds like a zen spa in the background, be wary. That rep is not busy or doing their job. Top reps that prospect like Terminator are crazy busy. Top sales floors are filled with the noises of hustle and bustle, not the thump of muted techno while the keys fall like acid rain. Top sales establishments have their own conference rooms packed with clients. Their reps are either pounding the phones standing with headsets, or out in the field face to face with customers.

What I’d really like to construct is something like an Applause-o-meter from old black and white TV game shows. A Sales-o-meter where I can monitor the sound from 1 to 10, from a traditional church to Monster Truck Rally!

It’s really easy to immediately challenge the organization I’m consulting.

If you’re having a problem with revenue, why does your sales floor sound like a funeral procession?

Energy, this is what’s missing in modern sales. Passion! Try as you might to convey this with your next spammy email, InMail or DM on Twitter but it gets lost in translation of the white wall of noise enveloping the modern prospect.

YOU will separate yourself from the next 999 reps if you always err to the phone.

Dig through the deadwood in your CRM and call all the numbers. Don’t ping your warm opportunities in the funnel with “touching base” and “checking in” emails. Get on the phone and call them. Call them again. Leave them tailored messages that are short and sweet, and that focus on them and their industry rather than what you’re selling.

I’ve got one rep I coach who got reprimanded for disrupting the sales floor with outbound prospecting. The CSO asked him to book a calling pod and ensure that any time in the POD is logged on the Google calendar.

Constraining when reps can call and forcing them to book time on calendars is the absolute height of inanity insanity! STOP the madness!

If you’re reading this and agree, get up and let out a Billy Idol rebel yell at your desk now. Start standing up while you make outbound prospecting calls. Get live and loud! Tell your boss you’re going to double your pipeline by using a phone strategy. Then get ahold of phone numbers, as many as you can – from business cards, from autoresponders, from Data.com, ZoomInfo, Google Searches – WIT – whatever it takes! I dunno, even open the cobwebby CRM thingamajig!

Always err to the phone. Inbound lead… Call. Email follow up… Call. Top, Middle, Bottom of funnel… Call. Step one… Call.

If I ran a modern sales team again, I’d buy a Polycom for every rep and put a few per room and they’d round robin making prospecting calls with headsets and coaching each other as they sharpen the sword of value and insight.

It’s remarkable to me that SDRs are not on the phone. It’s remarkable to me that modern Strategic Sales Executives show up to work, get coffee, complain about the leads, check the sports scores and never once even pick up their cell phone. (Yes, the one the company is reimbursing for primarily Facebook and LinkedIn fluff.)

Late addition from comments made to this post by the legendary Mark Hunter: “I had an inside sales manager tell me he had to get rid of the gong he had on the floor. Each time one of his team members made a sale they got to ring the gong. He was asked by HR to remove it because another sales manager said it was too noisy for his team. Note to HR…fire the other sales manager! Note to the CEO – fire HR!” I agree Mark! They should install a ‘rock concert grade amp stack’ to play this cowbell track every time someone wins a deal.

Now I’m not denigrating Social Selling; I’m advocating making the PHONE the central pillar of that strategy too. Pull up Sales Navigator, check your common connections, school in common, contacts in your own company that know them, triggers like press releases, expansion, M&A, product innovation, job changes but then pick up the phone to tell them about it. Google their name, pull a quote and call their cell phone to talk about how the quote links into a business case.

This is why I absolutely love video-based email like BombBomb. Record a video that shows you did even 30 seconds of social stalking (research) and send the image of you speaking, inflection, body language and all. This is the undiscovered country, the next frontier. You need to be more human than a human. You need to crack the cyborg “digitalfication” of everything in sales and become organic matter again.

There’s a counter culture movement happening right now in sales that reminds me of CrossFit. Sellers just can’t guzzle the corn syrup like gerbils on the spinning wheel of Social anymore. It’s time to get real, get live and get loud. Are you with me? Come on feel the noise!!!

The post All Sales Floors Should Be Loud!!! appeared first on Head Of Sales.

Sorry if that offends anyone but it’s the truth. Leadership sets the tone and creates the focus in every organization; and culture is nothing more, nothing less, than the behavior of the leaders. Sales meetings often reveal short-term or lazy mindsets and sadly waste the time of most of the participants.

First a confession. I’ve held roles as sales manager and director of sales for public corporations and then Managing Director of global technology companies where I ran the Asia-Pacific region. I’ve been part of the problem in years past so this is a mirror just as much as a floodlight.

We all need to recognize that we cannot manage by results; only by activities and actions. If your sales meetings are dominated by the CRM on the big screen and blowtorch accountability sessions on forecast commits, then you’re focused on the wrong thing.

“83% of sales management metrics do not measure sales activities” – Jason Jordan, Cracking The Sales Management Code

In a group setting we need to inspire, educate and create the right focus. Individuals need to be encouraged to share their wisdom with others. Publicly embarrassing anyone is a sales meeting is a form of bullying. Weekly one-on-one sessions are where strong accountability should be driven and direct feedback given but even these private sessions are not the forum for any Gordon Ramsay style of coaching. There are no excuses for bullying… ever!

It’s almost always a mistake to fire-up the blowtorch and apply pressure to your sales people to go and explode a deal by applying clumsy pressure or making ill-conceived discount

offers or announcing hollow threats. Instead acknowledge that opening is far more important than closing and that understanding the customer’s timing and process is how to achieve accurate forecasting. We should always be asking the right questions of sales people at the beginning of the quarter and help them identify and execute the right actions that create progression. Applying the flame-thrower with just days to go in the quarter after neglecting the inputs that create success is a sure-fire way to damage relationships and drive-down price and margin. Pic in this paragraph by Jeff Warren (mike-lin-blowtorch).

In a sales meeting; by all means discuss key deals if multiple stakeholders are there and the group can contribute or learn. Here are some important principles for making sales meetings an effective use of everyone’s time:

• Motivate and inspire by celebrating success with individuals and recognize those who are over-achieving in their KPIs that ultimately create revenue. Highlight corporate wins and new customers. Always emphasize team effort along with the commitment of key individuals.
• Ensure that your marketing team is part of sales meetings and that you drive sales and marketing alignment and collaboration. This is a critical success factor for strategic social selling where sales people are content amplifiers and potential content creators. Sales people can learn from marketing to improve their messaging and branding on platforms such as LinkedIn.
• Collaboratively share market intelligence concerning competitor activity and tactics. Insights from both loss reviews and win review insights should be shared including trigger events that created interest with prospects early and then workshop how to create the most powerful conversations.
• Foster information sharing and train a skill or technique that can help people improve their skills to drive results. Invite a guest to speak or present briefly create better understanding of other parts of the business or how to best engage with partners.

I phoned a fellow sales leader, Wayne Moloney and asked

him for his thoughts as he just published an excellent book on sales management and here are his thoughts. He agreed with my list and offered additional thoughts.

Sales meetings should be about the team, not an individual,  and meeting should be more about the customer than your company.  The objective should be to ensure consistent communication of company messages.

Consider the teams overall performance and address any issues to get back on track. Seek feedback on what assistance the team needs to over-achieve their targets but don’t allow this to become a complaint session. Provide the team with something of value to help them succeed and be specific. Share examples of how a sale was won.

The meeting agenda should not be around the performance of individuals and limit it to one hour. Always start and finish on time. Don’t get stuck in a rut, change the order around and don’t have the same people talking each week. Ask one sales person each week to share something they have tried that’s working for them. It could be a way of getting into a new account, a way of presenting a new service/application (max 15 minutes including questions).

Ask individuals to present on a competitor or a new product, service, technology, process or solution. This will enable the manager to assess their skills and provide feedback and coaching later.

Tip of the Week – the sales managers chance to earn some ‘street cred’. Identify a weakness and provide suggestions on how to address, provide some market intelligence that they would not be aware of and could help them address a problem. It doesn’t need to be complex, just a positive to finish the meeting and help them leave thinking they got something they wouldn’t have if they didn’t attend.

Wayne’s book is excellent and the key point in all of this from me and Wayne is that sales meetings should inspire, educate and equip sales people to execute better with customers. Sales meeting should foster collaboration and serve the sales team, not the sales manager. Wasting everyone’s time going through individual deals may help the manager avoid 1:1 sessions with sales people but it’s not best practice.  If you run forecast updates then call the meetings exactly that. Preserve the title of ‘sales meeting’ for sessions that sales people want to attend and that provide value for all in attendance.

And now… the classic movie sales meeting from Glengarry Glen Ross with alec Baldwin.

The post How [Not] To Run A Sales Meeting appeared first on Head Of Sales.

When I sell there’s typically something nagging at my conscience that I’m avoiding. When I start the day there’s typically someone I’m afraid to call. Maybe the timing isn’t right or they’re too senior. Shoulda, woulda, coulda becomes didn’t.

Yes, I’m human. But to transcend I use fear as a guide that points me to what I should do next. Repetition is the mother of skill but it also gives us another profound gift which is the development of ‘gut instinct.’

Trust your gut. Let’s unpack this because we don’t really see gut instinct discussed in many books or blogs because it’s our inner dialog, our inner voice and world.

Jack Canfield used to say, “Feel the fear and do it anyway.” Another one was, “FEAR: future events appearing real.”

I thought these two concepts were a bit esoteric and it would serve my audience to bring them to light.

When you sit down at work tomorrow, do not check your email. Write down what you are most afraid to do instead. Granted, this thing is high integrity: moral, ethical, etc. Maybe it is a demon you need to face. Most likely you’re procrastinating, overthinking, or trying to be too perfect.

NOW TAKE ACTION!!!

That’s really the secret – my gut talks to me throughout the day, an inner voice I trust. It leads me through the deal. I play out 50 chess moves and stay a dozen moves ahead. When the voice is nagging at me or I’m fearful of something, it’s probably something I really need to do.

When you look at the company, who intimidates you that could sign? Start there. Call there first. Call and have a conversation. The likelihood they delegate you or you get their executive assistant is 99%.

Put up pricing that is awe inspiring and value based. Don’t cave. Be principled in your negotiation.

So what are you afraid of most? Is it your success? Ruffling feathers. Do you think you can hunt for new business and win without stepping on any toes? To make a great omelet you’ve just gotta break eggs.

Do this experiment: Next time you prospect a company, add a Board Member. Just add them on LinkedIn. Once they add you back, write them a 3 sentence message thanking them and mentioning you’d like to have a quick chat about their thoughts on XYZ. You will be absolutely shocked how few people ever talk to Board Members, VCs, CEOs (yes, there still aren’t many on LinkedIn), COOs or CFOs. Yet these folks always get drawn in at the 11th hour to rubber stamp your deal!

A couple pithy quotes come to mind that are super relevant to this post. The late, great Dr. Wayne Dyer used to always say:

“Be independent of the good opinion of other people.” – Abraham Maslow

“The fishing is best where the fewest go and the collective insecurity of the world makes it easy for people to hit home runs while everyone is aiming for base hits.” – Tim Ferriss

So maybe I’m not advocating for throwing painkillers and pizza in the blender and fighting the angel of death. But there’s a comedic metaphor in here.

Your inner voice will seldom lie and always knows where to take you. Your compass or North Star will be when you move from selling to make money to serving other people. When you truly, in your heart of hearts are seeking to care and improve the business and lives of everyone you touch, get ready. You are in store to a) start to really enjoy this job and your life and b) be met with a remarkable set of magical circumstances.

“If one advances confidently in the direction of his dreams, and endeavors to live the life which he has imagined, he will meet with a success unexpected in common hours.” – Henry David Thoreau

Things we sellers fear most or Seven Steps To Sales Heaven? Only you can decide.

1. You are not in client services. You are not going to close an entire enterprise deal without a roller coaster of a decision maker, trial by fire in a committee, group think, emotion or crisis mode. They will RFP and reverse auction to squeeze you every time. Who doesn’t drive a hard bargain? Don’t you!
2. Of course, you’re afraid to dial the CFO, he can torpedo the account, the opportunity and pull it off the forecast. Relish this. Live in reality, not delusion. Qualify out – it’s OK. Live in truth.
3. Your presentation doesn’t have to be perfect. In fact, if you are speaking more than 20% of the time while on-site you are only shooting your close rate in the foot. They will know you by the quality of your SPIN questions and listening.
4. If you’re not a team player, management will fire you. Nope. Pipeline cures all ills and top revenue producers are untouchable!
5. What if I burn out? Burn to shine and you’ll never burn out. The harder you push every minute of the job, the faster the time will fly. Burnout is a myth as is work-life balance. When you’re at work, prospect incessantly. Communicate with current opportunities, warm leads and drive on into the dark stormy night fearlessly with your fog lights on to slay the dragons of the unknown.
6. Calling one more time. Calling too many times as to be improper. Calling over someone’s head. Why fear any of these?
7. Pushing back. And the greatest fear of all in sales that separates the titans from the also rans: walking on the deal. You MUST be willing to walk on every deal. Especially after 6 months of the dance and in the 11th hour with everything riding on it. Always and only negotiate from a position of strength and never let them see you sweat or walk on you!

I don’t know what else to tell you. This sales thing violates a lot of psychology. We humans are fearful, sensitive creatures that fear the dark, the unknown and disappointing each other. We relish conformity, abhor rejection and seek the comfort of cliques. This is why I am beginning to think the lone wolf isn’t the worst analogy. It travels in packs but gets the hunting done. I’m not saying to be a wolf, but at least unleash the wolf in you: the wolf in sheep’s clothing.

Never fear what you will lose. Fear instead only, the opportunity cost of not giving every moment of your sales day and life your absolute all!

As you sell… What do you fear? Where does your gut instinct take you? What would you do if you knew you couldn’t fail?

The post The Ultimate Sales Fuel: Fear Meets Gut Instinct appeared first on Head Of Sales.

What tactics for leveraging LinkedIn Sales Navigator do you need to know?

Blended prospecting techniques are nothing new but codification of these combinations in the context of the Sales Navigator platform is required.

Step 1: Take an account list of no greater than 50 accounts and add them on Sales Navigator.

Step 2: Save 5-7 prospects per account as leads in every account because you are going to monitor the content they share and where they are mentioned + interact with it.

Step 3: Build a robust Sales Navigator feed you’ll utilize in both web and mobile STREAM. It’s a custom feed.

Step 4: Here’s the kicker, sort by Lead Shares and start to comment on what they’re sharing in a thoughtful way. Remember you aren’t connected to these people so it’s wow factor for CXOs to have some total stranger commenting in a relevant way out of the clear blue! Contacts that share based on the 90, 9 and 1 internet theory of prosumption are massively valuable. Basically, only 1% write, 9% share, and the other 90% are really more voyeurs on the web (Wikipedia power law distribution). If someone is sharing, YOU MUST CALL THEM. So use a service like Lusha, Data.com, ZoomInfo, DiscoverOrg or RainKing to directly call them and comment on what they shared in Social to their LinkedIn feed as evidenced by Navigator.

Step 5: You need to set aside time to mine your common connection or “TeamLinks” per account. Your goal is to call common connections or colleagues that are connected into prospect companies. All common connections should be exploited. If you sell software to CMOs, still leverage a Teamlink to the HR department or Legal. All TeamLinks are golden. Navigator “Teamlinks,” for those just tuning in is the most powerful feature of advanced LinkedIn. In essence, it lets you see who in your own company is connected to anyone in the prospect organization.

Step 6: Set aside time to explore all your 1st and 2nd-degree referral sources into prospect bases. These are represented in the middle column on Navigator. I would click underneath the pane to expand and start to look for patterns that emerge in the common connections. Here it will reveal competitive salespeople in other vendor companies or nodes on the network. Nodes are thought leaders in your industry so omnipresent, that their mere connection to your prospects, is heat seeking to indicate they’re the right decision maker. Call up sellers in affiliated vendors that are harmonious to what you sell and co-host networking events with them to overlap your networks. The cardinal rule of referral selling on LinkedIn is NOT to do it digitally. When you identify the connection in common, call that connection point and offer to ghostwrite a message they can pass along to make the warm introduction. MAKE IT FRICTIONLESS.

B2B buyers are 5x more likely to engage when the outreach is through a mutual connection. – LinkedIn Research

Step 7: Watch the daily email digest from Navigator that hits your smartphone email inbox for job changes. When you are going after a calling list, start to call down the Navigator Newsfeed referencing the lead news mentions, job changes, lead recommendations and other triggers like funding, or innovation projects. Use the live Navigator real-time feed as the bedrock for your TRIPLES. You’ll remember the basis of COMBO selling is a call, email and vmail (video or voicemail) back to back to back, preferably under 2 minutes. Jab jab, hook!

Step 8: Don’t exceed 50 target accounts and up to 7 contacts per. This means you should only ever be monitoring 300 objects which is double the Dunbar number of 150. The neocortex can only hold 150 connections. LinkedIn Sales Navigator actually gets unwieldy and you start to miss information if you follow too many people or accounts. Even if you change your STREAM sorting to “recent” versus “most important,” it’s cumbersome. 50 Key Target Accounts per quarter max, 5-7 leads per prospect, at least 1 C-Level per account. Remember you can easily purge out accounts and leads if you track too many. Work clean, keep it organized and tight.

A hodgepodge of Tricks and Tips:

• Nobody ever calls Presidents, CEOs or Board Members. You should call VCs who back the companies if going after earlier stage ventures. Where do you get the phone number? Many times, by just linking in (try to write a customized LinkedIn request), they’re phone number will already be freely shared on profile in the Contact area.
• Exhaust all of your InMails every month no matter what, even a disinterested response gives you a credit back which yields over 30 in total. Huge secret: You can hit reply to any InMail an unlimited amount of times. So that 30 becomes 60 and 90 very fast. Quality InMail follow-up is key.
• I talk to CXOs, they get 1 InMail in every 100 emails. They get 1 phone call / VM in 500-1,000 emails. STOP, REREAD THAT! What does this tell you? It’s not even the quality of a cold call, voicemail or InMail: IT’S DOING IT AT ALL that makes the lion share difference. This 10X action alone completely stands out in the all digital social selling cacophony. Pretty much everyone I add now (and I’ve tested this) immediately spams me back selling products or services. Social selling fail! No value is being added. The vast majority of all sellers are lazily ONLY emailing and adding without a custom invite, only to immediately spam back (once.) No follow up. The golden secret of all sales Cardone will tell you is: F/UP, F/UP, F/UP!

The relevancy paradox is the idea that adding value and changing up the message every time will yield a better result than never varying. It looks needy. Over-researching can cripple an outreach campaign. Don’t overthink it with analysis paralysis, set the appointment.

But for this to work, you’ve gotta have a relevant target that’s as similar as possible to existing prospects or leverages a direct competitor’s solution. They’ve bought before, they get it. Some percentage will be dissatisfied and buy again. Be there when the buying phase begins. Educate in the education phase but move fast and identify prospects who have entered ‘buying phase.’

• Work anniversaries and birthdays are pretty spammy. Congratulating people incessantly on a new role, funding or a school in common is wildly overplayed. The best messaging is that you provide X value (quantified is best aka hard dollars) for Y similar company. It’s really that simple, cut and dried. The Cialdini concept of social proof is the most powerful. If you talk to the CMO of Pepsi about something you’re doing for Coke, you’re getting a callback. It’s fiercely competitive to innovate at the top.
• I’ve tested every type of messaging under the sun. Repetition is the key. Sending a very similar message from the top of the food chain down the ranks and then only slightly varying it, even not at all as you TRIPLE every 72 hours will get your emails circulated. Some call this the art of confusion. You are shaking the trees and low hanging fruit will fall off. Mike Scher had some wild research results looking at 1.4 million calls that I’m paraphrasing here. Check out his work at FrontLine Selling!

Jeb Blount is one of my personal heroes and his book completely changed my life and career. And that’s even after 30 years selling in the field and running entire technology companies for Australia New Zealand. He also stirred the pot tremendously with the below quote which spawned 1,300 likes and 180,000 views on a LinkedIn update I published as at this writing!

“I closed a $2.5 Million deal after leaving the exact same voice mail for a C-Level Exec every morning for 52 consecutive days. He finally called me back and said, ‘You’re not going to stop are you?’ I responded, ‘not until you meet with me.’ The meeting opened a dialogue that, six months later, resulted in my company replacing his incumbent vendor. Persistence is the fuel of winners.” – Jeb Blount

Do you agree? Litigious roaches scurried out of the woodwork and hissed. Bottom line: Drop everything and buy this book: Fanatical Prospecting.

• There’s a higher propensity for folks active in Social to be open to a TRIPLE and convert because of one. Navigator is a great way to help you prioritize your book of business based on Trigger Events – who’s alive and kicking. What’s the number 1 trigger event? Job changes. Thank you Craig Elias and Tibor Shanto (authors of Shift!). In the first 90 days, the average CXO will deploy 1M dollars in OpEx capital for new business expenditures to shake up the status quo and make their mark. There’s a new Sherrif in town!
• I’d be remiss not to mention the mid-funnel practice of MULTI-Threading. Remember there are 6.8 stakeholders in every buying committee now in a complex sale according to CEB, so if you’re single-threaded you’re “deaded!” Ok, it rhymes. But take the time mid-stream, once you’ve opened the oppt, to get connectivity with your contact’s boss, lateral VPs and Operational folks (the victims of the problem), aka the Users of the solution – is priceless to mobilize consensus. This is going to increase close rates and accelerate deals. You should be adding everyone you ever meet, shake hands with at a networking event, etc. Start to harvest as many accurate email addresses, cell phone numbers and build your LinkedIn profile to 5,000 ASAP (much higher likelihood of hitting quota!)

What strategies for advanced Sales Navigator did I miss? How do you utilize LinkedIn Sales Navigator in combinatorial ways with other prospecting channels to land meetings with impossible to reach prospects, accelerate your deals, and exceed quota? Very curious…

The post Sales Navigator Techniques To Know appeared first on Head Of Sales.

It’s closer to 15% that actually achieve quota. So they enjoy saying they “crush it.” It’s the exception, not the rule.

2. Managers can sell. Sellers can manage. 

Actually, the skill sets are typically mutually exclusive. Eagle reps seldom ever become effective leaders of men and women.

3. The phone is dead. 

It’s actually more critical than ever to social selling to combine the phone at every stage of the funnel. Call reluctance is a pandemic. LinkedIn provided an easy button, unintentionally.

4. Personalising your digital outreach works better. 

Ironically, the more you show a prospect you are studying them personally vs. their business, the more you violate the principle of “non-hunger.” It’s like dating, hitting on attractive people doesn’t advance you – it repels.

5. Technology is where the money is. 

It’s actually one of the most speculative industries per VC, Marc Andreessen. There are many more profitable sectors than the entire tech industry. Will it’s day come in our lifetimes? It remains to be seen.

6. When companies raise a ton of money, they’re doing well. 

Actually, it’s usually because they’re burning through cash at an alarming rate ($2M+ per month) and are simply trying to keep the lights on – often diluting themselves. It’s also a big sign they haven’t figured-out product / market fit and are treading water to find a hockey stick in the dark.

7. A company hires sellers because it’s doing well and expanding. 

It’s typically actually because revenue is down, sales staff churn is up, the culture is “Lord of the Flies”, bad management has eroded moral, the CEO has stepped in to destroy the sales strategy through micro-management, or the worst offender: they need a miracle from field sellers – aka guys or gals in suits – to save the company from mortal peril.

8. If you call 100 people, you’ll connect with many. 

Truthfully, it’s about 2 or 3 in 100. This is why you have to do combinations in short bursts of SHORT! voicemails, SMS, emails and social touches to stand out. You dramatically lift the odds of success when you get their mobile phone number… Lusha is a brilliant tool for anyone in sales and there are plugins for LinkedIn and Google.

9. Just get referrals. 

Yes, a referral – aka warm introduction – is the highest probability path to revenue. Newsflash, modern sales organizations are doing Account Based Marketing (ABM) approaches. The majority hunt in NAMED territories so if you don’t breakthrough, you’re dead… cut from the roster.

10. Account Executives shouldn’t do SDR hunting and SDRs shouldn’t do closing. 

Building the ultimate sales machine worked for a brief time in the early 2000’s before every tech company started to do this and it drove CXOs crazy with the lack of continuity from meeting setter to closing salesperson. They won’t bother with being put through the sausage grinder. Do your due diligence on the list, value proposition and Ideal Prospect Profile, and fire away yourself. At the end of the day… and from the beginning of the call… you gotta be able to carry the right conversation. The senior sales person is best equipped to carry the value narrative to the decision-maker and this has gotta happen right from the get-go!

11. Sales automation is a thing. 

It’s primitive folks, it’s not Watson beating Kasparov. If you’re automating your email drip campaigns, you’re going to hit the SPAM folder or asked to be removed. You can’t predict who will buy with algorithms, there is certainly no current technology on Earth that will replace good old fashioned blood, sweat and tiers since 1952… well maybe.

12. Only add who you know on LinkedIn. 

I’ve been getting into furious debates over this one. Read Reid Hoffman’s first book. The power of your LinkedIn network is like a Richter scale. It’s geometrically more powerful at 5,000 than 2,500 connections, not twice as powerful. It’s extremely powerful to cultivate the “Strength of Weak Ties.” Don’t get siloed with who you know, network trade shows, online groups and always be connected around shared interests. Trust me – go do the research.

13. Texting and Facebook render sellers a social pariah. 

Simply not true, you should be exploiting cell phones – texting them directly and connecting with prospects on Facebook and chatting to them whenever possible. Try it!

14. Extroverts win in sales. 

Just because you’re a ‘people person’ doesn’t mean you’ll be great in sales. The bottom of the leader board is filled with ‘professional visitors’ and fluffy narcissists never make it in the board room. Knowledge is power and this is why skeptical, Challenger sales engineers that go into quota carrying new business actually can “crush it.” As the complexity increases, engineers of value are far more effective than warriors of persuasion.

15. LinkedIn is about a personal brand. 

Around 2012. Any serious seller should be on LinkedIn Sales Navigator. Period. End of story. You should be tracking your best prospects and interacting with their content through blended approaches.

16. The greatest trigger event is a funding round. 

Not true, Craig Elis and Tibor Shanto proved the strongest trigger is the job change. In essence, it unlocks about $1M in spending by the average F1000 CIO in the first 90 days – shaking-up the status quo is the mission. You’ve got 4 leads every time one position changes. Look for internal promotions and lateral moves too. Again, LinkedIn is your source of leads!

17. It takes as much effort to close a 6 figure deal as a 7. 

It actually takes more with tire kicker tiny deals trying to POC and do pilots. These folks are incorrigible, you’ll never win. Cut bait and only focus on household names and dream clients you’ll be proud to win.

18. Buyers are 57% through the buying process. 

That’s just lazy-think. Interruption is magical. You’ve got to create desire and uncover latent brain. It’s a great stat for selling a book but Mike Weinberg fully debunked this one.

19. Sellers are making over a million dollars a year. 

Yes under 1% globally do. You could probably find a unicorn if you chased enough rainbows and lost your mind.

20. If you’re missing your quota, it’s 100% your fault. 

Truthfully, many companies have broken cultures, bad management, and products that would never sell in any market. Don’t beat yourself up about it. Do what Lee Bartlett does and vet the companies you work for very hard. Talk to their current and former reps, even interview their current and former clients. Are they a necessity or a “nice to have.”

21. You can multitask. 

You can’t, get off LinkedIn right now and go lock yourself in a room to make 30 calls, vmails, text and emails. Neuroscience 1, You 0. Yes, you! Why are you still reading this…

The post 21 Sales Myths Busted appeared first on Head Of Sales.

I’ve read a brilliant book, The Sales Survival Handbook by Ken Kupchick which details the realities of a career in sales, sprinkled with humour.

Here is an edited excerpt on what salespeople can expect in their career. Ken has arranged these into three categories—the good, the bad, and the crazy.

The Good

Let’s start off with all of the great things that can happen to you in sales:

• You have the opportunity to make more money than you’ve ever made before but you’ll never have to worry about what to do in your free time since you won’t have any.
• You’ll get to meet many different people from all walks of life and it’s the only job where you can call someone dozens of times without having to worry about a restraining order.
• There is great job security since nearly every company in the world has a sales force.
• You are in complete control of your own income, which means you’ll be able to buy lots of new things you’ll never get to enjoy since you’ll always be working.
• You will become an expert in persuasion, which can help you in business as well as relationships.
• Your coworkers will become like your family—the kind of family you want to abandon forever once you’re old enough to leave.
• The fast-paced and diverse lifestyle of sales can make the workday feel exciting.
• Once you have established a big enough recurring customer base, you can have a more flexible schedule and spend your time pursuing your passions, if you have any left by that point in your life.

The Bad

Sales is a constant battle for success; here are some of the challenges you’ll deal with:

• Customers lie to you on a regular basis, which has spawned the popular sales phrase “buyers are liars.”
• Compensation plans and quotas change constantly, and while management presents them as “new and improved,” they almost always make it more difficult to earn money.
• Sales can be so stressful that some people experience PSSD—Post-Sales Stress Disorder.
• Management constantly puts more and more pressure on sales reps to produce. “What have you done for me lately?” isn’t just a guilt trip from your spouse anymore, it’s a guilt trip from your sales manager, whom you spend more time with than your spouse anyway.
• At the end of every month, quarter, etc., you go from “hero to zero,” when everyone starts from scratch again. If you performed poorly, you go from “zero to zero,” and if that happens too many times in a row, you go from “zero to unemployed.”
• The competition can be intense, nearly violent, and doesn’t always play fair, and that’s just your coworkers.
• Even though you’re usually selling to new people, the repetition of prospecting, pitching, and following up will make you dream about work every night, when you’d rather dream about your manager falling down the stairs.
• The sales training “gurus” your company will hire have never successfully sold anything in their lives except for their sales training to your company.
• Demanding clients and hard-driving managers will mean long work hours, and you will get to see your family less than you’d like to, or exactly as little as you’d like to.
• Since you’ll be making more money than you’ve ever made in your life, an audible gasp will emanate from your throat when you see how much money has been taken out of your commission check for taxes.

The Crazy

Here are some crazy facts that you need to know if you want to survive in sales:

• It takes an average of 12 follow-up calls to close a deal, which is at least 11 more calls than you’ll ever feel like making.
• The best time to cold-call someone is between 4:00 and 5:00 p.m., which is exactly when the rush of your gigantic afternoon energy drink starts to wear off.
• Thursday is considered the best day to prospect, by which point in the week all you can think about is moving to a country with a three-day workweek.
• In 2007, it took an average of less than four phone calls to close a deal, and now it takes eight. At this pace, by 2030, it will probably take 300.
• An average of 50 percent of sales go to the first person to contact a prospect, and zero percent go to the first person to show up at the prospect’s house at midnight.
• Only about 11 percent of salespeople ask for referrals, probably because the other 89 percent wouldn’t recommend themselves to anyone either.
• Each year in business, you’ll lose about 14 percent of your customers and 42 percent of your hair.
• Nearly 13 percent of all the jobs in the United States are full-time sales positions, and the other 87 percent are filled by those who spend their days ignoring salespeople.
• It is estimated that over half of the people making their living in sales should do something else, which is a fact that slightly more than half of us are already well aware of.
• Over 90 percent of all customer sales interactions happen over the phone, which is bad news for any salespeople who have a really high-pitched voice.

You can Buy Ken’s book on Amazon here.

The post When Being In Sales Becomes A Joke appeared first on Head Of Sales.