Spreadsheet Sales Management

At what point did sales managers start managing by spreadsheet?

At what point did sales management forget the fact that their job was to help other people become profit centres? That their job was to lead, support and manage the efforts of their team members to generate focused activity and effective client engagement.

I know why it happened. We've had years of transactional or process-focused selling because it was easy - people were buying without us having to find them - and the guys who were good at this got promoted. Now the need is for a different kind of selling - transformational or people focused - and the managers just haven't the background. Hence the spreadsheets.

I know why - I just don't know when. Maybe when the tough times hit and the beancounters started managing the costs and not the people.

Coaching - A Devalued Currency?

I recently resigned after 5 years as a founder member and an Honorary VP of the Association for Coaching. Not because there was anything wrong with the association or the commitment of their members but because I want to move away from coaching and the things that it's become associated with. I believe that it's a currency that has become de-valued.

I still believe that coaching and mentoring are powerful interventions that bring unique insights and change to people who are engaged in these processes. I still believe that it has a place in collaborative management and leadership - and especially so in selling where there are unique opportunities to apply it - such as after field visits and appraisals.

However when you show up at a conference and a speaker asks 'to be saved from 23 -year old 'life coaches' who can't find their way to the bathroom' I have to agree. The influx of people into coaching in the last 7 years who manage no more 'than a cup of coffee and a staring match' - the lack of structure, format and measurement of outputs, the numbers who were trained by counsellors and can't differentiate between a business imperative and a personal issue is depressing - and they're everywhere.

I still intend to continue 'coaching' but I'm searching for a better name - one that represents the kind of value that can be brought to the client during the process (and long after the process).

I define coaching as 'a collaborative partnership between a coach and a client and a system that identifies perceived obstacles, generates solutions, sets objectives and implement actions based on personal accountability' (Weafer 2001) - but lately I've started to refer to it as 'structured conversations'. Conversations that facilitate joint-insights, create plans and measures the outcomes from those plans.

I'd love to have something more succinct.

R'evolutionary Leadership

I recently attended a meeting about joining a new group that would support leadership - in all it's forms - within society.

The aim of the group is to show how leadership is a part of us all (whoever we are and however we serve - nurses, teachers, janitors, bin people, gardai, students, ) and that we all have the ability to lead through (as George Hook the radio commentator put it when he described Brian O'Driscoll of the national rugby team) 'fortitude, courage and sheer bloody mindedness'.

An example of how the people take back power is in this fantastic website to support those citizens devasted by the floods in recent weeks. It's not just about financial donations it's about the ability to help and contribute even with 'the sweat off your brow'. Often the offer of one's self is the more valuable.

My compliments and admiration for the ingenuity, 'fortitude, courage and sheer bloody mindedness' it took to take action and make change.

Offersofhelp.com

Taking Control

Taking Control - the 3rd C

© Seán Weafer 2008 all rights reserved

In this blog I cover the third of my 6C model which is CONTROL. In a world that is continually speeding up - control is something many people fear they no longer have. The reality is that they do have control. However, what they do not do is regularly take some reflective time to decide what their priorities or what their needs are. In the first two C's - Context and Clarity - we have already discussed the importance of defining your own course and taking control of your own environment. One of the ways of doing so was by setting some specific goals to create the vision of an environment that can maximise your degree of success. Once we are clear about our objectives and how they will change our environment, we then have to break every goal down into its constituent parts. Every goal is made up of a series of actions or steps that can be taken to ensure that we invariably accomplish the goal. The Chinese say that ‘every journey begins with the first step' so consider that each action we take to accomplish a goal is a necessary step on the way to success. However what's important here is that an action is as simple as possible. An action can be defined as ‘something that you can do when you leave the room'. In other words, it is something that can be done and has an immediate outcome or result. Make a telephone call, draft a list, tidy a desk - it is something simple, highly specific and immediately has an outcome. An action is not something that can be broken down into something even smaller - for example ‘take a training course'. Taking a training course requires several actions to come into being - book a time, get approval, find the budget - so this might be called a sub-goal. When you have broken your objectives in to highly specific, small achievable actions you will suddenly realise that each action should fall into three categories. The categories are defined in a model which I call CIA: "Control - Influence - Accept for Now". "C" stand for Control - do we control this action, can we act on it now, immediately? This is the first order of change - what we control, we should act upon. "I" stands for Influence - if we do not control this action, can we reach out to someone who does, someone who might act on this for us, can we influence them? This is the second order of change, what might be called a "relationship" action and finally.... "A" stands for Accept for Now - if we do not control it and we cannot influence it, then walk away, for now. Focus on what we can control and influence and "park" what we have no control or influence over. Many of us tend to spend a great deal of our time worrying over things that we can neither influence nor control. By acting on what we control and influence, that which we have to "park" for now, may fall within our control and influence in time. Taking back control means that we have to realise that change is in our hands - and it's in small steps. Once we can start taking action on simple, highly defined steps, that fall under our ability to deliver on - then we take back control and decide the degree of success that we intend to enjoy in even the most turbulent of worlds.

Managing Your Business Environment

The 6C's of Success - a Road Map to Successful Business in Challenging Times

© Seán Weafer 2008 all rights reserved

As entrepreneurs and sales people, success is something we strive for everyday, so here is a simple model for business success that should help to serve as a ‘road map' in the current challenging times.

I call it the 6C Model and it is comprised of the following: CONTEXT, CLARITY, CONTROL, CONFIDENCE, COMMUNICATION AND COMPETENCE.

CONTEXT: The first part of the model deals with Context or, to be more specific, the environment in which we find ourselves working.

In recent months that environment has changed beyond recognition. Not only have world economies moved officially into recession but the global banking crisis has impacted on what liquidity there might have been in the markets - causing a credit squeeze on businesses looking to ‘gear up' while ‘scaling down' to face the worst of what is yet to come.

All of this we know from the constant bombardment of the media - a key factor of our context or environment. We have come to live in the ‘sound byte' world where sensationalism and instant gratification for news become the rules by which we are delivered information. Yet at what cost?

This form of information can cause many of us to react to our environment by making rash or wrong decisions. We quickly find ourselves working in constant fire-fighting mode, simply holding the line against the rapidly changing world and working at such a pace of change that we find ourselves reacting to the changes rather than being proactive.

Fear can start to take hold. We start to believe what others would have us believe. Nervousness dictates our decisions and eats at our confidence - at the precise time when we need to take very rational decisions in order to stay on top of the situation.

When pressurised we often tend to "Reflex", or simply unconsciously respond to stimuli, when we should "Reflect", or consciously choose the course of action that is most beneficial.

It is at times like these, more than at any other time, that we need to be creating the environment in which we work. We have to take control of our context by determining what we allow to colour our perceptions, who we choose to associate with or listen to, to take the time to review our needs and to define our objectives and our wants.

It is also at times like these when we need to review the other factors that make up our business environment.

The markets we are working in - are they too narrow or too broad, are we developing effective pricing strategies, effective cost reduction strategies, where do we shift our spend, do we decide to ‘hunker down' and ride out the storm or do we develop aggressive sales strategies now that everyone else is retrenching?

What about our staff and our teams? Do we have the right mix of people? Are we carrying people we know we should have let go long before this? What are the hard decisions that we need to be making? Are we investing in the skills that they will need to be productive or cutting back on that as an unnecessary expense?

Our business systems and our office environment - what are we doing here?

One final key area that we need to reflect upon is the future context that we may find ourselves operating in. Are we simply relying on what the media and market pundits are telling us or are we engaged in researching our customers and our markets? Are we asking the people who matter to our business the kinds of questions that allow us to start to build forecasting models and sales funnels as to what business is likely to be there in the next 3-6-9-12 months? Are we taking control of our own destiny?

Being aware of the dynamics of what creates the environment allows us to take control of that environment. A critical part of that taking control is making the time for effective reflection so that we do not simply respond on reflex.

Once the environment has been assessed we now move to the next level which is Clarity which we will look at in next week's blog.

Top Gun Sales Directors

'Top Gun' Sales Leaders

© Seán Weafer 2008 all rights reserved

What does it take to create 'Top Gun' best of breed sales directors? Directors who can communicate and connect with their board and with their teams to achieve extraordinary sales performance in challenging times?

In the Eighties film of the same name, one of the scenes that sticks in my mind was the one where the pilots were welcomed to the ‘Top Gun' academy. This place is reserved for the best of the best only.  It was hallowed ground where they would compete for the honour of being the very best

Let's take a look at just some of the ‘Top Gun' questions that I ask my sales management clients to consider so that they can compete successfully for ‘Top Gun' honours of their own.

1. How secure am I in terms of my ability to deliver sales targets in the next 12 months?

A key skill for directors is sales forecasting, as well as having a keen understanding of the commercial elements of the sales process and how it contributes to the bottom line in the business.

Forecasting allows us to be able to plan to do the best with that we have, identify the resource gaps that we might need to deliver on the objectives as well as getting a good sense of the kind of environment we are likely to be facing along the way.  Only by effective forecasting can we start to create the sales environment in which we can be consistently successful.  Forecasting and planning are key skills for sales directors which often do not come naturally to us.

Effective forecasting is not an option, especially in challenging times such as these, because it allows us to get the kind of clarity and create the kind of conviction that we need in our communication with our board - and if we are to empower our ‘troops' on the front line.

Also, we need to be constantly alert to what else is happening in the business and company environment. Are we fully staffed, what level of skills have our sales people, how up-to-date are our customer databases, are we on top of our customers and have we ‘locked them in', what special events or offers might add revenue.

Our security is dependent on our ability to spot what's coming down the line and ‘adapt, innovate and overcome' to whatever challenges there may be.

2. Do I have clarity about what specifically I should focus on to ensure success?

Success has always been defined as the achievement of pre-defined goals. As sales leaders, we should have highly specific goals for our business and what the business expects us to deliver.

For many of us our business goals tend to be just top-line goals - a sales number or a figure maybe but with little ‘soul' or ‘heart' imbued within it. By ‘soul' or ‘heart' I mean that all goals - as well as having the ‘what' piece - most certainly should also have the reason as to ‘why' the achievement of that goal has a value for each and every person concerned with that goal.

This is what I term the ‘emotional trigger' behind the goal. When you make the goals happen - what do you personally (forget the company for a minute) get out of this - what will you have that you don't have at the moment when the business goal is achieved? What will your managers have, what will each and every individual sales executive have when the goal is reached?

Try these two questions when asking your staff when setting their sales objectives 1. ‘What specifically do you want to do about your sales targets?' and 2. ‘Why specifically is that valuable to you - what will you have that you don't have at the moment when you make this happen?' Try these questions and see what the responses are. You may be surprised.

If you want to empower your team to reach new heights - goals for each and every person should be clearly broken down into what is expected of them (right down to the actions or steps that they need to be taking) and how they will benefit personally when it's done. (Hint: it's not about the sales bonus, it's about what they can do with the bonus).

That clarity must start with us first.

3. Am I in control of the process or am I too reliant on external factors?

Being too reliant on external factors, means that we cannot exercise sufficient influence to make change in the market place - and sales is always about making change in the market place.  By not exercising effective control we are forced to constantly react to the market demands instead of creating and implementing the most effect means of accomplishing our sales objectives.

However, not recognising what it is that we do control is equally dangerous as we can expend our resources and energies needlessly and to little effect.

I created a simple model to clearly identify where I need to be applying my efforts to get the most results, which I call CIA filter: ‘Control, Influence and Accept for Now'.

"C" stands for Control - do I control this action, am I in charge of it, have I the resources and authority to action this now, immediately? This is the first order of change - what we control, we should act upon.

This implies that we should have absolute clarity about our objectives (see Question 2).

"I" stands for Influence - if I do not control this action, can we reach out to someone who does, someone who might act on this for us, and can we influence them to do this for us? This is the second order of change - what might be called a "relationship" action.

To exercise this ‘second order of change' we are required to have extensive personal networks. Networks allow us to leverage our influence way beyond or sphere of personal control.

Networks also need to be both external and internal. In selling, it is natural enough for us to build networks in our market place, establish a little profile, set ourselves up to attract new clients. However, real ‘top gun' sales directors spend as much time building their internal networks with the departments (and their directors) that is responsible for supporting our operations on the front line of selling.

They focus just as hard on building their personal brand or profile within the firm, positioning themselves at the heart of key company networks, identifying and connecting with the key stakeholders in their success and then using these links to provide support to others as and when required - so that they can reach out to them for a favour when we are most in need.

Finally: "A" stands for Accept for Now - if I do not control it and I cannot influence it, then I walk away, for now. Focus on what you can control and influence and "park" what you have no control or influence over.

Many of us tend to spend a great deal of time worrying over things that we neither influence nor control. By acting on what we control and influence, that which we have to "park" for now may fall within our control and influence in time.

4. How effectively am I communicating with the board and with my team?

Staying in control of the sales message is the remit of the sales director. We have a responsibility to manage that message upwards to the board and down to the front line sales team. But the message needs to be interpreted differently for both parishes.

For the board, the message needs to be couched in the language of the board.

What terminology do they use when they discuss the business? What are the expectations of each of the other directors for the business? What are the metrics that they use - how do they measure success and how do they know (in their terms) when we are proving to be successful?

Do they understand the dynamics of the sales process and what are their unique views about how they interact with the customer? Do they understand that all their staff are equally involved in creating and keeping customers and do we (as sales leaders) make it clear that everyone in the business is selling.

For the front line team, what is the consistent message that we carry to our customers both in times of challenge and in time of plenty? What are there needs from us - how can we serve them better? What are their current unique challenges? Am I acknowledging and reassuring them as appropriate. We need to connect, involve and engage with our teams and our people. In the new world of the ‘soft power' market place management from the ‘ivory tower' is ineffective - we need to lead by inspiring and by being of service to our people.

In the new collaborative and contemporary market place - and for ‘Top Gun' sales directors - there are no ‘little people', everyone is deserving of their attention.

In the competitive world of sales and sales management only the best qualify for Top Gun.

New Sales Coaching Podcast

A recent presentation to sales managers at the Sales Institute of Ireland has just been released on a podcast. Its a full seminar of about 70 plus minutes so feel free to listen at your leisure guys.

Sales Coaching Podcast by Seán Weafer

Connections

Its been a week of connections and connecting.

Firstly presenting key points on the skills and strategies of professional networking in the current market place at the Ulster Reform Club in Belfast, for a group of directors and business owners from the Institute of Directors.

Secondly, connecting with my old friend and NSA buddy Terry Brock in a new Skype project to capture some of the stuff we both do and putting it on the Net for people. Terry is a technology reporter, commentator and speaker and has a great coaching programme on business relationships. Given the synergies between some of what we do, we decided to Skype a call and record the event. Needs work - especially on the camera quality and broadband speed (bit like a dubbed Chinese martial arts movie!) but its a start!

The 'Co' Factor

I was coaching a client on the values and benefits of 'soft power' as opposed to his more traditional 'hard power' directive approach. The client has made huge (and measured) changes in his leadership style - so much so that he is getting positive recognition and re-inforcement of his change from his own immediate boss and is able to influence and persuade his team to move to even higher levels of performance.

However in explaining what 'soft power' means, I was struck by the number of 'co's' that appear in its values.  Co-Leadership, Co-Operation, Co-mmuncations, Co-Creation and so forth. It seems that 'synergistic leadership' is a factor of 'Co'.

What is meant by 'Co' - simple - parity of esteem - shared understanding, ownership and commitment (another 'co'!).

Suit Thinking v Rebel Thinking

Recent interview with management-Issues.com - check out the podcast and enjoy!

Click Here

Soft Power

We live in a new time - a time when 'soft power' will supercede 'hard power'. 'Hard Power' 'or do it because I'm the boss and I tell you to do it' is antiquated. It's 'suit thinking'.

'Soft Power' the ability to connect with someone at a deep level and have them willingly involve and engage with helping us accomplish our goals is the new power. This is 'rebel thinking'.

The ability to influence, persuade, connect, leverage, develop a credible brand, be tech-savvy and know how to project oneself in a world that has an increasing number of voices and opinions - will determine one's future success.

Where does this 'soft power' come from? From within. When we have a clear sense of ourselves and what we want out of our careers and our lives, then we can begin to learn how to project that'soft power' to get others to help us make those dreams come through. 'Soft Power' cannot be created until we make time to reflect on our environment or our context.

Ideally, that time should be during a period of 'enforced reflection' where we periodically sit with a coach who can bring an external perspective, a synergy and accountability to our quest to define, refine and deadline our dreams.

The constitutents of soft power - provocation (provided by your coach) passion (provided by you) and purpose (refined by you both) - inexorably lead to persuasion and collaboration.

The willing engagement of people to help you create a future that is greater than anything that could ever have been accomplished on your own. This is the power of the rebel in a business suit - this is 'soft power'.

Leading the Millennials

As a consultant and speaker in r’evolutionary sales leadership (evolving individuals and organisations through the power of ‘r’ or relationships) it continues to be frustrating to find that, after spending time developing a relationship with sales leaders, they are often incapable of following through on interventions that can make a profound difference to their teams and their productivity.

But a change is coming. With the new evolution of business values to more human values such as co-creation, communication, community, accountability and creativity, sales leaders are starting to hear the message of change. This corresponds with the rise of Generations X and Y and the continuing evolution of the Digital Age.

Sales leaders are starting to see that staff are no longer responding to ‘command and control’ management – people are looking for more meaning and purpose in their work and not just a job, people have less interest in security than in personal mobility today. Jobs are no longer jobs – they are contracts. The old ways of business leadership are changing and the leaders need help.

Thus sales directors and managers must choose to become ‘agents of the r’evolution’ and help to bring about a radical change in attitude about how we engage with today’s new generation of sales people and customers. However, they can only do so if they get courageous and are willing to take risks about presenting radical new ways of working to the senior management of the company.

Playing it safe, using ‘tried and proven’ methods won’t cut it anymore. Sales managers have to get radical, both in selling their message to their teams and finding new ways of engaging and making themselves meaningful to their market place in the new world of work.

Sales leaders have to start actively engaging and promoting the new technologies of the work place. They should be creating company sales/social networks and virtual worker or specialist communities, understanding how technologies like Twitter and virtual world simulations such as SecondLife.com can be used to recruit, retain and educate their new sales forces.

Instead of providing generic live trainings, they need to start becoming highly targeted in defining training needs and then, start using more effective, niche-targeted, blended learning methodologies such as DVD, MP3, the Net and effective group and individual mentoring and coaching. (By effective, I mean coaching and mentoring by properly trained staff and not the usual ‘cup of coffee and a staring match’ approach but coaching and mentoring approaches that are pragmatic, meaningful and effective).

It's a new world of work - not only only have we a new generation entering and working in sales today - we have a new generation of customers too. It's time to get into their model of the world to 'future proof' our businesses.