can say, ‘You might want to make a list of things that are draining you at home too,’” he says. “You don’t need to see that second, more personal, list, but just the process of writing it can be a powerful tool for that person. There’s something a little bit magical about the process. Once you bring these problems into the light, your subconscious be- gins to work on them, and the elimination of any concern – small or large – frees up energy.”
2. MAINTAIN GRATITUDE “The most important thing when you’re going through a slump is to turn down all invitations to parties,” says the speaker, “and by that I mean pity parties.” Noting that, during hard times, everyone in the office may be off their quota – and that the resultant pessimism can be con- tagious – she says, “You must have your own party and convince your coworkers that attendance is mandatory. I mean a gratitude party.” Born in a tiny, impoverished village in a small country
where there was little opportunity, she says she has “an im- migrant attitude” and takes nothing for granted. “We live in this great land of plenty,” she says. “If you don’t close one deal, then okay, no problem, look for another one – because, in America, there is always another deal. I assure you there were no deals in my little town in Haiti. So, when you are in a slump, it’s essential to remember all the things you have to be thankful for. It is impossible to be down and grateful at the same time.”
3. SCHEDULE SMALLER AND MORE FREQUENT MEETINGS
A manager of corporate accounts for a major manufac- turer of doors and windows believes that another way to create a steady drip of enthusiasm is to have smaller, more frequent sales meetings. “Big annual meetings create big waves,” he says, “but, if you want something sustainable, quarterly meetings are more effective. You don’t want your sales team to leave feeling hyped up; you want them to leave with a feeling of, ‘We can do this.’” Smaller meetings also allow management to be more specific. “To generate enthusiasm from within, sales manag- ers must define why something is done,” says the speaker. “Let’s say a sales group is implementing a new system and the people in the field don’t want it – for them, it just means something new to learn. But, if you can use a quarterly meeting to clearly explain how this new system will give salespeople faster contact with clients or a better connec- tion to intelligence, they’ll see that implementing it can lead to bigger sales for them. Smaller meetings are more effec- tive for explaining the why and the how to salespeople.”
4. SHOW “LOVE IN ACTION” To create TRI on stage, she tells stories – frequently autobio-
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graphical tales of her own journey from poverty. So how does this differ from your typical rah-rah motivation tactic? The dif- ference lies not so much in what you say, but why you say it. “Sales managers are like soldiers because they have war stories that have been tested in action,” she says. “But you don’t share those stories in order to teach a lesson or make yourself a hero. Just tell the story and let your listeners draw their own conclusions. It’s a way to say, ‘I know what you’re going through – I’ve been there too.’ Your sales team should know, deeply know, that you care about them as individuals and care about their success. That’s love in action.” And when it comes to conveying enthusiasm to clients, the same thing applies. “Enthusiasm isn’t about running all over somebody,” says the coach. “It’s the tilt of the head that conveys, ‘I’m really interested. Salespeople sometimes for- get to focus on the client and begin to think, ‘I have to make this sale – I need it for my quota.’ Clients can always sense this shift, and that’s when they’ll think you’re too aggressive. But nobody thinks you’re pushy if you’re focused on them.” “Everyone says this is the Digital Age,” concludes the speaker, “but I think this is the Age of Connection and Feel- ing. If your sales team or your clients know that you care about them, this is what will set you apart from the crowd. Caring about other people is the only enthusiasm that lasts.”
How fit are you to sell?
In this video, you’ll learn about a fabulous new tech tool that helps sales reps monitor and adjust their sales behaviors. So, for reps who want to sell more with less stress and more intelligent planning – and who doesn’t? – SalesFitRx is a great tool for you. And for managers … every piece of information about the reps is avail- able, too. Think about it. Changes in behavior, based on monitoring of actual patterns, that lead to better sales results. Sounds like a plan.
VIDEO: HOW TO MEASURE YOUR SALES PERFORMANCE WITH DON PIERSON, CEO SALESFITRX
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