‘‘
You may be disappointed if you fail, but you are doomed if you don’t try. BEVERLY SILLS
“Leaders make proactive changes, as opposed to reactive changes,” he says. “And those changes are most often needed in the third side of the triangle. I can’t tell you how many pitchers I coached over the years who had the first two parts of the triangle down. They had skills and physical condition- ing, but they still couldn’t tap their full potential because they lacked the performance-based attitudes.”
TRUSTING THE PROCESS He believes that the single most
SELLING TIP Six Tips for Choosing a Prospect Relationship Management Tool
Sales managers considering adding a Prospect Rela- tionship Management (PRM) program to their CRM systems should have a checklist of what they want the program to do for their prospecting efforts. So, before choosing your PRM program, consider the following: • Data: Having seen countless hours wasted on manual process around data management, I know that having high-quality data – and enough of it – is imperative. Your data should also be easily searchable, enabling reps to create their own lists on the fly.
• Process: “Fail to plan, plan to fail.” Have you heard that quote? It could not apply more to the prospecting process. Without a well-thought-out, proven call plan with the appropriate call/email rhythm and the right messaging by persona, you are dead in the water. The days of just “pound- ing the phone” and getting results are long gone. Having a technology platform that walks a rep through a proven call process is a huge advantage.
• Technology: If you are not leveraging technology to help your team, you are just not going to win, period. The challenges are: What technology? Where does it fit in the process? How do I get the most out of it?
18 | APRIL 2016 SELLING POWER © 2016 SELLING POWER. CALL 1-800-752-7355 FOR REPRINT PERMISSION.
• People: Yes, people are still necessary. As much as some would like to believe technology will do the hard work for you, it’s just not the case. Technology can be a huge help, but you still need the manag- ers, coaches, and reps to work together to ensure the right message is getting to the right prospect at the right time.
• Accountability: It’s so easy to fall into the trap of feeling like you got a ton done because you were “busy” all day. The question I ask my team is, “Were you busy doing the right things?” A system to tell you exactly where you are compared to your goals at any given point in time is a huge help. My Fitbit does not lie. Neither does a good PRM.
• Adoption: You can have the best tool in the world, but, if your team does not use it, you have wasted your time and money. Technology is only as good as the customer success expert that services it. Any customer success expert should ensure your team is adopting and using your platform to its maxi- mum potential.
It’s important to remember the customers of your fu-
ture – your prospects – and what you can do to ensure their experience with you is memorable from day one. – PAUL ALVES, CRO AND COFOUNDER, QUOTAFACTORY
valuable performance-based be- havior is a willingness to follow a process. Once, while he was running a sports psychology seminar in Chi- cago, he realized that Michael Jor- dan – who, at the time, was playing baseball – was in the group. Jordan approached Peterson afterward and said he was fascinated by the idea of performance-based behaviors and that, for years, he had done all these things instinctively.
“I asked him at what moment he knew he could be Michael Jordan,”
he comments. “In other words, when did he know he could be not just good, but great. He told me a story, much like the Tiger Woods story, about a time in college when his basketball coach showed him game footage and helped him see that he’d had a good year but not a great year. He said his coach explained that, for him to be great, he was going to have to prepare at an incredibly high level. “Talent alone is never going to be
the difference. What separates the peak performer is preparation. People at the absolute top of their game – the MVPs, Michael Jordan, and Tiger Woods – they don’t focus on out- come, and neither do great salespeo- ple. They focus on process.”
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32