NZ’s e-mag for sales leaders

NZSALESaugust 2011 Issue 53

The secret to handling rejection

Inspiring performance in a tough market

And the next question is?

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The Fishermans Guide to Finding Salespeople

AUGUST / ISSUe 53

THIS WeeK'S MUST ReAD

THe FISHeRMANS GUIDe To

FINDING SAleS people

three reasons why can’t hook the big one!

THe SeCReT To

HANDlING ReJeCTIoN

Recognising success

QUICK FIx

It’s not what you sell,

it’s how you sell.

TWo MINUTe Top-Up

INSpIRING peRFoRMANCe IN

A ToUGH MARKeT

5 crucial leadershhip tips

ReSoURCe CoRNeR

DevelopING THe leADeR

WITHIN yoU

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NZSM CAleNDAR

MARKeTplACe

SAleS SUppoRT WINNeRS

THe CloSe

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NZsM / august 2011 / 4

this week I have again read

about unethical vacuum

cleaner sales people in

New Zealand spending several

hours persuading homeowners

to buy their product, and calls to

ban doorstep selling by energy

companies in scotland.

Reports from the Industry

Regulator in Scotland state

that half the people who switch

provider on the doorstep are

actually worse off. One provider,

Scottish & Southern Energy, was

found guilty of misleading 800,000

householders in one campaign,

and have subsequently stopped

the practice, and made 900 sales

people redundant.

We only get to read about these horror

stories in the media, (I can’t find any

stories about a most trusted sales

person) but as long they continue, I can

only reflect that we have a long way

to go before selling is considered a

trusted profession.

Laws should, and will, change to

regulate against such unethical sales

practices. As countries make these

changes, others of the same culture will

surely follow.

We welcome new contributor Kevin

McMahon in this issue. Kevin’s article

gives some valuable advice on

getting the most from your greatest

competitive advantage – your sales

people.

Happy Selling

paul

JoIN US oN:

aBOut /short and sharp, New Zealand

sales Manager is a free

e-magazine delivering thought

provoking and enlightening

articles, and industry news and

information to forward-thinking

sales managers, business owners

and sales professionals.

eDItOR / Paul Newsom

aRt DIReCtOR / Jodi Olsson

gROuP eDItOR / trudi Caffell

CONteNt eNQuIRIes /

Phone Paul on 04 586 4733 or email

pauln@nzsalesmanager.co.nz

aDVeRtIsINg eNQuIRIes /

Phone Richard on 09 522 7257 or

email richardl@espiremedia.com

aDDRess / NZ sales Manager,

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NZsM / JuLY 2011 / 6

t H I s W e e K ’ s M u s t R e a D

The Fishermans Guide to Finding Sales People

paul Newsom is the editor of NZ Sales Manager and helps sales professionals and sales managers to compete and win in complex sales. you can visit paul’s website at www.salespartners.co.nz

Finding top sales people is not easy. Very few

first time sales managers have ever done any

recruitment of sales people either and learning

on the job can be a recipe for disaster. It’s a bit like the

winemaker who gets it wrong with this years harvest,

then has to wait a year to have another go. It can take

a few expensive mistakes before you get it right.

Recruitment can be likened to fishing. If you are looking

for a sales person and are good at casting your line, using

the right bait, knowing the right spots to fish and the type

of fish you would like to catch, and good at landing the

fish then you will probably be finding great sales people.

Leave fishing to luck, and you won’t consistently catch

much that you want to keep. the same applies to your

sales recruitment. Here are three common reasons why

it is harder than it should be:

Fishing in the wrong pond

If you are fishing in the same pond as everyone else,

there will be intense competition to land the big fish.

Most businesses limit their looking to putting an ad

on a job website, (or in printed media), or calling in a

Three reasons why you can’t hook the big one!By Paul Newsom

7 / august 2011 / NZsM

Think about this. A top sales person is doing OK in his current job, buts keep an eye on the job pages to see who is doing what, where the opportunities are, what the competition are doing. That’s what good sales people do

recruitment company to do the advertising for them.

Do this, and you will be fishing in the same pond

as everyone else. unless you have the best job and

package on offer, good quality bites can be rare.

We often hear that there are not enough good sales

people out there. Well, there are plenty of good

sales people out there. they are either working for

someone else, and probably doing very well too, or

they are not yet selling.

Most of these fish are not feeding on the job ads - they

are not actively looking at opportunities. so you need

to go fishing in other places to attract these people.

Some ponds to fish in:

go to a trade expo in a related market. Walk the •

floor and talk to as many sales people as you can.

Follow up with those who interest you after the expo.

Your own back yard. Your next sales superstar •

might be on the shopfloor, and not currently in a

sales job. sales Managers should get to know all

the people in their organisation.

talk to your buyer. He or she will be seeing sales •

people several times a day. Who are the top sales

people of your suppliers, and why? Be mindful you

don’t damage relationships with your top suppliers

with this one.

some reports will say that up to 80% of jobs are filled

without advertising. they are filled through using networks

and personal relationships. You should be operating in this

space so that you know of good prospects all the time.

Just as any sales professional would do.

Using the wrong bait

Ninety per cent of job ads are using the wrong bait.

they only do half of what is required to attract talent,

and are often no more than a ‘wanted’ ad.

Change the company name, and these ads all look

the same – a brief description of the job, a list of

intangible qualities, and some vague statement

about salary, car and prospects. If I’m a big fish,

there is nothing to interest me, unless you are one

of the few companies who have an employment

brand that stands out from the crowd and does all

the fishing for you. If you are to attract talent, you

need to sell the job and the company. You need to

grab people’s attention and give them a reason to

call you.

think about this. a top sales person is doing OK in his

current job, buts keep an eye on the job pages to see

who is doing what, where the opportunities are, what the

competition are doing. that’s what good sales people do.

an ad with the usual list of intangible qualities, generic

job title and paragraph about your company is not going

to attract a top salesperson because it doesn’t describe

anything better than this person has now. It might attract

plenty of people who are just looking for a job though. the

way you attract a top sales person is to sell your company.

get their attention by telling what you offer them that they

might not be getting in their current employment.

a headline like this might get my attention:

Advance your sales career - great income, trusted

brand, world class training

this kind of headline still regularly appears on job

websites, and certainly won’t get my attention.

We are looking for a Sales Representative that has

excellent customer service skills and is not afraid to

get out there and sell the product.

Taking too long to land the fish

top sales people are unlikely to stick around while you

and your company process forms and wait for decision

makers to get back into town. If you hook a fish you have

to land them quickly. Otherwise they will be off the hook

and on someone else’s line and you will lose them.

NZsM / august 2011 / 8

the professionalism of your recruitment process is

a reflection of the professionalism of your company.

top candidates will be interviewing you at the same

time as you are interviewing them. they see it as a

preview of how your business operates. this is not

just during the face to face interview. this is from

start to finish through the whole process.

this can be a major problem, and I see it particularly

with large corporate companies. In my own experience

it once took 7 months to appoint a replacement (who

already worked in the business).

the candidate will be thinking that your organisation

is slow, cumbersome, bureaucratic and indecisive.

Which it may or may not be, but in selling and buying,

perception is a large part of decision making.

It doesn’t sound very attractive to a dynamic top

performing sales person does it? Not only can it take too

long to land the fish when hooked, some let the fish nibble

all the bait and swim off to find their next tasty morsel.

I was particularly interested in a part time contract

a little while ago so I gave the company a call when

the position was advertised. I asked for the name

given on the bottom of the ad – as you would, with

a couple of carefully prepared questions to seek

information I wanted to know to be able to craft a

good letter of application.

the person didn’t answer the phone so I left a

message. I didn’t get a call back that day. I called

again the next day – this time I got through, only to

be told by this person that they were only collecting

CV’s, and didn’t know anything about the job. I would

need to speak to someone else. this person was in

meetings all day until 4pm, but they would leave a

message for them to call me between 4pm and 5pm.

I didn’t get a call. I called the next morning and left a

message on this persons phone. they called me back

later that afternoon.

If this sounds like your organisation, fix it before you

go any further. Candidates are your customers in

recruitment, and you wouldn’t treat your customers

this way. good sales people will very quickly draw

the conclusion that the company is disorganised, the

left hand doesn’t know what the right hand is doing,

and they wouldn’t want to work there.■■

EmpowEring SalES managErS. growing SalES.CongraTUlaTionS Congratulations to paul Steer of Unilever winner of the exclusive 12 month SalesStar management programme, valued at $12,000! Developing today’s Sales managers into tomorrow’s sales leaders.

The SalesStar Management Programme provides a perfect platform for new and existing Sales Managers to enhance their current knowledge and learn sales management best practice to accelerate sales revenues. This is a comprehensive programme that provides a blended learning approach with practical workshops, online learning and on-going support. Click here to learn more!

Saatchi & Saatchi Building, Suite 4a / 125 The Strand, parnell

T: + 64 9 524 0999 E: paulo@salesstar.com

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The SalesStar Management Programme provides a perfect platform for new and existing Sales Managers to enhance their current knowledge and learn sales management best practice to accelerate sales revenues. This is a comprehensive programme that provides a blended learning approach with practical workshops, online learning and on-going support. Click here to learn more!

Saatchi & Saatchi Building, Suite 4a / 125 The Strand, parnell

T: + 64 9 524 0999 E: paulo@salesstar.com

www.salesstar.com

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NZsM / august 2011 / 10

paul McCord is an internationally recognized authority on prospecting, referral selling, and personal marketing. To find out more, visit www.powerreferralselling.com

The Secret to Handling Rejection

the life of a salesperson is filled with rejection.

We typically hear far more “no’s” than we

do “yes’s.” actually, we probably hear “no”

every single day of our selling careers. Moreover,

unfortunately, it isn’t just from prospects we hear “no.”

We hear it from our companies, our suppliers, our sales

manager, and almost everyone else we deal with. Our

life is filled with the word “no.” Nevertheless, in order

to get to our “yes’s,” we must hear the “no’s.”

How we handle the “no” is one of the keys to succeeding

in sales. It seems that there are some people who can just

slough off “no’s” without a second thought. But for most

of us, a “no” is a personal rejection.

Depending on how you market, dealing with a “no”

can be a direct, in-your-face rejection, or can be an

anonymous trashing of our direct mail letter. However,

all of us must, at some point in the selling process,

deal with face-to-face rejection.

If you cold call, your rejection is immediate—and if your

cold calling is done on the phone, can appear to be

very personal. When you call a complete stranger and

they hang up on you or rudely tell you to get lost, the

tendency is to take that as personal rejection.

the salesperson that has sent out a thousand direct

mail letters actually suffers the same rejection, but is

protected by not knowing the recipient did not even

look at it, but instead immediately threw it into the trash.

In actuality, the rejection is the same—the individual is

rejecting your offer, not you. But one salesperson must

hear in a loud, clear click his rejection, while the other

never hears the soft drop of the letter into the trash.

Worse, once you get the opportunity to get in front

of a prospect, the “no’s” continue to come. You make

your presentation. You get your no. You answer the

Recognising successBy Paul McCord

11 / august 2011 / NZsM

It seems we need to find a format that will give us the opportunity to offset the rejection with success. We need to institute a program that will allow our brains to regroup and experience the joy and positive reinforcement of getting the yes’s that offset the “no’s.”

prospect’s objections—and you get your no. You drive

home your close—and you get your no. Repeatedly, at

times, it seems that no is the only word people know.

then, finally, you get a qualified yes. the prospect

agrees to purchase if you can do a little something

out of the ordinary. Yes! Finally, someone who has his

checkbook out and ready to go. all you need is a little

help from your sales manager. and, then, it happens

again. NO. sometimes you feel that you not only have

to fight prospects, but your sales manager also.

You managed to get your manager on board? great.

Now all you have to do is get the warehouse to agree

to nudge a delivery in a little earlier than the calendar

allows. and, again, no.

Do the no’s ever stop? No.

Of course, there are the yes’s—and that is what

keeps us going. striving to get to the occasional yes.

However, all of those “no’s” can stop us dead in our

tracks if we allow them. How we handle the “no’s” is

the key to how we get to the “yes’s.”

attitude is one of the great limiters of salespeople.

People have a tendency to anticipate outcomes and

many times that anticipation has an influence on

the actual outcome. If you approach a task with a

defeatist attitude, there is a good chance that you will

fail. If you approach the same task with an attitude

of success, there is a good chance you will succeed.

Why? several reasons, but two are of importance to

our discussion.

First, if we assume we will fail, we will not give our

best effort. Why should we? We already know the

outcome before we even try to tackle the problem.

after all, we are just wasting our time.

secondly, out prospect can read our defeatism in our

voice and body language. Moreover, if we do not

believe in what we are saying, how in the world can

we expect a prospect to believe it?

Consequently, in order to be successful, we must be

able to take the rejection we experience and deal

with it in a positive manner. We have to find a way

to eliminate the residual negative feelings we have

from the rejection that seems to be all around us.

advice for handling rejection has generally centered

on either understanding that each “no” gets us

closer to “yes,” or understanding that, since the

prospect does not know us as an individual, the

rejection cannot be personal, but is rather a rejection

of the offer we made.

Both of these are true statements. For many of us,

neither gives us much relief.

so, if the traditional methods of dealing with

rejection do not seem to work very well,

what can we do to rearrange our attitudes?

It seems we need to find a format that will

give us the opportunity to offset the rejection

with success. We need to institute a program

that will allow our brains to regroup and

experience the joy and positive reinforcement

of getting the yes’s that offset the “no’s.”

How can we create a method to give our brains the

positive yes’s it needs to readjust after receiving a

chorus of no’s?

Enjoy nZ SalES

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One method that has been very successfully used

by a number of salespeople is to set aside tasks

during the day where they know for certain they will

be successful. You have a contract to sign with a

new client? try to schedule it later in the day, after

you have done your cold calling tour of duty for the

day. end the day on the positive note of signing a

contract. Have a couple of very strong referrals to

call? again, make the positive calls after you have

made your cold calls. save the best for last.

some salespeople have found that reversing this

schedule leads to more productive cold calling time.

Having just come from signing a contract or having made

two very successful calls to strong referrals gives them

the positive mental attitude needed to sound strong and

convincing on the phone when they make their cold calls.

Better yet, try to arrange your schedule where you

have two or more positive tasks to perform each day

and split them up so your brain is readjusted several

times during the course of the day. the more regularly

you can feed your brain positive experiences, the

easier it is to deal with rejection. Rejection becomes

the exception, rather than the norm.

Other salespeople use bribery to handle their

rejection. Bribery comes in all forms and fashions. the

salesperson will assign themselves a certain number

of phone calls or presentations or other tasks that

they must perform and then, as a reward, they allow

themselves to do something they desire to do—work

on their sales files, go to lunch, work on marketing

materials, or some such. Others reward themselves

with new cloths or some other object. Others will

allow themselves to go home early or take a day off at

some point in the future.

Other salespeople have found that detaching

themselves from the rejection allows them

to ignore their rejection. these salespeople

will use a number of impersonal prospecting

methods, such as direct mail, email blasts, and

advertising. By not experiencing the rejection

first-hand, they believe they can be more positive

and successful when dealing directly with a

prospect when making a full presentation.

My experience has been that methods two and three

have serious drawbacks. let us take each in turn:

Bribing yourself can become expensive—both in

terms of the rewards you give yourself, whether

buying something for yourself or allowing yourself

time off. In addition, it really does not reprogram

your brain. all it really does is encourage you to

get through the task as quickly as possible to get

your reward. If the reward discourages quality work

during the task, it really is not a reward for doing the

task, but is rather a reward for putting on the show

of doing the task.

the third method—using an

impersonal prospecting tool

to replace direct prospect

contact can also be dangerous.

there certainly is not anything

intrinsically wrong with marketing

via direct mail, advertising, emails,

and such—as long as the object

is not to avoid prospect contact.

Besides being relatively expensive,

these methods of prospecting

should be a supplement to your

direct prospect contact, not a

substitute.

unfortunately, if your objective

becomes avoiding prospect

contact to insulate yourself from

direct prospecting and rejection,

the task of sending out direct mail pieces, sending

emails, constructing ads, etc. become the goals in and

of themselves. they no longer become a format for

increasing your potential pool of prospects, but rather

they become the reason for your existence—you live

to create the perfect direct mail piece that generates

interest and sells your product or service without your

involvement at all.

arranging your schedule to allow daily activities that

reinforce your positive selling activities, including

prospecting tends to be the most successful way to

deal with rejection. Certainly, if you happen to be one

of the lucky few who can simply ignore the rejection

you receive, I envy you. Nevertheless, for the vast

majority of us in sales, we must find a format that

allows us to reformat our brains after experiencing

sustained rejection.

allowing our brains to experience success on a

regular basis, particularly after having experienced

rejection, seems to be the attitude adjustment

mechanism that works best for the majority of us. try

arranging your schedule to purposely take advantage

of the successes you know you will experience

everyday. Place them in your schedule when you

know your attitude will need their positive influence

and you will see a marked difference in the way you

handle rejection. ■

NZsM / august 2011 / 14

Q u I C K F I X

great sales people ask great questions,

and they have a questioning strategy that

flows. Knowing what question to ask next

relies on many things. these will include your clarity

on the objective of the meeting, your knowledge

of the customer and their business, your product

knowledge, your business acumen, your listening

skills, your ability to stay focussed on your customer,

and knowing what to do next – your sales process.

If you find you don’t know what to ask next then

figure out why. Consider where your weakness lies

and commit ½ hour a day to improvement. You will

soon be seeing the rewards. ■

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Inspiring Performance in a Tough Market

Kevin McMahon is a leading New Zealand leadership coach, consultant and change agent. you can find out more at www.stepshift.co.nz

In this challenging business environment there

is more pressure than ever on leaders to deliver

results. at these times, when it can be difficult

to extract additional revenue from the market, your

key opportunities often lie with getting the very best

from your people.

the purpose of this short article is to remind you of the

leadership approach that will most positively impact staff

performance and results, in a challenging market. When

businesses are operating in a challenging environment a

number of events and interactions occur that can have a

de-motivating impact on staff. this can be anything from

the email refusing an expenditure request through to

the departure of a close colleague.

t W O M I N u t e t O P u P

5 crucial leadership tipsBy Kevin McMahon

17 / august 2011 / NZsM

1.It is not about eliminating these events because you

can’t, it’s about doing what you are able to help staff

feel good about their work, about the organisation

and about the fact that they are valued. the more

engaged, motivated and valued staff feel, the more

discretionary effort they apply. their improved

attitude and effort can make a significant difference

at both a cultural and results level.

Here are some key elements of your leadership that are

crucial to getting the best from people in a downturn:

SelF/STReSS:

Be aware of how you are managing any pressure and

stress, and how this impacts your people. use pressure to

have a positive impact on people and morale.

eMpATHy:

When people are working hard, being challenged, and

not always getting the results they want, it is important

for many that you take time to listen, understand and

show them you care.

2. 3.HoNeST CoMMUNICATIoN:Be as honest as possible with people about the

environment, your expectations and with any feedback

you have for them. Where possible deliver significant

good or bad news face to face or by phone, rather

than using email.4.CeleBRATe peRFoRMANCe & WINS:

In a growth market, focussing entirely on success and

results can be enough. In challenging times you need

to focus on work ethic and performance as well, and

acknowledge and celebrate good performance “you

have worked really hard on this account…drinks are on

me Friday night to say thanks”.

‘We’ vS ‘yoU’: Make sure that your words and behaviours show you

are in this together. People respond in tough times by

knowing they have your support and that ‘we’ will to

some extent share any pain and gain.

Challenging markets are times when there is significant

opportunity to gain competitive advantage and the most

effective way to achieve this is by getting the best from

your people. take the time to understand whether they feel

valued, motivated and engaged and if not, address this and

it will pay dividends for you, them and the company. ■

5.

NZsM / august 2011 / 18

R e s O u R C e C O R N e R

Author: John Maxwell

publisher: Thomas Nelson Publishers

$18.58 from Fishpond.co.nz

John Maxwell examines the difference between

leadership styles and outlines principles for

inspiring, motivating, and influencing others.

these principles can be used in any organisation to

foster integrity and self- discipline and bring about a

positive change. "Developing a Leader within You"

also allows readers to examine how to be effective in

the highest calling of leadership, by understanding

the five characteristics that set "leader managers"

apart from "run of the mill managers." ■

developing the Leader within You

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“People do not

decide to become extraordinary.

They decide to accomplish extraordinary

things.

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