Behavioral Barriers

Behavioral barriers equal actions not taken or completed, which hinder achievement of maximum results.

Behavioral barriers refer to an employee not completing critical sales management tasks as expected - despite having mutually agreed to do so.

Managers spend most of their time coaching to behaviors - working to increase results of mid-level and low-level producers.

Examples of behavioral barriers include techniques, strategies and skills such as:

Prospecting Profiling Telemarketing/scripting Overcoming objections Asking for business Closing sale Following up and managing relationship

Leaders who are very successful in overcoming behavioral barriers follow this three-step approach in this sequential order:

- Managers must TEACH employees what behaviors (actions) are expected - Managers must COACH employees to build their confidence to master sales management behaviors - Managers must EXPECT and hold employees accountable for completing desired behaviors on a consistent basis

Conceptual Barriers

Conceptual barriers are absolute most difficult barriers to overcome.

Conceptual barriers are barriers that are right behind eyes, DEEP within brain. "Beliefs" which were planted at a very young age and re-enforced over a long period of time - which is why they are so hard to "dislodge".

Here are a few quick examples of conceptual barriers:

(Think back to your own childhood. Were you ever taught any of following rules?)

- Don't talk to strangers - It is impolite to talk about money - Never interrupt important people - Wait to be asked

Now think about what you are asking your sales people to do.

- Telemarket (cold call) - Profile/Prequalify based on ability to buy - Create new relationships

Do you see how many of things we were taught as children fly directly in face of today’s daily sales management expectations?

It is no wonder why some folks have such a difficult time adopting certain routine sales management practices. They are quite literally "handicapped" by a belief system that limits their potential for success.

As a leader it’s your responsibility to approach performance issues with a clear understanding of these predetermined belief systems. Armed with this knowledge you can more quickly address issues in a way that can help both sales rep and your entire organization.

One year later I received a call from Margaret telling me that her brother had indeed given her my message. After a long conversation during which we caught up on all news Margaret invited me to conduct a one day seminar with her administration and office staff. I agreed and we started making plans and fleshing out details of day.

The day took place on 16th of April/03 and went very well. For my efforts I was wined, dined and housed in a very nice hotel. Best of all I not only received my full fee for a one day seminar, but also a very healthy order for 250 copies of my books.

If I hadn’t stopped on a whim to inquire about a college friend from years ago I would have missed out on a full day seminar at full fee, a healthy order for my books and a glowing testimonial letter from a satisfied school board official.

The lesson? Those little, unassuming, spur of moment gestures of interest in others often open doors of opportunity you hadn’t even given a thought to.

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