Are you a Bully?Written by graham and julie
He’s a very successful sales manger who craves results. He can’t be bothered with people who don’t produce. They are losers. He always produces numbers year after year. The question is does he do it through bullying or coaching? What’s difference between bullying and coaching? This was one of questions that ran through our mind when we were talking about Dave. Coaching, for us, is making people do what they don’t necessarily want to do in order to achieve, to be successful. But for Dave, success does not come naturally. We are all lazy and basically don’t want to work anyway. He believes we especially don’t want to work hard. We don’t like pain, psychological or physical, and therefore, he believes, unless he’s there giving people a good kick up backside nothing happens. He accepts sales targets from CEO and team have to deliver on them. To him personal bests are there to be broken. Its about breaking sales records. Hitting sales targets. Getting bonuses. If your personal best is below target then improve. Try harder. He only sees potential in sales force and gets really, really irritable and frustrated when they don’t respond. He really cares about business and individuals. He just hates watching talent being wasted. Dave also believes success in sales is a direct reflection of amount of work that has been put in before event. There is no point is setting out to achieve leading edge targets if you don’t put work in on each individual before hand. Dave sees his job as motivating others to excel. People like Mike. Mike has plenty of talent. He oozes talent but he seems to stop short of full implementation. He talks a good story, has a lot of promise but appears to rest on what he has done. Capable but……stuck in groove. Like a number of us, Mike has worked out what worked for him in past and keeps replicating it. Yes, he always hits his sales target. But only just and Dave feels he has so much to offer. So much more talent. His talent is being wasted in Dave’s eyes. Dave believes that sales people do not under perform because they want to. They under perform because someone or something has got to them. The question is what? After spending a great deal of time with Mike, Dave began to realise it was historical. Mike had worked for a sales manager who had given him a lot of promises and in a nut shell had never delivered on promises. The result was that Mike didn’t really believe sales managers any more, didn’t believe that they believed in what they were saying. Mike believed that Dave was just another sales manager who would say what was necessary to get him to hit target and that was that. He had heard all buzzwords before and basically had come to understand that more buzzwords that were used more difficult it was to identify any passion and commitment to either staff or product.
| | Successful Selling is more Than Personality Written by Arthur G. Schoeck
"Successful Selling is more Than Personality:'Boy, can they talk! Boy, can they sell!' "Many more can talk than can sell. Did you ever hire someone because they sounded so great - presented themselves so well - you thought they could do anything? But six months later, you're tired of hearing how great they sound, you just want some results? Why? What went wrong? To answer completely, there are two areas that need to be addressed: 1.Behavioral Style. 2.Knowledge of Selling. Behavioral style refers to behavioral elements of selling a particular product for a particular company to a particular client base. These elements include: •aggressiveness •cold-call reluctance •extroversion •multi-tasking •rules compliance •natural enthusiasm •self starting tendencies •servicing •paperwork •tendency to detail •product information •customer relations •consistency •follow-up and follow-through •tendency to listen. It takes a very different style to sell computer parts directly to computer engineers than it does to sell computers to general public. Similarly, to close sale to a rural, easy-going, family-oriented type buyer requires considerably different style than closing same merchandise to a fast-talking, hurried, bottom-line oriented urban buyer. By analyzing what you're selling, who you are selling for, and who you are selling to, a company today can articulate customized behaviors optimum for their situation. Salespeople can then be hired whose natural behaviors are ideally what you are looking for. Those salespeople who are not exactly 'natural' in these behaviors will nevertheless benefit tremendously from understanding just what behaviors are best to role-play, or emulate, to excel for your company.
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