Good-Bye Bobby Knight And All The Sales Managers Like You!

Written by Steve Waterhouse

The recent dismissal of Bobby Knight asrepparttar head coach of Indiana University should mark as big a change for sales management as it did for coaching. For years it was popular for sales managers to abuse their staffs with tirades and threats. I remember one manager I worked for who prided himself in publicly humiliating at least one person in every weekly meeting. While this approach may have achieved results, it was still wrong. Beating a person might get them to behave, but it doesn't make it right.

I almost thought these Neanderthals had become extinct until I was sitting inrepparttar 139406 Red Carpet Room at O'Hare Airport last week. Behind me wasrepparttar 139407 loudest, most obnoxious representative of this breed. He was cursing a blue streak at full volume, so I had no choice but to listen in. It seems that a particular sales rep must have missed his quota last month and, inrepparttar 139408 words of my loud friend, it was because he was just plain lazy. And furthermore, if he didn't get onrepparttar 139409 stick he'd fire his sorry %?#. With that he slammed downrepparttar 139410 phone and I realized that he had been talking to this poor reps voice mail! The coward didn't even haverepparttar 139411 courtesy to be rude in person.

What follows, I swear, is true. Moments later, our Neanderthal took a call on his cell phone andrepparttar 139412 tone of his voice changed remarkably. He was calm and collected and even nice. As I listened in, he was telling a friend about a meeting with his boss who had apparently recommended that he get immediate counseling for anger management. (Imagine that!) He saidrepparttar 139413 boss let him know that it could affect his career. He told his friend thatrepparttar 139414 boss just didn't understand 'these guys' and if he did he'd be screaming, too. Then he confided in his friend that he had already startedrepparttar 139415 counseling and that he was going to try 'real hard' to make it work.

I noted that he never said his boss yelled at him or threatened him, although I believe his boss had cause. He actually spoke very nicely aboutrepparttar 139416 man who had just made it clear that his job was onrepparttar 139417 line if he didn't change immediately. And he referred torepparttar 139418 fact that he was taking action based onrepparttar 139419 advice he had received. It was clear to me that Mr. Loud and his boss had very different styles.

I wonder who getsrepparttar 139420 best results:repparttar 139421 screamer or his calm boss? I wonder which one builds a loyal team that will give their all to make goal inrepparttar 139422 tough months? I wonder which one has employees who recommend friends to join their company? I thinkrepparttar 139423 old style of management was a result of poor skills. Managers who lackedrepparttar 139424 knowledge to handle people properly resorted torepparttar 139425 techniques they learned in high school football. I don't know about you, but my high school football coach retired with a winning record and a small paycheck.

Prospecting in a Soft Market

Written by Steve Waterhouse

Yesterday, I worked with a group of wonderful sales people who sell for one ofrepparttar leading companies in their industry. You would all recognizerepparttar 139405 brand. They were complaining (only a little) thatrepparttar 139406 market was soft and that it was affecting their business. I asked them two questions. First, how big isrepparttar 139407 total market for your product? Answer: over $200 billion. Second, for you to be a superstar, how much business would you have to do? Answer $150 million or 0.075% ofrepparttar 139408 market. If their market were to shrink by 25%, which would mean world-wide disaster, a superstar would need 0.1% ofrepparttar 139409 market. In other words, even inrepparttar 139410 worst of situations, there would be 1000 times as much business available as anyone would need to be a superstar. They gotrepparttar 139411 point and they agreed that tough times just mean sifting through more leads to findrepparttar 139412 nuggets.

Prospecting is a necessary part of sales and something that many sales people do poorly. Done correctly, it becomes as much a part of your routine and as important as a great presentation or a winning close. Here are 14 tips you can use to improverepparttar 139413 effectiveness of your sales team's prospecting efforts:

Definerepparttar 139414 type of prospect that is likely to want your offer Separate your list of prospects by size or opportunity. A=big, B=medium, C=small Set individual and group goals for new contacts per day Workrepparttar 139415 A list first. Whales are always better than minnows Minimize distractions and maximize call time Userepparttar 139416 telephone for as much ofrepparttar 139417 selling process as possible Have several good value statements written in front of you Brainstorm common objections (there aren't many new ones) Develop effective counters to objections Work in pairs and coach each other Record your calls and review them (at least your side ofrepparttar 139418 call) Leave value-based messages on voice mail Call early, late, lunch hour, anytime. Keep it up forever! Good prospecting requires skills, persistence, coaching and management support. Done consistently, it can berepparttar 139419 path to dramatic business growth or insurance against slower times.

Cont'd on page 2 ==> © 2005
Terms of Use