Standards build Traditions - Traditions build Legacies

Legacies are the impact of traditions on today’s world ... left behind by people who struggled to meet standards for the benefit of others.

Sometimes people lower their standards without a fight ... and, they build new traditions that leave a poor legacy for those who follow.

Leaders often set the standards for future traditons before the future fight makes them a reality.  They decide NOW what they will stand for in the days to come. 

So, let’s stand for those things that help our country, company, associates, customers, and families - great things, excellent things.  Let’s teach our children to build a wonderful legacy for future generations.  Lance.

(Note:  What are YOUR sales team standards.  What are YOUR minimum standards, average standards, GREATness standards?)

An Old Key Worth Using

Today, It was my privilege to interview a seasoned veteran for a new sales job.  As I listened to his answers to my rather “structured interview,” I began to learn - to hear the wisdom of dedicated years ...

... and, I was reminded.  Wisdom resides mostly with those who have tried several doors in a productive life. It remains true in disparate areas like marriage, sports, and sales.  Many failures lead to one success - three quotes or so lead to one sale - a lifetime of commitment through trials and testing leads to a greater love among committed lovers.

As the interview continued, I, with years of experience and a few gray hears myself, began to learn that there are still some old keys still lying around, that if found, and then turned, will open important doors. 

Sales plans need wise counsel.

They need others to question them and to offer competing thoughts and wisdom.  And, they especially need those with grey or white hair to offer a smile as they reach in a pocket and bring out an old key worth using.  Then, confidence grows in those that learn from the unlocked wisdom. 

How Much Wood Could a Woodchuck Chuck …

... if they were on straight commission without incentives, goals, or directions?

Three Answers
1. “As much wood as a woodchuck would if a woodchuck could chuck wood.” 

2. “A woodchuck would chuck as much wood as a woodchuck could chuck, if a woodchuck could chuck wood.”
3. “A woodchuck would chuck all the wood, if a woodchuck only could.” 



This means that a woodchuck salesperson would chuck all the wood available to chuck. He’ll do it to survive. In the present, that will be the incentive. 

And, he’ll look for the wood. Most woodchucks are solitary independent critters. They do not rely on other woodchucks except for alerts to danger. They take care of themselves. That’s their character and personality. 

Of course with incentives (wood) and direction (location), woodchucks would chuck as much as they could chuck - perhaps even all of it.

from another perspective ...


“As much wood as a woodchuck would ...”

We need to make sure that we’ve got the right woodchucks - ones that ‘would’ chuck wood.

Some woodchucks are lazy while others are unreliable or without a sense of personal responsibility. Some of them might sleep all day or just sit by the hole, and when you ask them about it, they’ll just act like they couldn’t find any wood. 

"If they only could” might refer to their upbringing and the leadership they get - especially from older and wiser woodchucks. I know some woodchucks who often wander away from the hole in any ole direction. With direction and an internal motivation to provide for themselves and their family, OUR woodchuck(s) can receive what they need, knowledge, direction, and skills, to develop into industrious and dependable producers and providers. 

So, in summary, let’s strive to find the right woodchucks, ones that want to learn and and then let’s give them direction, coaching, and a reason to do what it takes.  Lance.

The Challenge of Door to Door

What a great training ground for a sales professional ... Door-to-door sales will stretch your sensitivity to rapport building in many ways, and it will require you to learn to make compelling presentations, while captivating your audience in a variety of situations less than ideal.

I remember those days in the home - a few years of them.  As you drive up to the home, you look for the personality of the homeowners in the property’s appearance (you may find conversation openers there as well) ... is it messy, is it extremely neat, are their flowers, color, special features (swimming pool, deck) etc?  Also, when you knock on the door, you stand back away from it and turn your side to it - looking away, until they open the door. This lessens the fear they have of you, a stranger, standing very close to the door, facing it, and looking at them.

Rapport building will begin from the time the door opens until you leave the property. Door-to-door sales will help you learn to speed up for dynamos, slow down for thinkers, and to chat and talk with socialites. And, when it’s a couple, you learn to develop rapport with two people at the same time. 

You also learn to center your presentation on their needs, while learning to ask great questions prior to the presentation. Also, you learn to control the presentation setting - perhaps at the dining room table or in an area most conducive to your product demonstration or the advice you give.

I remember the Southwest Bible salespeople - young college kids selling door-to-door during the summer ... learning to ask for referrals to other neighborhood doors.  Through the door-to-door experience they became good.  Many went on to great careers as salespeople.  The challenge of door-to-door sales makes a terrific proving ground.  It builds heart and mind muscle for those who learn from it.  Always respect those who go door-to-door.  Lance [Note: An absolutely great movie to watch is William H. Macy’s performance in Door to Door (2002) ... http://www.imdb.com/title/tt0274468/ or, ]http://www.imdb.com/title/tt0274468/]

Stimulating Competition or Pursuing Greatness?

The following may be a little controversial. However I do not intend to be divisive… just a little weird or unusual about the subject of competition. Alfie Kohn wrote a book several years ago. I believe it was called, “No Contest: the Case Against Competition.” His heavily researched work concluded that competition was unhealthy no matter how many sales managers decry the thought. (By the way, I love to WIN with the best of them. L.)

In my studies of all coaches with three (3) national championships or more ... very few focused on creating a healthy competitive climate within the team ... so few in fact, at present, I cannot remember one who did. Instead they worked to form incredibly strong bonds between the players in the struggle to give their best, on the field or on the floor, for the benefit of others ... while striving to get better each day.

In the last twenty (20) plus years, I discovered that I can inspire others and I cannot motivate them. I can create a ‘climate’ in which people release their own achievement drive for the benefit of others.

I’ve also discovered that competition lies naturally in the hearts of salespeople, but teamwork doesn’t. And, I’ve learned that teamwork focused on excellence is in the long-term more productive than competition flamed within the ranks. So, I’ve been able to lead sales teams in breaking records with a mature focus on personal goals and team goals. I’ve done this by building emotional meaning into those goals for themselves, their families, and their companies. And, if I’ve recruited well, each of the teams I’ve led have formed strong bonds very much like that of a family. I’ve also learned to teach salespeople to cheer for other salespeople, to encourage them, and share celebrations at team meetings.

Eleven companies, out of 1400, made the cut in “Good to Great” by Jim Collins. In each, a disciplined and relationship-centered company of people focused on striving for excellence - without finger pointing or dancing in the end zone. These companies quietly and incrementally improved for years without flaming out or having mass exits and without depending upon charismatic leaders or lesser motivational forces.

I believe a competitive nature exists. It exists as a spiritual energy - to be harnessed for men and women to fight TOGETHER against the forces of mediocrity and those issues that impede personal and team goal achievement.

Courage in Sales

Please tell me about a personal example in sales when you had to have courage to ‘keep on keepin’ on.

Here’s mine.  More than twenty years ago, I was faced with the following. I was two or more payments behind on my house and I had received the proverbial registered letter.  It basically said that I was going to lose the farm unless I sold something. And, at the same time, I was face-to-face with the real culprit, me. Yes me. My work ethic was bad. My courage was low. And, I was about to fail my lovely bride and children.

I had quit my job and I was trying to sell for the first time in my life without knowing anyone in business or without even knowing what a cold call looked like.  My office was in my bathroom and sometimes others needed it for more than my typewriter and I had to leave.  During the day, I would make cold calls out of the City Directory to sales managers (while sitting in a Holiday Inn using thei guest telephone).  I still remember the first appointment leading to a sale.

I was afraid, in danger of losing my home, uncertain, and intimidated by people who knew a lot more about business than I did.  But, by the grace of God, I survived and appeared on the other side as a new person.  Kept the farm.  Kept the family.  Built a business.  I will never forget.  Hope this helps someone.  Now, go and make things better.  This is about as personal as I can get.  Lance

The IT Factor in Leadership

What’s the “it factor” in leadership? As sales managers and coaches, how do we extract, lift up, and teach “it?”

Let’s start with what the “it factor” is in leadership.  That’s easy. It’s the common and most important factor in GREAT leaders - great leaders being defined as someone having a positive and lasting impact on the welfare and direction of others over a long period of time.  Who meets these conditions ... Captain Abrashoff of the USS Benfold (book: It’s My Ship), Coach Wooden (10 national championships, UCLA), Billy Graham (evangelist to millions), Martin Luther King (revolutionary for equality), Frances Hesselbein (CEO of Girl Scouts: quoted by Peter Drucker as “the greatest leader he had ever met"). 

The common “it” factor in every one of these extraordinary people was ...

“They possessed a large measure of love for people seated in their hearts, and with it they focused their lives on serving others with humility.” ...

Result?
They lead others toward important responsibilities - ones that provided for a better life of service and its end results (goals) ... and, each of these people believed success to be in the day-to-day process.  It was a process of giving the best of one’s gifts in the effort to make a difference in the lives of others through present circumstances. 

Captain Abrashoff inspired his crew into turning one of the worst ships in the Navy into the best for the protection of the crew and the American People.  Coach Wooden, who never talked about winning, focused on improvement and helped his young men win championships for each other, the university, and the fans.  Billy Graham improved the spirituality of a nation.  Martin Luther lived out the practical implications of Graham’s faith.  Frances Hesselbein’s motivation always came from “the inside and for her love of service - not for money or outside motivators.”

Now, for the second question.  How do leadership educators extract “it”, lift “it” up, and teach it.  Well, I believe they do this understanding that “it” is not an “it,” and that we do not teach “it.” We live it - a life of service.

To work everyday at leading people in service to others is a quality of a person’s character.  It is deeply embedded into the fabric of their being. 

And, how do people receive this factor - one that positively explodes their work into greatness?

A love for service is received through the influence of others who have this trait of authentic service sewn into THEIR hearts.

Perhaps, parents.  Perhaps, a great middle school teacher.  Perhaps, a person who loved God.  Perhaps, a consultant.  Perhaps, a janitor.  Perhaps, a homeless person.  You catch “it,” - this serving heart.  You always have a choice to receive it or not.  And, when you do, you can give it to others for the rest of your life - even as YOU continue to GROW in this quality.  Now, let’s go make things better.  Lance

Impacting Sales Performance - I

What specific things do you do to increase the sales of your team (Or yourself if you are a salesperson.)? 


Here’s a thought ...

To increase sales performance, LEADERSHIP must help individual and team motivation to increase by inspiring a (new) desire to achieve sales beyond current levels. Leadership must create a new environment in which the individuals and team will motivate themselves. 



After realistically looking at a current situation ... 
The single most powerful way to increase sales performance for the team or for the individual is to ... 

“Increase belief” that the (who or what) they love most will be helped if they achieve the new sales levels.“
“Increase belief” that the (who or what) they love most will be harmed if they do not achieve the new sales levels.
“Increase belief” in their ability to achieve the new sales levels. 



and, they must believe the coaches think they have what it takes.


Example: 
A few years ago I was asked to kick off a planning session for a Sprint Regional VP of Retail Sales (one of three). Attending the planning session were the VP’s Area Managers for 13 states. I simply challenged them in the following way. 



I asked,

“What is your goal?”

They told me it was “x.” I asked, “Where did ‘x’ come from?” They said, “Budget!” I said, “Great! but, what is your goal!” Silence occurred. Then someone said, “x!” I asked, Where did ‘x’ come from?” They said, “Budget!” I asked, “Where did Budget come from?” They said, “Sprint!” 



So, I tried another question, “Where do you end up if you reach ‘x’.” They said, “Last.” I asked, Where did you end up last year?” They said, “Last!” I asked, “How did that make your feel?” Silence. I then asked, “What have you learned?” They said, “We don’t have a goal?” I asked, “Where do you want to end up?” They said, “First!” I said great, “Let’s start planning.”

As the planning began, the team took over and I basically watched and prodded a few times, but the sale was over. They did not want to be last again. Much more occurred that day as I built up their belief in the new goal, and we began to grow in confidence as a plan of actions began to take place. We then talked about how they would monitor results, meet to adjust the plan during the year, and bring celebration of progress to all the managers and the salespeople. Long story short - this team went from last region to top region in one year.

They found a heart for THEIR OWN sales goal,

built belief and confidence in a plan and developed their leadership and communication strengths for the fight ahead. Victory. I did not have to touch that team for the rest of the year. They did it. They did it. I love this story. It’s one I’ve seen over and over again, albeit with different motivations. Lots of serious fun. 

Now, go and make things better.  You can.  Lance.

The Sales Equivalent of a No-Hitter

What would the sales equivalent of a no-hitter look like?

Batters step to the plate and one by one they leave the game without a hit.

So, in sales, for an entire game ... let’s say one year, each time my competition comes to the plate he leaves without a hit - without a sale. He might get on base. He might make some progress around the bases, but he does not get a sale. For an entire year, despite going deep into the count in several at bat situations, I still win and my opponent does not get a hit. As the pitcher, I decide when I will step to the mound and what strategic ‘sales pitch’ I will make. As a result, I keep my opponent off his rhythm and the most he can do is walk, foul the pitch off, or get on base with an error. However, he does not make a sale.

For an entire year, I win in every sales encounter with a competitor.

How sweet it is. A no hitter.  Do Better.  Lance

What Motivates and Drives Success?

Motivation!  As a sales professional ... What motivates and drives someone to achieve success?  Some are motivated by survival - the lights going out in the house.  For others it’s recognition, achievement, money, family, or just plain ole duty - doing what others expect.

Still, as in ages past, the best motivation is inspired. It happens because we want something with our hearts. That’s why we disagree with Maslov’s hierarchy of needs ... survival first, etc. etc.  We’ve all seen people sacrifice themselves for their children for a greater reason.

(Side comment: Recruit character - someone who IS strongly motivated - and if it’s toward people first - WOW ... what a great quality.)

Today, we can have different motivational forces pull at us.  When we are with a client, we may be pulled toward being survival-focused, quota-focused, product-focused, ego-focused, etc.

The best salespeople in the world ... those that get great referrals and make a lot of sales over a 20 year span of time ... are usually motivated by helping others with their needs, challenges, and problems.  (And, I’m afraid it’s taking me awhile to get the the reality roar of survival, products, competition, and ego out of the way.) So, for myself, as a coach for salespeople, sales managers, and VPs of sales, I’ve discovered it’s really all about them ... Zig Ziglar once said, “Help enough people get what they want and ... you’ll be fine.  Now, let’s go motivate ourselves to make someone’s situation even their life ... better.  Lance

Is it Motivation or Inspiration?

People read more about motivation in management schools than inspiration.  Many sales managers strive to learn how to motivate salespeople.  They sincerely want to learn how to motivate them to reach sales goals, to fill out paperwork, to follow a sales process, etc. Good managers spend much of their time on motivational actions.  Often, they do not learn how to inspire.

From 5th century BC until now, many teachers have provided instructions for the motivation of people.  In the twentieth century, these theories swept around people like B.F. Skinner and Pavlov’s dog.  Remember, ring a bell and the person salivates, if they have been conditioned to do so.  The dog did and so will a person.

Motivation often involves thinking about incentives.  Or, it means striving to stimulate others into wanting to do something.  It eventually turns into control - how to control another person.

We need to understand motivation for one very important reason only - and it’s not to control another person.  It is to set up environments in which people can learn, grow, and thrive.  We need to understand different types of personalities so that we coach and teach in a manner in which others learn best.  For example, children learn new information differently - so do adults.

We need to communicate with people in a manner in which they trust us and hear us - really hear us.  Usually, that involves listening to their needs and acting on what we hear.  We need to know the blockades and barriers that demotivate sales performance and develop action plans to remove them.

But there’s a higher need as well.  For greatest long-term impact upon a sales team, we need to inspire the people we lead.  When we do this, we encourage others to greater efforts, greater enthusiasm, and greater creativity.  We help others find the purpose in what they do - how what they do makes things better.  We define the war we are in - the adventure we are on, the battles we fight, and who we strive to rescue.  We help salespeople understand the valuable role they play in the health of the company and their family.  Then, goals take on a significance greater than the person.  And, people are inspired.