Customer Relationships

As a salesperson, I seem to take quite a few lessons from movies and some of the best lessons are in some of the worst movies. Most people think Burt Reynolds played only tough guy roles and the occasional slapstick comedy role. But one of the best sales lessons I have ever learned was from the movie "The End." If you have not seen "The End," do not rush out to rent it. I am about to spoil the plot for you. This is kind of a cute movie starring Dom DeLuise and Burt Reynolds.

As a sales trainer with Sandler Training, I spend a lot of time talking to my clients and I get paid to work with them in four areas of their business: Strategy, Structure, Staff and Skills. Because I spend hours talking to them, I learn quite a bit. And despite that fact, they still manage to surprise me with the questions they ask me.

Twenty years ago, when I was a young salesperson just starting out, I was fortunate enough to get sent to quite a bit of sales training. All of the training programs seemed to center around the "Three Big Steps to Selling." The "Three Big Steps to Selling" are: 1) Prospecting 2) Presenting 3) Closin

Imagine walking into a prospect's office and having him or her say, "I have a problem. There is a monkey on my back and I want to make it yours." Any normal person would know better than to say, "Great, toss that over here and let me add that to the monkeys I am already working with." As a sales coach, I spend time with quite a few people who have big monkey collections. They have accepted that their prospects and clients' problems are actually theirs. Unfortunately, these monkey collections have some predictable consequences

Recently, I found myself absorbed with the notion of influence. I wondered aloud who the great influencers of our time are, then wondered further how each had reached their influential positions. A voice in the room, that of a top trusted advisor, shot back, "The number-one salesman in the world is a kid who wants ice cream!" We laughed.. Yet buried in that answer was delicious truth.

Whoever said talk is cheap didn't know much about sales. Talk-too much talk, that is-can cost a lot. This is a difficult lesson for many sales professionals to learn, and that's understandable. People in sales tend to have outgoing personalities. They enjoy good conversation, and the longer they are in sales, the better they get at making small talk, establishing an emotional connection with the prospect, and driving a conversation toward the specific end of closing a sale

I don't know about you, but I have never liked being told what to do. I don't think I've ever met anybody who did respond well to that kind of instruction, even when the person in charge-a coach at sports, for example-clearly knew what he was doing if the message is delivered wrong. It doesn't matter if what you are saying is true, if it's not delivered properly. You can be the authority, but no one cares if you can't deliver your message in a way that others can accept. The fact that you have good prudent knowledge, the fact that you're correct, doesn't matter if not delivered properly.

It's March Madness time, which I enjoy, but not always for the same reasons my friends do. Because I'm in sales, it's fun just to watch the teams execute their strategies and then try to figure out how these strategies apply to my own profession. And what stands out, season after season, is how predictable the plays have become and how easily they can be countered

If you're like most sales professionals, you work hard to learn as much as you can about your product or service. You take pride in how much you know about your business. When you can answer any technical question that might come up in a call with a prospect, you feel confident. That's only natural. But as important as it is to be knowledgeable, your eagerness to display that knowledge can damage a relationship and cost you sales. To avoid this problem, you need to remember that expertise can be intimidating. It can turn people off

Hidden in the uproar over Mark McGwire's admission that he used steroids was a lesson for sales professionals. You might remember the moment, which has been replayed over and over: When McGwire hit his record-breaking homerun, Sammy Sosa-one of the Cardinal slugger's opponents-raced in from the outfield to hug him. It "looked great on TV," one of Sosa's Cubs teammates said recently, but the other Chicago players "didn't appreciate it." Sosa forgot an important rule of sports, of sales and of business generally: Your meter's always running.