I have been asked to touch on a specific subject by some of my readers and although I usually don’t do that, this subject seems to be timely.

The only thing that will hurt your sales efforts more than the “hard” close is the “no” close. Too often, reps assume that a prospect is not ready to buy and the tiny window of opportunity closes shut; sometimes forever. It’s understandable that reps are hesitant because of the economy. Nobody wants to look over eager to close but by the same token, today’s economy does not lend itself to very many lay down sales either.  What’s a rep to do? It’s like trying to heat water to an exact temperature. By the time the thermometer shows the right temp, it’s too late. You slide right past it. Turn the heat down and again, you slide right past it going the other way. There is no doubt that selling in today’s economy can be tough but… If it were easy, everybody would do it! If it were easy, there wouldn’t be thousands of postings for sales people all over the job boards in a tough job market. We didn’t get into this profession to take it easy or to “coast”!  So let’s regroup.  Here are some important things to consider while approaching your market.

1.    No whining- It’s contagious. Your bad day or bad meeting does not need to turn into a negative office attitude! Conversely, if somebody else is whining, get away from them ASAP!

2.    Trust your instincts- That is, if your instincts are normally good. Veering off of your normal sales rhythm is dangerous. Not only can it blow your sale but it can also shake your confidence and ruin your career. It is very difficult to get your “sales mojo” back once you have lost it. SO DON”T. I tell my reps every day to lose the sale because of closing too hard before losing it because you bored the client to death! I cannot emphasize this point enough. Whether you know it or not, selling is a very rhythmic process that coordinates a lot of moving parts. If one aspect is off… well, you know.

3.    Fundamentals- I know it sounds contrite but when things get tough, always go back to the fundamentals. Things like trial closes, qualifying questions, needs based selling, etc… These things served us well in our early days; they will serve you well again. Refreshing ourselves with these simple, yet very poignant tactics can often times improve your overall approach.

4.    Technology- Use it, own it, know it, and demand to have it at your disposal. Here is a quick list of tools that you should be using if you aren’t already: Hoovers, Jigsaw, Netprospex, Gist, Facebook, LinkedIn, Twitter, etc… I’m sure you are using at least some of these, but are you using them to gain expertise with your prospects? My reps know A LOT about everyone involved in a decision before the first meeting. Want to separate yourself? It doesn’t take much. Starting a presentation off with, “I’ll talk slow since we have a Cornell grad in the room” will get a laugh and can be the difference. Just a small example…

5.    The Close- Sometimes a tough market can rattle your confidence just enough to be visible to your prospects. Closing strong is the only way to close. I don’t care what industry you are in or what the economic conditions are like! Make them say no; don’t hope they say yes! My diving coach used to say,” If you took the time to get out of bed and put your shoes on, you may as well be perfect!” How true that is, coach! Nobody is kind of pregnant! Similarly, nobody is kind of closed! They are in or they are out and it is your job to put them in one of those two clubs. Either one is ok, just as long as you know!

The bottom line is that as sales and marketing people, it is on our backs to keep the companies we work for in business. Ever see an operational person generate revenue? Ever see the CFO add anything that wasn’t created by the sales team? You never will. The economy is bad… I get it. Don’t let it ruin your career and don’t let it ruin your disposition! Forge ahead and do what you do best. Selling smart will always pay off in the long run and without a doubt, things will get better!

        

I love this clip from “Back to School”! Not only is it funny, but is also very instructive. Academics all over the country are trying to add their two cents in the discussion about the course of action we should take with our economy. Business professionals that were trained by these people have infiltrated corporations all over the world. Let’s take a look at what these “elites” have given us.

1. Credit default swaps- it was the Ivy League trained brain trust that came up with this gambling approach to our markets.  Boy has that worked out well!

1. Keynesian economics- developed by King’s College graduate John Keynesian, this theory basically says that the private sector cannot be trusted and therefore the government should spend our way to prosperity. The wonderfully unsuccessful stimulus package was developed, in part, by fellow Ivy League economist Paul Krugman and is based in Keynesian theory. Politics aside, I think we can all agree that this thinking has failed miserably.

1. Community Reinvestment Act- a well meaning program designed to encourage investment in urban areas as a way to fight “urban flight”. 30 years later, Ivy League economists, lawyers, and politicians, used this legislation to justify lending practices that lead to the housing bubble.

1. GLOBAL WARMING HYSTERIA- thought to be a man made caused phenomenon, it is now widely understood to be a manipulation of climate data. Driven by governments and PhD’s to reallocate wealth, this hysteria is predicated on the “hockey stick” chart showing an alarming increase in global temperatures. One problem,  even the leader of this movement Phil Jones, head of the British Climate Research Unit, says that the data is not only wrong but that we haven’t been in a warming trend for 15 years. Never mind the facts; the academic brain trust forges ahead with a plan to handicap American business predicated on the threat to our climate.

These are just a few examples of the world of academics hurting business everyday. Now apply that to your own organization. The “smartest one in the room” theory is completely subjective. If the smartest one in the room gained their knowledge in the context of theory and conjecture then they are not the smartest one in the room. As Thornton Mellon so gracefully shows us, business is done in the trenches, not in the classroom. This applies to sales more than any other area of business. Finance issues deal with regulation, capital flow dynamics, and a series of complex and concrete realities that require the ability to recall and employ very specific maneuvers. An MBA may be a better candidate for this position. Sales however, require a completely different skill set conducive to adapting to dynamics that change in real time and without notice. Interpersonal dynamics play a much larger role here. Therefore, hiring a person that has a natural aptitude for this situation is much more important than their academic prowess. Seriously, when was the last time that a sales rep required the ability to solve a linear equation? Which skill is more important to a VP of Sales; understanding the operational flow or understanding the market needs and buying triggers? The ability to drive numbers remains in the office of the VP of Sales while the ability to schedule implementation should remain with operations! Operational control of sales is like having a sales rep handle the accounting. Both scenarios will set you up for failure!

At the end of the day, smart companies hire skill sets and talent levels not pedigree and academic prowess.  Job seekers beware, companies that hire based on academic credentials will hamper your ability to employ your natural skill set. There is nothing worse than working for a VP that has no earthly idea of what it takes to close deals and is clueless when it comes to the demands and desires of your prospects. The board room should read the bored room in a lot of cases. Most sales meetings are a direct result of an academic needing to be clued in on what is going on. Good sales meetings should focus on market realities, objections, sales plans, and support issues. Anything else is a colossal waste of time!