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managecoach coach
Now that the Internet provides much of the product knowledge and “value” salespeople once provided, the dynamics of the sales floor have changed. Linda Richardson of the Wharton School says sales and people skills are valuable and sales managers are needed to provide such guidance. Her research shows that when sales managers improve their coaching (as opposed to selling) skills, the rewards are huge. “If you can’t afford training courses, you can study online or buy books,” she said. “Even the smallest companies can and should develop their sales managers.”
motivationMake “showing up” easy
The phrase “showing up” seems to require courage and effort. But James Clear, author of the best-selling book “Atomic Habits,” says that’s not necessarily the case. “One of the things I recommend in the book is called the two-minute rule,” he recently told podcaster Tim Ferriss. “It says, whatever habit you want to form, then pare it down to something that takes two minutes or less to do. So, “read 30 books a year” becomes “read a page,” or “read a page every “Meditate for 30 minutes, five days a week” becomes “Meditate for 60 seconds.” You just want to master the art of manifestation.
suggestionticking sound
If you read a great idea on any of these pages (or elsewhere), you now have 48 hours to make the change in your business. Otherwise, the idea is likely to fail, said INC. columnist and veteran business owner Norm Brodsky. let’s start. The clock is officially ticking.
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operationsunburden yourself
Indianapolis-based ad agency The Heavyweights is asking employees to move their desks every four to six months to encourage people to take stock of their current situation. “When you move, you unburden yourself of things you no longer have to lug around,” founder John Luckinbill explained to the Wall Street Journal’s Small Business section. Can you do something similar?
sales volumecuriosity is key
Perhaps no sales advice is repeated more often than “listen more.” But what is often overlooked is exactly what salespeople should be listening to. Jim Lattin, a marketing professor at Stanford University’s Graduate School of Business, says there are three answers: You need to understand what’s important to the customer; What’s bad about his or her current situation; She thinks it might is the ideal solution. “With this information, we can create a clear contrast between the customer’s current situation and their ideal solution. Then map our products to the customer’s ideal solution,” he said. But what often happens is that salespeople just make assumptions without exploring the cues provided by the customer, and never allow themselves to get to that sweet spot. “So learning to be genuinely curious is critical to effective sales,” says Latin.
operationsBack up like a pro
As with most things in life, good enough is good enough. But this is not the case when backing up files. “Become an expert at storing and preserving information,” says Kevin Kelly in his excellent little book, “Excellent Advice for Living.” “Back up your backups.” Kelly recommends having at least one physical backup and one cloud backup. If you really want peace of mind, keep more than one of each. “If you lost all your data, photos, notes, how much would you pay to get them back? Backups are cheap compared to regret,” he said.
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manageshut up
If one person speaks more than half the time during an employee’s performance review (and it’s unlikely to be the employee), then it’s not a conversation; This is a lecture. Mike Carden of performance management company Sonar 6 says you might want to try this: Prompt something open-ended and then listen to what employees have to say. . If you keep yelling, the team member receiving the feedback will become disengaged and off the hook. All they have to do is listen, nod occasionally, and do things the way they always have. “
customer relationschange proportions
If you’re asking for feedback from your customers and they just tell you that you’re great, you might want to give Gentle Giant Moving Co. a try. Ask customers to rate your business on a 14-point scale. “They might circle 12, which means you’re good, but you can do better. You have to do everything you can to find out,” CEO Larry O’Toole recently told Inc. “Magazine.
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