What is my greatest achievement so far? Think of:
Ach A chiieve vem ment Let’s start brainstorming – How did you improve ‘things’ while you were working at your previous
jobs? For example: • Great initiatives and fresh ideas. • Have you shaken old methods? • Developed a new program. • Target sales, new sales. • Reached new clients? • Developed a new customer satisfaction procedure? • Improved the accuracy of budget forecasts? • New design on time -schedule. • Achieved project goals.
elationships with customers. • Established good working r elationships • Great team work. • Established new quality standards.
Act A ctiion ons s Think of the actions that you took to achieve the goal. Every single step that you have taken for achieving the objectives: • Tasks during the activity • Your pers onal management activities • The changes and difficulties that you handled effectively.
Value and performance • How was your target goal measured? • Who was the initiator – you or your bosses? • What did your bosses say after achieving these goals?
Results What were the results of your achievement? For example:
• Better quality performance or reliability? • Did you make any difference in sales numbers, costs and profits? • What about customer satisfaction? • Did you improve support service level? What about productivity, efficiency and the company’s
reputation? Did you make any difference? After thinking about the above questions you may have a perfect answer to the question – what were your greatest achievements? P.S. It would be wise for you to present a career achievement that reflects back to the job requirements and to the company to which you are applying. In this way, you gain the employer’s interest – tell a success story where you have had a challenge
with an impressive achievement. You want the interviewer to think: hey, if he/she did it once, he/she can do it again!
Introduction to your Sales Strength Report The Sales Strength Report measures your fundamental strengths and weaknesses in the sales cycle. For example, are you as comfortable closing the sale as you believe you are? Do you have what it takes to build desire in your clients? Can you successfully farm your accounts? Your ratings are not an indication of performance. Rather, they represent your natural potential in each area. You should use this information as a roadmap for self-awareness and development.
Developing a Game Plan measures elements in the sales cycle such as market analysis, understanding product positioning, effectively planning sales activities and analyzing and using product strengths to increase sales success. High scorers tend to analyze and conceptualize the market, their product(s) and understand how they will approach market opportunities. They have a strong attention to detail, and are likely to have detailed plans. Low scorers do not naturally analyze and conceptualize opportunities, and may not overtly plan their attack before entering into sales situations. Research shows that the degree of interest in working with and using data, conceptual thinking, and the level of detail consciousness influence Developing a Game Plan.
Making Contact measures elements in the sales cycle such as initiating contact with new clients, cold calling, building networks, and starting relationships with potential acquaintances to convert them to business opportunities. High scorers are likely to be outgoing in nature, are comfortable breaking the ice, easily approach others with confidence, and will have some creativity. Low scorers are not as outgoing and generally won’t find it as easy to approach new contacts. Research shows that the level of persuasion, outgoing behavior, social confidence, and innovation influence Making Contact.
Building Desire measures the factors that relate to engaging clients in an emotional sale, creating a preference to buy, and developing a sense of urgency or loyalty for a product or
service. High scorers are savvy in the way they deal with customers, can read customers’ actions carefully, and can manipulate customer perceptions to maximize the effectiveness of their sales activity. Low scorers may lack smoothness in their style with the customers and they are less likely to influence the customer’s buying decision on an emotional level. Research shows that the level of interest in understanding how people behave, being outgoing, and the level of need for control influence the success of Building Desire.
Creating Options measures factors relating to the capability to correctly understand and integrate client information into a coherent and conceptually sound proposal or offering. It also measures the degree of innovation in both the types of solutions proposed and the form of the proposal. High scorers are generally highly analytical and can digest large amounts of information; they understand the core of the issue and can add a creative touch to proposed solutions. Low scorers are less analytical and rely less on using data for propositions and proposals. Research shows that the degree of interest in working with and using data, conceptual thinking, and the level of innovation influence Creating Options.
Presenting measures the factors related to presentation ease and comfort, the ability to confidently present products and/or solutions in an engaging manner, and the level of anticipation or stress in presentation or high impact situations. High scorers easily connect with others, present themselves and their solutions with overwhelming confidence even in situations of extreme stress, and don’t worry before big events. Low scorers are less apt to connect with others, are not as self-confident and may worry before major events or presentations. Research shows that the level of outgoing behavior, worrying, and social confidence influence Presenting.
Closing the Sale deals with factors that influence bringing business home, pushing for closure, managing the client effectively, dealing with objections, and negotiating price and conditions of sale. High scorers effectively manage the relationship to maximize the commitment and see the deal through to completion. Their outspoken and persuasive approach tends to help pressure decision makers into action. Low scorers are less apt to push for closure or action, and don’t typically place emphasis on influencing the sales process after the proposal has been presented. Research shows that being outgoing, persuasive and controlling influence the process of Closing the Sale.
Satisfying the Customer measures the factors involved in post sale care. It looks at the level of focus and persistence in follow-up, how well someone relates to the customer, how critically a sales person monitors the deliverable to the client, and the extent to which one takes all steps necessary to make a customer satisfied. High scorers are in tune with the client on an ongoing basis, draw the right conclusions and follow up conscientiously. Low scorers may not remain connected with the client and are less prone to follow up with every little detail. Research shows that the level of interest in understanding how people behave, conscientiousness, and how critically one evaluates information have a role in Satisfying the Customer .
Managing and Growing covers factors relating to maintaining the customer relationship after a sale is completed and looking to identify emerging needs and new business opportunities from existing clients. High scorers are typically highly conscientious and show a good understanding of the client and their needs. Low scorers typically aren’t as driven to grow existing accounts and may not be as in tune with customer relationship management that is typical for strong ‘farmers’. Research shows that the level of controlling behavior, the level of conscientiousness and achievement orientation, and the strength of one’s affiliative nature impacts Managing and Growing. their new book, Strengths Based Selling , Gallup's Tony Rutigliano and Brian Brim, Ed.D., debunk
some widely held beliefs about sales. Such as: There's one right way to sell. There isn't. Or: Anyone can sell. The reality is that onl y certain people have the ability to consistent ly perform well in sales.
What's more, you might be the biggest sales star in your company, but you could boost your performance even further if you intentionally use your talents in the sales process. Behind that assertion is a tremendous amount of research. Gallup scientists have studied and measured the effects of strengths development on performance in sales organizations for decades. They've found that salespeople who know their talents and develop and use them are different from other salespeople -- and they often outperform everyone else.
If your manager reminds you about your talents, you're much more likely to be engaged. In this conversation, Rutigliano, a senior practice expert, and Brim, a practice consultant, discuss how even great salespeople need self-awareness and support, how salespeople can develop their talents and strengths, and why flawed thinking about the sales process inspired them to write their book.
GMJ: Do
Brian Brim, Ed.D.: I think that some people are better at applying the talents they have more
great salespeople have different strengths than average salespeople do?
effectively. There are salespeople who have similar talents at similar levels of intensity, but some of them are more self-aware; they have an understanding of that talent and are willing to work at developing it to become the best of who they are.
It also depends on the type of support you have. You could be a talented salesperson, but if you're saddled with a poor manager and an organization that doesn't care about your engagement as an employee, that will affect your performance. Many factors can influence overall performance: whether or not you're engaged, the type of clarity and support that your manager provides, and whether you have opportunities to become the best of who you are.
Rutigliano: There are also catalysts to talent: your manager, the type of customers you work with, or your colleagues -- all those things could enable your talents to come to the fore. The biggest catalyst, though, is employee engagement. If you have a manager who reminds you
about your talents, you're much more likely to be engaged. If you're more engaged, you're much more likely to be successful.
GMJ: How
Dr. Brim: First, get real about what drives you and how you're wired.
should a salesperson develop his or her talents?
Then have transparent conversations with others about that. The Clifton StrengthsFinder assessment was designed to help people become more aware of their talents, but it's up to individuals to be transparent with others about their talents.
Many organizations create an environment where we are supposed to be all things to all people, even though that's impossible. We're supposed to be perfectly well-rounded and excel at all things, even though no one can. So when we fall short, we end up pretending to be something we're not. That's why transparency is incredibly important.
GMJ: How
Dr. Brim: Support systems can be highly beneficial. Let's say that I want to engage with my
can salespeople stay on track?
customers in a more meaningful way, yet I tend to forget some of those connecting points after a call. A support system could be a notebook where I capture key data about a client that I can review prior to my next meeting. This could help me sharpen my ability to apply my Responsibility or Arranger talent themes, for example. Sometimes it's being realistic about expectations. If cold calling is something I don't like to do, perhaps I could work with my manager so that I spend 10% of my time on cold calling versus 30%.
Another support system is getting the right training or education. Sometimes acquiring the right skills or knowledge will help you become much better at what you're doing. If you're not fully versed in a product that you're trying to sell, it will be difficult for you to close an effective deal and build out more business and a stronger relationship with your clients. And sometimes, it's about repositioning yourself. I've worked with people over the years who failed miserably in one sales organization and were outstanding in another because of the type of sales
#1 - Results Focused If you are selling for someone el se, what they care about most is whether or not you get the sales that they ask for (i.e. di d you make your quota or not). One of best things about being a salesperson is you have a tremendous amount of freedom and di scretion in how you use your time. In return, you must be able to stay focused on the big picture and not let small problems or dramas distract you. If you sell for yourself and you are not focused on results, then you are not in business.
#2 - Courageous
We all experience fear at one time or another. Great salespeople are courageous in that they are able to act and move forward even in the presence of their own fears. Fear is the reaction we have when you know that you need to do something or that something is going to happen soon that you are not prepared for. This could be making cold calls or making a major decision that you believe to b e right when you know that your management will not agree with you.
#3 - High Energy This one is really simple. Despite all the lame jokes about salespeople being out on the golf course all the time, top performers work their asses off. Being able to kick-back and work 30 hours a week while making quota may sound great. But the true top-performers got that way by working long and hard to beat out their competition while the other guys were boozin' it on the golf course. In short, you must be able to do "Whatever It Takes" to get to the top.
#4 - Knows People Of all the characteristics that people attribute to salespeople, this i s the one the one that people are most often talking about when they describe a "natural". The ability to establish rapport and maintain rapport is probably the single most powerful skill a salesperson can have. The most flexible people can adapt and establish rapport with others from a multitude of backgrounds and cultures. The longer you can maintain rapport with more people, the more chances you will have to ask questions, uncover opportunities, and present solutions that make sales. And as with everything else i n sales, this skill can actually be learned.
#5 - Committed To Growth Great salespeople got that way by always looking for a better way. They are always improving their approach, their techniques, and their attitude. There are many philosophies on what the *best* approach to sales is. Some work better than others depending on one's own personal style, the product you're selling, and the customers that you sell to. Great salespeople know that they must look for the best examples of excellence, and adopt the individual aspects of this that they can use. So what got left out of this list? The two words we've probably heard more often than others to describe salespeople are "aggressive" and "enthusiastic". The first definition in my dictionary for aggressive includes the word hostile in it. I don't know anyone these days who can effectively sell in a hostile manner to their customers. Customers are not enemy territory to be "taken". As for enthusiasm, I believe it has a time and a place. If you run around like a cheer-leader for your company all the time, you'll annoy people, and you probably won't be listening very well. Bottom line is both of these words describe behavior that can destructive to the lifeblood of sales, building and maintaining rapport.
Performance-Based Employee Development Plan A performance-based employee development plan uses the annual performance appraisal to review previous accomplishments, capabilities and establish goals for the next year. These goals can be solely work-related such as increasing productivity, or the goals could be designed to improve the employee’s skills or education. For example, when a department manager instructs her employee to complete two continuing education classes in the next 12 months, that is a goal that can i mprove the employee’s skills to prepare him for future roles
within the company. Another way to construct a goal from the annual performance plan is to build upon the skills the employee already has to challenge him for the next step in his career.
Management By Objectives Employee Development Plan Management by objectives--called MBOs--are very structured plans that identify objectives, steps to achieve the objectives, measure progress at select intervals and note completion of intermediate achievements. MBOs also contain detailed information about other employees' talents that are necessary for completing the objectives. When more than one employee is included on an MBO, the percentage of work for which that employee is responsible for is generally noted. Large organizations are known to utilize MBOs because of work teams assigned to similar projects. MBOs provide the type of format and structure necessary to track individual and team efforts.
Succession Planning Employee Development Plan In organizations where there is a tenure track or partnership track, it is common to structure an employee development plan that is based on the employee’s upwardly mobile progress. For example, a lawyer’s employee development plan might i nclude her performing research for cases during her first year, sitting second chair at trials the next year and lead chair in five years. This type of employee development plan prepares her for becoming a partner in the firm, which usually happens after seven or eight years at most law firms. This is also considered an on -the-job or job shadowing employee development plan, which is very effective in helping employees learn by participation. In an AllBusiness article about how DuPont's succession planning works, metrics are utilized to determine the employee's readiness. The article states, "DuPont tackles the challenge of keeping future leaders engaged and ready through defined, continuous, dynamic metrics." This is directly tied to the employee development plan. "Employees capture and document their contributions to the company, verified by their supervisors. And that feeds into the employee development plan," the article explains
7 Sales Skills to Improve On
-by Shamus Brown
The following 7 sales skills are what I have found to be the most important sales skills for professional salespeople. Get good at these, and you'll be able to make a lot of money no matter how the economy is doing.
Sales Skill #1: Qualifying Fast to Avoid Wasting Sales Time Do you chase after your prospects until they tell you yes or no? Do you ever tell your prospects "No", as in "No, I am not going to sell to you"? There are many things in selling that you do not and will not be able to control. The one thing that you do have control over is your time and how you choose to use it. To qualify fast you must have a set of criteria describing who you will and will not sell to. You want to sell to the prospects likely to buy your products, and drop the prospects unlikely to buy (so that you can fi nd more good prospects). Sounds simple, but too many salespeople let sludge buildup in their pipeline, constricting the total revenue that flows out.
KEY TIP: Develop a list of sales qualifying criteria that prospect's must meet in order for you to invest your sales time wi th them.
Sales Skill #2: Motivating Prospects Qualifying goes beyond budget, authority, and need. You want to sell to prospects who *want* to buy from you. Finding prospects that need our products usually is not difficult. Finding those who really want our products though can be very hard if we wait for them to come to us. Products sold by professional salespeople are more complex and offer more value than commodity products offered through stores, catalogs and brokers. Prospects generally do not know they need such products, until they first di scover that they have a problem. This process can take seconds or years depending on the nature of the problem (and the prospect!). Prospects get motivated to work with you when you help them to discover that you solve their problem better than anyone does else. KEY TIP: Determine which problems that you eliminate or solve for your prospects. Plan and ask questions to uncover and agitate those problems.
Sales Skill #3: Selling to People Outside Your Comfort Zone Most salespeople who are "people persons", already think that they are good at thi s. Let me ask you a question. When you last l ost a sale, how was your rapport with the key person who decided against you? You can't afford to look away and ignore people that you don't have natural rapport with. The good news is that people like people like themselves. All you have to do to gain rapport is stretch your behavior outside or your comfort zone until you become like another person. KEY TIP: Match speech patterns with people to gain rapport outside of your typi cal sports or weather conversation.
Sales Skill #4: Reaching Decision-Makers Through Voicemail There's two ways to make more sales. One is to close more of the prospects you do contact. The other is to get more prospects into the pipeline. When prospecting, you can look at voicemail as either your friend or your enemy. Wit h 70% of your prospecting calls going to voicemail, it is time to make friends with it.
Although you will never get even close to getting every voicemail returned, you can get a significant number of your messages returned when treat them as a one-on-one commercials. KEY TIP: Prepare 3-5 separate benefit-focused voicemail messages that you can leave over a period of days or weeks for a single decision-maker before you give up on her. Each message should focus on a single unique customer-focused benefit.
Sales Skill #5: Delivering "I Gotta Have That" Presentations Let's face it, a lot of business presentations are really boring. Salespeople talk about why their product is great, why their company is great, and the history of their company. Prospects don't relate to this. That's why they look so bored. Great presentations get the prospect's imagination involved. The best way to involve the imagination is through storytelling. Stories rich in descriptive detail get the prospect picturing them using your product and evoke that "I Gotta Have That" reaction. KEY TIP: Study 1-3 of your best customers and develop detailed customer success stories that will put emotional power into your p resentations.
Sales Skill #6: Gaining Commitments Instead of Closing Eliminate "Closing Cheese" from Your Vocabulary. You know what I am talking about: "Would you like that in gray or in black?" or "If I can show you how this will help you will you buy today?". Lines like these are why salespeople are down on the bottom of society's respect list somewhere near lawyers. Learn the power of asking for incremental commitments from the beginning of your sales cycle. It is not an easy shift to make. First you got to get the prospect to show you what they most want (Hint: See Skill #2 above). Then you can negotiate incremental commitments in return for more of your time, information or resources. KEY TIP: Practice asking for simple commitments once someone has expressed a clear want, pain, or desire.
Sales Skill #7: Have More Fun Sales is fun when you are in control and closing deals. Selling is mi serable when you are under pressure to close business. Take the pressure off yourself to close and instead focus on qualifying and motivating your prospects.
KEY TIP: Shift the responsibility back to the prospect to solve his own problems, and the pressure to make the sale will be gone. Focus on selling at your best only to qualified prospects and you'll close more and have fun doing it.
