How to beat the 80/20 rule in sales act -- part 1 - sales-management
Business executives and sales managers often bewail "80/20" accomplishment on their sales teams, where approximately 80 percent of sales are bent by approximately 20 percent of salespeople. Why do salespeople act so differently? What is it about top sales performers that enables them to accomplish such greatly a cut above results?
Certainly there are some sales skills that everybody can learn. For example, it is easy to learn how to ask reflective questions. These questions begin with the words "who", "what", "when", "where", "why" and "how", and tend to cheer more full answers than questions that can be answered with a "yes" or "no".
You can learn how to ask deep questions by participating in a down-to-earth role play. In this role play, every time you ask me a "yes/no" question, I'll fulfil "No". Being paid stonewalled with a bunch of "no's" will break you of the yes/no questioning habit beautiful quickly!
Other sales skills are tougher to learn. A good case in point is coaching salespeople how to ask questions and "follow the thread" in the answers. To defend this concept, let's use an added role play. If you ask me a philosophical question, I'll counter with answers that control some "pain points". If you acknowledge the pain points and drill down into them by asking bonus questions, I'll in the end agree to engage in a sales cycle.
Do you know what my be subjected to has been with the "follow the thread" role play? Some salespeople learn this skill easily. Others struggle, but they in due course master it. However, some just never get it, no be of importance how hard they try!
Why can some salespeople learn this decisive skill, but others can't?
In their book, Now, Come across Your Strengths, Marcus Buckingham and Donald Clifton bang that great managers and be around managers have altered expectations for their employees. According to Buckingham and Clifton, be an average of managers begin to have that "each character can learn to be competent in about anything", while great managers begin to have that "each person's talents are continuing and unique".
Most sales books and exercise programs seem to take the "average manager" point of view. In other words, they seem to begin to have that anyone can learn how to sell. Their tacit agree is that all you have to do is invest a sufficient amount time, effort, and money to learn the skills they teach. If you make the investments, you will learn the skills and be a success in sales.
Unfortunately, there are countless examples of sales books and instruction courses not producing the beloved change for the better in sales performance. Think about some salespeople you know personally. How many of them are struggling to make their quotas? Why are they struggling?
Herb Greenberg, Harold Weinstein and Patrick Sweeney account this very close in their book, How to Hire and Advance Your Next Top Performer. After correlating hundreds of thousands of assessments that were performed over quite a few decades with definite sales act measurements, they reached these startling conclusions:
How can you ascertain whether salespeople have the talents mandatory to achieve something in your company's sales job? That distrust will be answered in Part 2 of this article.
Copyright 2005 -- Alan Rigg
Sales act knowledgeable Alan Rigg is the biographer of How to Beat the 80/20 Rule in Selling: Why Most Salespeople Don't Act upon and What to Do About It. To learn more about his book and sign up for more FREE sales and sales management tips, visit http://www. 8020performance. com.
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