Inspiring Conversations, LLC

Many business owners and sales managers we speak to seem to have a common problem or theme that comes across when we first meet with them: Their frustration with having to go over the same sales issues and obstacles that impede their company's growth with the same sales people continually.

By the time we speak to them they have jumped to the conclusion that you cannot teach an old dog a new trick.

Many business owners spend the majority of their time pulling their hair out over why certain people just won't deal with certain objections, hold margins, fail to call at the top, or over those who simply don't call at all! Regardless of management's approach to rectifying the problem, whether through motivation, coaching, new techniques or financial bonus structures, the results, or lack thereof can often be attributed to a number of factors.

The primary reason certain sales people, regardless of the help or training they receive, do not apply their sales knowledge translating their efforts into sales productivity is because of subconscious filters.

Subconscious Filters
We all have subconscious filters. Subconscious filters essentially allow us to assimilate what we like, what we agree with, what we are comfortable with and what goes along with the routine we have developed during the course of many years of doing what we do. Although sales people may on the surface agree and convey their understanding of why certain strategies or techniques are necessary, they simply do not use them until and unless these subconscious filters are removed. While training individuals, regardless of their background or industry we notice a common occurrence: we see heads nodding in agreement or in disagreement at various points during training. We know that this overt expression of agreement and disagreement is the manifestation of subconscious filters at work, allowing the individual to either "take in" or "kick out" strategies, methods or techniques.

Mirroring the Purchasing Process:
Another reason why many sales people go through entire careers with certain sales-related problems—such as long selling cycles, failing to confront objections (leading to big pipelines and small bottom lines), call reluctance or failure to hold their price—is because they mirror their own purchasing process. In other words, how you buy is how you sell!

Case Study
The President of a local software company called us in recently because his group's extended selling cycle was adversely impacting their bottom line. Many business owners, sales directors and unfortunately many in the sales training or sales performance business would simply treat the symptom. The symptom here is a long selling cycle. Most treat the symptom with techniques or strategies that usually will not be utilized because of the subconscious filters and personal buying habits previously mentioned. While investigating the problem we uncovered the buying process used by their sales manager contributed to the company's problem. One example that reinforced this belief was how the sales manager had purchased a new car. In questioning the sales manager about how he went about the process of buying that vehicle he proudly told us he took seven months and shopped 29 dealerships from Dallas down to Fort Worth! He meticulously gathered information and boy, did he ever "think about it" prior to making his decision. He knew more about that vehicle than the plant that built it!

Monday morning while he was back on the job in an actual selling situation he was faced with an information gatherer who stated "I am simply looking". The question here is how effective will this sales person be when subconsciously they keep telling themselves "I would probably do the same thing!" Hence, the selling cycle within this organization was out of line for two reasons that would override any coaching, motivation or training. First and foremost the sales manager could not and would not do what was necessary because of the subconscious filters which impeded his ability to adopt strategies or techniques that went against the routine he had developed and had been using for years. And this unproductive routine was a direct result of his personal buying habits. Hope this Helps.

– Karl Graf President Acuity Systems, Inc. Realize the Potential...... 2665 Villa Creek, Suite 104, Dallas, Texas 75234

By Susan Nielsen

Every day we are bombarded by decisions: what to do, what to eat, what to wear, what to read, what to watch or listen to, what to buy, what to say, even how to vote. It's never ending! Fortunately, many decisions require very little conscious thought. In fact, we actually made many of the decisions a long time ago, and we're simply executing them now out of unconscious habit. For example we spend very little or no time deliberating about how to sign our name, make a phone call, drive our car, or address an envelope. The emotional intensity of a decision depends on the perspective of the decision maker. To a corporate executive, a decision that involves millions of dollars and affects thousands of employees can seem routine, while the president of a local service club might agonize for days over luncheon arrangements for fifteen members. A married couple might spend considerable time and energy deciding what color to paint their living room, while a marketing manager might design packaging for an entire product line in a very short time. Your attitudes and habits influence your actions and thoughts.

You can improve your decision-making skills by becoming aware of the existing attitudes and habits that have shaped your decisions in the past. For example, if you tend to make decisions alone, is it because you undervalue the contributions of others? If you are reluctant to ask people to pay you what you're worth, is it because you are afraid of rejection? As you uncover detracting attitudes, take steps to correct them. For example, if you undervalue the contributions of others, intentionally seek to notice and express appreciation for what others do.

As you learn to value others more, you are more willing to benefit from their experiences and perspectives. You'll be able to ask for and receive honest feedback, without fear and without the need to impress or defend, and you will develop increased confidence in your decision-making abilities.

– Used with permission from Leadership. Copyright 2007 by Resource Associates Corporation. All Rights Reserved. Susan Nielsen. (888) 850-2206 Ext 701

By Arno Ilic

Strikes, labour disruptions, negotiations, grievances and arbitrations are some of the things that come to mind when Labour Relations is mentioned. I can hear the groans already at the mention or sight of this name. If your company has a Labour Relations department, you probably are just as happy not to have to hear about them, for it usually means trouble or money.

It does not always have to be that way. The difference is how you relate to your labour. For starters, how do you view your employees? Are they a commodity to you? In many companies I have been in, I still hear employees being referred to as “bodies,” as in “how many bodies do we need” or, “I’m short a few bodies.” You may as well refer to them as cadavers—is there a difference? Viewing or referring to employees in this way does not inspire great human relations.

Many people refer to those areas or departments that work with and hire the companies’ employees as the Human “Resource Department” or a “Human Resource Specialist.” In fact, you can even get a degree in “Human Resources.” But your employees should be more than human resources. Shouldn’t they be human beings? What if you started to relate to your employees as such? That would mean entering into a relationship with the employee. No longer would you look at them in the same light as before. Suddenly they are not a commodity or a machine that frequently breaks down. They have become real people with real feelings. They are not there to try and do as little as possible for as much as possible.

Human beings come to work and would generally like to make a difference and a contribution to the workplace. It is after all a place where more that a third of their life is devoted to, including travel to and from work. When your employees are not happy or just going through the motions, chances are they are not engaged. Several factors may have led to that. Perhaps their supervisor or team leader is indifferent to their own jobs; perhaps their managers have a deep-seated dislike for unionized employees; maybe their team leaders don’t know what the employee requires to do their job properly; in some cases, they bring their moral standards to the work, and imposing that standard on their employees. If they do not behave in an expected way, they are dogged until they conform. Seldom do we allow employees to express themselves in a meaningful way.

If you want to increase your productivity in a meaningful way, you may wish to start with how you relate to your labour.

At Inspiring Conversations, we can help you shift your employees’ attitudes so that work and goals become far more meaningful. Give us a call and let us explain how.

– Copyright protected worldwide. Arno Ilic. (888) 850-2206 Ext 705

Display Ideas

Looking for a way to boost morale, improve bottom-up communication, and solicit fresh ideas? Create a graffiti wall. Paper a wall in an out-of-the-way break area or conference room, then invite workers to paint the "canvas" with their ideas, suggestions, questions, quotations or bits of inspiration, and so on. Set aside time during staff meetings to discuss additions to the wall and to solicit reactions, hone ideas, or address inquiries.

– Adapted from "Do as I say: Quick tips for masterful communication," by Jamie Walters and Sarah Fenson, on the Ivy Sea Web site.
Contact Jeff Johnston.  (888) 850-2206 Ext 704

Give me somewhere to stand, and I will move the earth.
— Archimedes

The only way to avoid failure is to never try anything new.
Unknown

What would you attempt to do if you knew you could not fail?
— Dr. Robert Schuller