Navigating Success

Navigating Success - Aszure Grimes

I'm Aszure Grimes and a Management Consultant with ADVISA. One of the things I've learned in working with companies whether it be on employee retention ideas, customized sales training or the benefits of strategic planning - everyone is trying to learn to navigate success in one way or another, including myself. We're all seeking tools to help us achieve it; capitalize on it or provide others the guidance they need. For many, the difficulty isn't in coming up with that great idea. Instead, it is in communicating it in a meeting, articulating value to clients or relating to those they manage.

In this blog we'll explore navigating success and increasing its momentum with, and through your ability to relate to other people including employee motivation techniques, tips from leadership development courses, and increasing self-awareness to improve your powers of persuasion to accomplish more through your professional relationships.

Are You Hearing "NO" More Than You'd Like?

Friday, September 3, 2010 by Aszure Grimes

If "no" is becoming a more common response on sales calls, from your colleagues, or from your boss, it's time to ask yourself about how well you can articulate value.

You should never have a list of sales call objectives that includes getting a prospect to agree to buy anything that isn't of value to them. What problem are you solving? What challenge becomes simplified? If you can't articulate the value of engaging you and/or your organization you're wasting their time and yours.

Does the same apply to selling your ideas internally? You bet. This is a skill that doesn't often officially make it into new manager training. Yet, an inability to get others on board for your new idea or concept, whether they be your superior or colleague, without being armed with the value (and how it benefits YOU doesn't qualify) will have you running out of favors quickly. In this circumstance you want to present how it benefits your client, which means it is also good for the company. An answer to WIIFM ("What's in it for me?") may be also be needed, depending upon what you're asking.

If you forget the psychology of selling, you may find yourself hearing "no" a lot more often than you'd like. Remember the most important of all sales call objectives: providing value.

Respect for YOU and Your Work!

Thursday, August 19, 2010 by Aszure Grimes

Getting to the top matters - A LOT! At least for the ambitious and competitive. Yet, we never want to lose sight of the fact that how we get there, and remain there, matters just as much.

Compromising the values of your organization, or your own personal values, is never the way to accomplish this. Does anyone really want to be that man/woman who is unaware of the conversations about their lack of leadership and management training or questionable ethics when they aren't within earshot? No. While their "work" or accomplishments may be noted or "respected", those close enough to know how they do it don't respect them as an individual or true professional.

In navigating success we need to have an idea of the perception we create as seen through the eyes of those around us. A 360 assessment provides access to this candid, and essential, information. It's confidential for those who provide the 360 performance feedback, allowing an individual to truly know how they are viewed by colleagues; subordinates and even those they do business with outside of their organization. Then, our 360 Feedback Process can create a strategy for improvement, along with the data.

Respecting your work, you, and the means by which you accomplish your business results defines you as a professional.

Top Talent at ADVISA!

Thursday, August 5, 2010 by Aszure Grimes

This week has been exceptional at ADVISA. As five of our Management Consultants make the PI Worldwide rankings for the most productive in the world, not just nationwide, I wanted to look further into the strategy behind our employee productivity. So, I had a conversation with Bob Wilson, ADVISA'S Founder and President, about attracting and retaining top talent at our company.

I asked Bob for his perspective and expertise on effective employee recruiting. What's been his secret here? "You mean, other than just continue the beatings until they do what you want?", he jokes, and we both laugh. Nope, that's not it. Instead, our effective employee selection and employee retention strategy has been this. Create an environment where:

People are given what they want and need; understand what will be required of them and the results they'll be expected to deliver.
The PI profile of the individual matches the role; meaning that they are motivated by what the role offers and requires.
Select people based on their intelligence and charisma. Their background doesn't play as large a part in success as inherent talent.

When you bring people into your organization with the proper employee retention strategy, they thrive. It's easy to talk about. But, not always as easy to do.

How can you do this? Take it from Bob. Talk to an ADVISA Consultant. I'm proud to be one of Top 20 Global Consultants for PI Worldwide, and even more so to be part of the ADVISA team.

You Mean, You Did It Too?

Thursday, July 22, 2010 by Aszure Grimes

I began with ADVISA a little over four years ago. And, like all of us here, I am so very proud to be a part of this team and organization. Also, like most of you, we have our moments - as individuals and as a whole. Yet, I wouldn't trade the experiences I've had or have yet to experience.

For many, when it comes to mentoring others and discussing our achievements, it's easy forget a very key aspect that also has importance in motivation; the humility necessary to admit we've "been there". Overcoming challenges is essential to achievement. If you've never overcome anything, what exactly did you achieve? This employee development technique is often underestimated and overlooked.

Engaged employees are those that know you triumphed in the face of adversity or also made a mistake or two along the way, and came out on top. Incorporating this into your leadership development coaching makes you more effective as mentor and role model. You're more approachable and your team works harder. Having had the opportunity to be on both sides of this conversation not only with clients but through my own personal experience, I can tell you firsthand it's true.

Why Would YOU Want to Take a Sales Assessment?

Wednesday, July 14, 2010 by Aszure Grimes

Remember that old adage, "You don't know what you don't know." Well, it was true when you were six; when you graduated college; got married and so it remains. Could there be something worth knowing about your sales skills, and where to step up your game just a notch, that you don't already know?

If you are responsible for sales and marketing training in your organization, or on the front lines in business development offering others your sales closing tips, you may be wondering why YOU or your company would consider a sales assessment. You are great at what you do and, your numbers reflect it, right?

Proactivity is part of what has kept you on top of your game from the very beginning. Consultative sales training may be the choice for you once your sales assessment lets you know the key areas in which you could improve. Then again, it may not. Choices you like. Losing to someone else you don't. If the idea of what the data might say frightens you just a little bit, that's okay. Remember, you don't know what you don't know. What you are certain of is that behind the curve, as opposed to in front of it, is not your style.

Let's talk about getting you the data. Where you choose to go from there is, of course, up to you.

Navigating Success and Taking Your Lumps....Gracefully

Monday, July 12, 2010 by Aszure Grimes

If you are competitive, then that means you get your hands dirty on occasion. You roll up your sleeves when necessary and spend a little time in the trenches. Just thinking about the last challenge that you overcame probably brings a wry smile to your face and feeling of satisfaction as you reminisce about that victory. Ahhh....there's nothing quite like it for those with a competitive nature. But, when we think about leadership development training to hone the skills of our leaders and feed their natural hunger for success and leadership, do we spend enough time talking with them about the other side of success? There is the importance of motivation, training for managers and other aspects to create true organizational alignment. Yet, does your organizational development theory mention the concept of losing or getting to the top with your company's values intact?

For those of you managing difficult people that fall into the above, or perhaps you are one, take a quick inventory:

Win some, lose some? - We've all heard this one. It's not a bunch of bologna. (As Bob Wilson reminded me the last time I needed to hear it.) The sooner we accept it, the better. One win doesn't make you great and one loss doesn't define you either. Lick your wounds for a moment, if necessary, and get on with it.
Am I a professional? - You are not a professional because YOU view yourself that way. Instead, it is because OTHERS view you as one. It is a title that is earned. It may take a few years to get there. That's okay. Don't assume your education makes it a given. It doesn't.
Do I make "it" personal? - If everything is personal, consider assessing your team building skills or enrolling in an employee development program. You are working diligently in your pursuit of success. However, you're not the only one with this goal. And, as much as we'd like there to be something going on other than "they were better at it", it probably is that simple. If not, you probably won a few via the same means yourself. See number one.
Do I trust no one? - When you're a hammer, everything looks like a nail. People who don't trust anyone are usually not trustworthy themselves. I'm not saying trust everyone. Yet, if you feel no one can ever be trusted after sufficient time to get to know them (like members of your own team) ask yourself, "Why?". It may be because of the fear that they have some of the same tendencies you do. And, these probably aren't the ones you're proud of.
Do I have values that I am committed to? - While most organizations have a set of values that they are committed to and have posted, most of us haven't created these as individuals. Think about what is important to you. Lines that you will not cross, even for success. When faced with difficult situations, or even temptations for "opportunities" that will arise, ask yourself if they hold true to your core values. It makes the decisions much easier.

Leadership training and development should sharpen our skills and put more tools in our kit. However, adversity is usually what makes us great and when who we are really shows through. Be confident about that person, in yourself and in your organization.

Can Assessments Really Increase Self-Awareness?

Wednesday, June 30, 2010 by Aszure Grimes

According to Socrates, the unexamined life is not worth living. Hence, we must strive to, "Know thyself". Whether or not we agree that it determines the worth of life, many view it as vital to making it a fulfilling one and put forth effort into doing so. All types of avenues are taken in this pursuit. Is feedback from other sources a requirement on the journey to "know thyself"? Could 360 performance feedback or a personality assessment actually help an individual know themselves better than they already do?

At first, it seems somewhat odd to assume anyone else, or anything, could know us the way we know ourselves. We are always there. We know why we take action, or choose not to. We are fully aware of the reasons behind the choices we make. We know where all of our strengths lie, right? When other people don't laugh at our jokes, it's just because they didn't get it...isn't it? Okay, maybe comedy isn't one of my strengths.

Truthfully, most of us need feedback on a regular basis to provide objectivity that isn't filtered by our own perceptions of ourselves. People simply aren't that good at it - when it comes to ourselves. 360 Assessments are great for this because they provide you with the candid feedback to "know thyself" that we need for professional improvement. It alleviates the anxiety most of us would have about providing honest, unfiltered feedback to anyone we anticipate seeing again - especially in a professional environment. Truly understanding how you are perceived by those you interact with; report to and manage is unquestionably pertinent and relevant to your work.

Personality assessments are also helpful here in adding perspective to your own point of view. After we better understand ourselves, comes an increased ability to manage ourselves and our interactions with others for the business results we hope to achieve.

ADVISA Hiring - Colleagues to Count On

Tuesday, June 15, 2010 by Aszure Grimes

Ah, the delicate process of locating top talent that is a true fit for your organization and the role you need to fill; bringing the core values, skills, education and behavioral assets you are seeking; when you think about this...

...does your company approach employee recruiting with confidence?
...do you have access to an applicant screening process run like a well-oiled machine?
...do you have the staff to dedicate attention to assessment and selection?
...are you confident about the criteria on which a candidate assessment is made?

Actually, you can answer "yes" to all of these questions because ADVISA Hiring is a resource available to you. AH is the arm of ADVISA dedicated to applicant screening, assessment and selection, on behalf of our clients. Virtually all of my clients have worked with ADVISA Hiring. They can rely upon our team of experts to utilize HR best practices; advise them on pre-employment assessments and applicant screening; and, hopefully, locate just the right candidate for their organization.

While they never guarantee that they can pull rabbits out of hats, I'm always confident about recommending this team, their work and their services to every client with employee recruiting needs - from executive level and confidential searches, to multiple entry-level positions. I am fortunate enough to rely upon them as an additional resource who, like me, are focused on my clients' best interests with the highest of standards. I owe our ADVISA Hiring team sincere gratitude. They make me look good and add even more value. What more could I ask for?

What's Empathy Got to Do With It?

Monday, May 31, 2010 by Aszure Grimes

When it comes to standing in the shoes of another, seeing their perspective or knowing "where they're coming from", do you consider this one of your strengths? Better yet, do you consider it essential to being a good leader? Hopefully, you answered yes to both questions.

In a recent study conducted by the Center for Creative Leadership (CCL) included in a whitepaper entitled, Empathy in the Workplace: A Tool for Effective Leadership, they asked, "Is empathy necessary to be successful in a leader's job?". They found not only that it is, but that having empathy is not the same thing as demonstrating empathy.

Managers who show more empathy towards direct reports are viewed as better performers by their own bosses. Yes, you got it right. If I show more empathy toward my direct reports it can have a positive impact on how my own boss views me. Can we teach this in an employee development program to someone who doesn't naturally get it?

A couple of tips for including this skill as a component in your employee development programs:

Talk about and be an example of empathy. This won't be a priority in your organization or perceived as an important leadership quality if it isn't one you exhibit or note as such. Planning and performance are vital. No question. Developing others is too.
Be a good listener. When people feel heard, it builds respect and trust. Ask, am I an active listener? Do I hear the meaning behind what is being said?
Consider the perspective. You might not agree with their point of view. That's fine. But, if you were in their shoes, might you see it the way that they do? Your perspective is shaped by your experiences, agenda, goals, values, etc. The same is true for them.

Employee development programs are often about teaching "soft skills". Yet, research shows these skills have a direct impact on the success of your organization, it's profitability and those who work there. If we want to be successful leaders, we should keep these in mind. Heck, it might even make us more pleasant to work with.

It's 5:00. Do You Know Where Your High Potentials Are?

Wednesday, May 26, 2010 by Aszure Grimes

I was reading the May 2010 newsletter for the Center for Creative Leadership (CCL) and found something that as a business owner or senior executive, you may find interesting, scary, and rather puzzling.

Many of the topics we blog about here at ADVISA, from the importance of motivation to leadership and management training, relate back to the goal of attracting and retaining top talent - A.K.A "High Potentials". We want them to work for our organizations and once they are here we need employee development programs, sufficient compensation and challenging work to retain them. We know who we have on our list of High Potentials. But, do they know that we have identified them as such? And, if so, does it matter how we do it? A new study says it does.

According to a study by the Center for Creative Leadership (CCL) called "High Potential: The View From the Pipeline", 21% of High Potentials are actively looking for another job, even though 95% say that they are committed to their current position.

Huh? What's the game-changer? Whether or not these people have been formally identified is the key. If you know you view them that way, but they don't and/or their colleagues don't, you may be filling your leadership pipeline with people who will no longer be there when needed.

Essentially, good news and bad news. There are benefits to formally identifying these individuals, such as increasing company loyalty and boosting confidence. A drawback can be increased anxiety about pressure to perform. Overall, the study found the "view from the pipeline" to be a positive one about receiving this recognition. I recommend reading the study. This is certainly something to consider if implementation of an employee development program is on your "to do" list.

Everything's Pretty Good, Why Make an Effort to be GREAT???

Wednesday, May 19, 2010 by Aszure Grimes

Recently, I decided to implement a new work-out program. What took me so long??? Relatively happy with my fitness level, I've talked about doing this for years. Needless to say, it never happened. Why? Am I just satisfied with "pretty good"? Not by a long shot. Afraid of a little hard work? Certainly not. So, what gives?

I thought about a conversation I had recently with the President of a small company about the dynamics of his team and the importance of motivation. Their only issues are in regards to products, not people. No improvement needed. Now, we could speculate about whether or not he is correct. It matters not from where you sit reading this blog. Instead, it matters greatly to this President, his team and those who do business with this organization.

If you KNOW there is organizational alignment and employee engagement in your company, you encourage it be refined, improved. When the effort is already there, you push harder! It's essential to retaining your talent when the economy bounces back.

If you DON'T KNOW, or are starting to see some indicators that there may be, it's much easier to leave them as they are. I don't know for sure that there is even an issue. I will assume the best. When the changes we need or want to make are radical and greatly needed, we are swift to respond. Smaller improvements or issues, however, are often left to smolder until they become fires that cost us our biggest client to warrant our immediate attention. Why? It's simply easier. Organizational alignment takes effort, our attention. Employee engagement requires an investment from you, as well.

Don't forget the importance of motivation. What's important to those who represent you matters second only to those making the purchase.

Is It Hot Air or Savvy Sales Training?

Wednesday, May 5, 2010 by Aszure Grimes

I was talking with another one of our consultants earlier this week, BJ McKay, about a potential client of his who was considering ADVISA to provide sales team training, along with a few other organizations. While still relatively new to ADVISA, he's pretty savvy. After our conversation, I began thinking about how intimidating this decision and selection process can be for some. The question is not, "Should I make this investment?" Nor, is it, "Do we have a need to improve our our sales team training?"

For many the million dollar question is, essentially, "How do you know if you are buying just hot air or true sales training development that will lead to business results?"

For anyone facing this, it's about asking the right questions:

How will I measure the success of this sales training curriculum? Over the next 12 to 24 months, what determines the success or failure for key stakeholders? If there is no focus on the outcome, there is no accountability. The organization you consider working with should be able to help you determine this.
Are the expectations realistic? As they talk with you about sales training development, determine if these expectations are realistic based on your knowledge and experience with your team, market and industry. Where are you now compared to where you want to go? You are looking for results - reasonable results.
Can the organization also assist with other contributing factors? It's possible that a need for sales training is not the only issue. Are you hiring the right people for this role? Do I know how to properly assess this in the selection process? Does our culture and environment contribute to success or is it an obstacle to be overcome? Choose an organization that can help you assess and resolve underlying issues that could hinder overall success.
What happens after training? Anticipating that attending sales team training and just going back to work is going to bring exceptional business results will likely leave you disappointed. Is support following training an option? What adjustments are being made internally to support the initiative?
Are you confident the relationship suits your organizational needs and culture? I believe this always matters whenever extending beyond a "widget" purchase. Do I prefer a trusted advisor and organizational partner? Or, do I view this as a transaction? You can find organizations at both ends of this spectrum. Make sure your view of what your relationship should be matches what they intend to provide.

If you have additional questions about creating a sales training curriculum for your organization, ADVISA is happy to answer them.

Is It Time to Hire for Business Development? 5 Questions to Consider

Friday, April 30, 2010 by Aszure Grimes

This question has come up quite a bit lately, especially in certain industries. While everyone has felt the pinch of the recession over the last year, some industries have been hit exceptionally hard. Because of this, a lot of organizations - architectural & engineering firms, accountants and marketing firms, just to name a few - are considering adding business development people to their teams when they never needed anyone in such a role before.

With competition for market share increasing, and less to be had, the motivation for doing so is no mystery. But where to begin, for many, is with:

5 Questions to Consider:

1. Where will they fit into the big picture? - If organizational alignment doesn't already exist, where everyone knows how they contribute to the overall success of your organization, now is the time to make sure they do - not simply this new hire. Adding a new box to your org chart re-arranges your existing organizational alignment, even if you have it. It may be time to revisit your strategic plan.

2. What are my expectations? And, are they reasonable? - There is a "ramp-up" period for any business development position. It's length depends on the individual and, most importantly, your sales cycle. How long should it reasonably take for them to obtain a new client? Should I be more focused on their actual activities during this period or waiting for the desired result?

3. How will we measure success? - At the end of the first 90 days, it's unlikely that there will be any new clients. With that in mind, how will I know if this person is doing a good job or not? What benchmarks will I use? Both you and your new hire need to know that this relationship is working. Employee development programs which include key performance requirements are essential. Without any idea of what success looks like, you could both be questioning whether or not this was a good decision.

4. Are there any differences in managing someone in this role? If so, do I know what they are? - Understanding the importance of motivation is key to managing anyone successfully. What's important is to note that it's quite likely this person who enjoys a role that is very different from other members of my team would also be motivated differently. And, one size does not fit all. This is where a personality assessment, along with the advice of a consultant, can be invaluable.

5. When it comes to hiring, do I know what I'm looking for? - What does it take to successfully develop business on a regular basis in our company's environment? Our services/product/culture/management are all unique to our company. Determining this brings us back to organizational alignment and what this role needs to contribute, then the behaviors most likely to be capable of doing so. Is it more important that this person be assertive or take direction well? Should their focus be on how they accomplish their work or is the end result alone what really matters? Adding specific behavioral assets to the education and work experience that are already part of your selection criteria will help increase your odds of finding a candidate who will be successful, fulfilled and engaged in their role.

Will Your People Stay When the Economy Bounces Back?

Friday, April 16, 2010 by Aszure Grimes

Ahhh...now that is a scary question for some, isn't it? The economy has required all of us to work a little harder and raise our expectations. It's understandable and part of staying afloat. Yet, during tough economic times, the importance of motivation can slip from the radar. We can tend to forget that our employees need to be engaged in their roles at our organization. We can forget that job satisfaction has a lot to do with productivity. While the options of our staff may be limited now, we know that will not always be the case. When the economy turns around, and they can more easily go elsewhere, will you be seeking to hire an entirely new team?

The key to avoiding this is engaging employees now. Do you know where to begin? If you have considered a 360 Assessment, I agree that this can be a positive path to determine if your good intentions are being perceived as such. Here are a few key points to keep in mind:

360 Assessment - This can be a great gateway to assessing how well your front-line management is performing in this area. Get a handle on how your employees perceive their direct superiors. We know, people don't leave jobs, they leave managers.
Third Party Consulting - Get guidance from a third party who is trained to do so. Your assessment won't just sit on a shelf. And, you will be able to apply the data to improve any issues that are found.
Confidentiality - If the data doesn't remain confidential - even from you - it's likely to be inaccurate anyway. The fear of repercussions will prevent candid responses, which are a must for valid data.
Development & Training - Upon completion of a 360 Assessment, each manager will know how they are perceived. (Am I approachable? Do I micro-manage?) True or not, it's about perception and it's up to them to change any negative perceptions employees have that are adversely affecting business results. Leadership Development and training in how to motivate and engage employees is necessary to see improvement in employee engagement, leading to increased productivity and less likelihood of turnover.

Contact me at 317-249-2250 and make sure you receive a return on your biggest investment - your people.

Skip, Run, Even Strut...But Always Walk Your Walk

Monday, April 12, 2010 by Aszure Grimes

Recently I was giving some thought to improvements I'd like to see in my own performance. (Of course, I will add the disclaimer for the sake of my ego and credibility that I'm pretty darn good already. Yet, there is ever more room for improvement, no?) But, we are responsible for our own career pathing. We can never place that or our success in anyone else's hands. I would always strive to be better - especially when it comes to my leadership training and development course. So, I called up a personal friend and professional consultant who specializes in this particular arena. We scheduled a time to meet and she asked me about the results I'm seeking; what "success" in this particular area looks like to me and assessed my current level of performance. Then, we talked about possible next steps to reach my goals and agreed on an action plan composed of one-on-one coaching. I took a page out of my own book and I'm "walkin' the walk"!

I went to meet with her for the very same reasons that my clients work with me and ADVISA.

A Trusted Advisor - We all need these; a person that can provide you with knowledgeable, candid feedback or advice. I advise my clients on Predictive Index® and strategic planning. Yet, often there are more sensitive subjects, such as promoting employees and outplacement; diversity recruiting or family business planning. Likely, as an executive, you are this person for someone else at present if not more than one. Yet, do you have your own source(s)?
Supplemental Talent - What are your inherent strengths? Where do you naturally shine or excel? Are you a person of authority who always has a creative solution? Maybe you are the face of your organization that represents it amongst other key players making connections in your industry? You probably navigate more than one plain successfully. But, being honest, there are probably a few in which you have no interest and others where you simply leave a little "to be desired". The talents required everywhere, as amazing as you are, will not always be a carbon copy. Bring in those who see it and do it differently to provide you that alternative perspective. Let's meet if you would like to learn more on your inherent strengths and natural leadership style.
Employee Perception - It's likely you invest time and money to get a better understanding of client/customer perceptions of your brand. This affects your bottom-line and you know it. Have you given the same investment to assess employee perceptions? Engaging employees if most often the responsibility of their immediate supervisor. Do you know how well front-line management is performing in this arena? How do your people perceive you?

Get a better understanding. It's not about anyone else making the call. Rather, you are better positioned to continue doing so.

Like Herding Cats!?!?...It Shouldn't Be

Friday, March 12, 2010 by Aszure Grimes

Recently this was the picture painted by a manager when it comes to what it's like for him working with his team. Yikes!

He was in a place that no one should want to be in. I can't imagine his team's perspective is positive either. Really, one question he needed to have answered was how to supervise people? Could he become a better leader? He knew these were the questions, but had no idea of where to begin to find his answer.

Would it be that way no matter who was managing this team? Probably not. So, what was he doing wrong? Increased self-awareness is a great place to begin. Once you know your natural leadership style and where your strengths lie, you must also take a look at those where there is an opportunity for growth. This is a vital first step.

Just as critical is an understanding of the importance of motivation. Are his employees engaged? Engaging employees also requires knowledge about his team, and himself, that likely this gentleman didn't yet have. However, he was ready to break "The Golden Rule" and begin managing from the perspective of what each individual needs, rather than what he would prefer to have in a manager.

Take action. I foresee the title "World's Worst Cat-Herder" being available again soon.

I Used to be Good at This!

Monday, February 22, 2010 by Aszure Grimes

Congratulations! Well, kind of. You have reached another milestone in your career. Yet, the last few steps seemed easier. Okay, they weren't easier. But when you needed to accomplish something you just rolled up your sleeves; stayed late; came in over the weekend - whatever it took. Now, you must delegate.

As you climb the corporate ladder, the million dollar question becomes,
"How to supervise people successfully?"

You are not the first Sales Manager, VP or even CEO to ask yourself this question. Many of our clients with successful companies have found themselves in this place. Unfortunately, the tools that we often use to initially navigate success don't tell us how to supervise people. Instead, they are skills in our area of expertise, our passion and determination. Continue to strengthen your leadership skills and take the next step to a more robust leadership arsenal. You know you can successfully navigate this too.

Sales Call Objectives - Small Bites

Monday, February 8, 2010 by Aszure Grimes

As a colleague of mine recently stated in his blog, sales calls are a process. This is indeed true. Very rarely, at least when it comes to consultative sales, do you "close" a sale in one big bite. Instead, you finish this in small, manageable bites. So, when preparing for a meeting with a prospect, ask yourself this question, "What are my sales call objectives for THIS meeting?". By this, I mean, what are you trying to accomplish today that would allow you to consider this meeting a success? What is your objective?

If you are like many, you are trying to utilize your contacts and the time you spend networking. You may know an "influencer" within an organization who knows the challenges and, likely is experiencing them personally. However, they are not your actual decision-maker. But, they can introduce you to the person who is. This introduction takes place over lunch, a round of golf, or carefully orchestrated "happenstance". The objective here isn't to close a sale, at least not yet. Instead, it's an opportunity to develop rapport, build credibility and, hopefully, gain access.

Now, at the first meeting, we have different sales call objectives. What are the challenges? What keeps them up at night? If this person had a magic wand, what would s/he change TODAY? Anyone prescribing a "cure" before really understanding the issues is just trying to sell something rather than truly alleviate a problem. There is, indeed, a difference. The objective here is an honest conversation from their point of view. This is about them, not you, your company or even your product. Success here means you uncovered an issue or challenge with which you have the ability to assist.

If that meeting was successful, it could also take more than one, you will be presenting them with your solution(s). This could mean another meeting or possibly emailing a proposal on which you will follow up. My sales call objectives here are to present more than one solution, all of which resolve the client's issue, yet provide them with options so that "yes" is not only easy to say, but most importantly, makes sense.

Think "small bites" when setting sales call objectives for each encounter. It keeps you focused in each meeting individually. If that meeting is unsuccessful, there won't be another anyway. For information on assessing your sales savvy, contact ADVISA.

Gunfighters die in the street!

Friday, January 29, 2010 by Aszure Grimes

This week Jay Leno did an interview with Oprah Winfrey and responded to what I didn't realize was such a divisive issue. When asked repeatedly, and I mean repeatedly, if he felt guilty at all about "taking" The Tonight Show back from Conan O'Brien he politely, yet firmly said he did not. This was business. He was offered the opportunity and accepted. If Conan's ratings had been better, the offer wouldn't have been extended. Why didn't he just retire and let Conan have a chance? "Because gunfighters die in the street!", was his response. He is a comedian and this is what he does. When there is no longer a market for him then, he will retire. In show business, someone is always waiting in the wings to take your job. Aha!

Now, I don't believe it only applies to that business. I believe it applies to any and every industry, really. The moment you think you've got your gig wrapped up and that show, client, market share - whatever - is yours to enjoy, that is when you should consider retirement. It has nothing to do with your age. It is about your commitment level, your passion. Are you willing to "die in the street"? Are you willing to fight to keep or expand your share of the market? Jay Leno is right. There is always someone waiting in the wings to take your clients or your business from you.

When was the last time you thought about creating a strategic plan? Better yet, actually implemented the strategic plan? How good is your corporate sales training? Are your gunfighters truly that or do they just "play one on TV"? Is your career pathing good enough to retain your top talent? Or will a 10% raise/discount have your employees and customers flocking to the competition? If you question your employee engagement click here:

Whatever you do, be a "gunfighter". If you're not engaged, ask yourself why. It's not reaching our goals that really matters. We must reach our potential.