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Without question the most critical skills in sales management are recruiting, selecting and hiring the best sales representatives. Yet why do so many sales managers come up short in these vital skills?

If your goal is to land a top sales performer, then you might want to compare how flying a plane is like picking a superb sales person.

Filing Your Pre-flight Plan

Whether a novice or veteran you are trained as part of your certification and licensing process that the first step is to file a flight plan. In it you identify your route of travel, time of anticipated departure, time of expected arrival and other pertinent information such as yours and any other passenger names. Candidly is not this the same as identifying when and where you expect to conduct your interviews, as well as when the expected completion and hiring of your identified top candidate will come aboard?

Pre-Flight Visual Check

Good pilots recognize the importance of visually checking the plane. Similarly, before skilled sales managers begin interviewing prospective candidates they know what they are looking for. A well thought out job description provides a good flight pattern for your selection. Ideally it has been tested and verified at least one level in management above you. In the absence of a formal job description, soliciting the input of your MVP – Most Valuable Pilot – already among your flight crew works rather well too. In other words, confidently start the interviewing sequence fully knowledgeable about what job characteristics, “hard” and “soft” skills and experience you are seeking in your candidate. This completes the outside visual check, if you will.

Cockpit Check

Once in the cockpit pilots verify all mechanical and electronic readings. This is analogous to having a planned sequence of questions to ask and responses to elicit. Initially candidates can be asked a series of prequalifying questions during a telephone interview. This step will determine whom among the group of candidates you wish to interview in person. Following both the phone questionnaire and the face-to-face interview with the same questions with every candidate will ensure all have an equal opportunity to respond with their best answers, permitting you to determine the best-qualified individuals. Additionally, using such a Q & A pattern avoids haloing of candidates and is consistent with the flight plan you filed at the very beginning.

Taking Off

Rating the candidates during the flight can be tricky, that is unless during the preflight procedures you build an evaluation grid that you use to score the interviewees and which is used to develop your short list of candidates.

Landing-Runway Left or Runway Right?

Choices are an inevitable part of life and advisedly we recommend you select at least two finalists based on the objective criteria mentioned during the preflight and cockpit check phases. Coming close to the estimated time of arrival without a written offer of employment that you expect will be accepted will cause you angst, not to mention delaying the timetable you undoubtedly committed to your management.

Runway Selected

At this step checkout all finalist references very thoroughly. Have developed a pre-set list of questions that can be posed. Offer penetrating questions like ‘rank David on a scale of 1 to 10 in Salespersonship, personal qualities, work ethic and sales performance to quota’. A question such as ‘If there is one thing that you could offer that would improve the sales performance of David, what would you think it would be’? will open up the reference to offer details you might never have uncovered otherwise. The point is use some imagination in this step, as the more penetrating and thoughtful your questions, the better you are able to validate prior assessments you formed during the interview and rating scoring phase.

Landing

Now you have succeeded in attracting the finest candidate you can find in the timeframe previously identified. This is not the time to fall asleep at the stick. Keep your engines running while looking into the details required for a positive introduction of your selectee into your group and which ensures proper assimilation into your team and organization. That means you are the individual doing the introducing. Think about it. If you spent this much time filing a plan, doing preflight checks and succeeded in bringing her down, this is the time to maintain control of the plane. Attention to the details assuring a positive first job experience for your new representative will be appreciated and respected. This is an opportunity to demonstrate your genuine concern for your new team member and identify your new representative as a valuable member of your flight crew.

Parking at the Gate

Before you exit, put together a “Getting Started Plan” for your new representative. In it you should identify all activities, objectives, responsible parties and dates targeted for completion of each. The list needs to be sequentially prioritized with most important activity to least important. As these activities are completed, acknowledge them and use this as an opportunity to discuss the progress your new representative is making. Your positive feedback will energize the new representative and serve to encourage completion of activities even further. This can be compared to going into the FAA office and filing completed flight reports.

A couple of milestones are achieved when you take an active and participatory role in this process. You establish your leadership style and the expectations held for each of you during the start up phase. Secondly, you create a glide path to put your representative on that can be measured and from which both of you are accountable. You can confidently and knowingly put a “success” plan in place that is realistic, discerned, and from which you can lead from a responsible and authoritative position. Rather than leaving the new individual wandering about aimlessly, you put the new representative on a radar beam so together you can measure progress toward every identified objective.

Inside the Terminal

Superior sales management and supervision begins at the time of the initial face-to-face interview. What happens thereafter and throughout your supervision of the representative is directly reflective of the leadership you displayed during the interview phase. Furthermore supervising the sales activities, as well as setting meaningful and cooperative goals for your representative will be smoother thereafter. Delegation and abdication of any of the steps mentioned here is tantamount to an air pocket – that is the bump was felt, checking on the condition of plane and passenger may require corrections that are time consuming. Not withstanding your new hire attaining quota immediately, it is difficult to imagine any single activity more gratifying than succeeding in bringing aboard another potential MVP. After all, at the end of this and any other flight, your desire is to be fully certified in recruiting, selecting and hiring the top sales performers and leading a squadron of over achievers.

Don McNamara is a Certified Management Consultant (CMC) and is President of Heritage Associates, Inc. http://www.heritage-associates.net

Heritage Associates is a full service sales management consulting, training and coaching company. Don also speaks and writes on the art and science of superior sales management and top sales performance. He is the author of “Visionary Sales Leadership.”

With over 30 years sales experience from the field level to executive sales management, in his career he has been an individual contributor, corporate sales training manager, regional manager, national sales manager and vice president of sales. Don is a member of the Institute of Management Consultants, where he serves as Professional Development Chair for the southern California chapter, and the National Speakers Association.

For a free e-newsletter contact Don McNamara at djmcn@heritage-associates.net or by phone (949) 230-4363.

Closing skills will be a great persuasive tool to get under your belt, and the sooner you do so the better. Remember, as the salespersonwhether you’re selling a product or trying to get your teenager to understand your point of viewyou are in an advisory role. You are your prospect’s advocate. The more you can operate in her/his best interest, the more s/he will sense this and agree to your input. The closing skills you have learned in this chapter will help you to persuade more effectively. Now, knowing the process, you will understand what is happening each step of the way and you will intuitively recognize where to guide your prospect. When you get these skills down, you will be pleasantly surprised that effective persuasion is an easy, fun and natural process.

In the beginning, you will experience moments of awkwardness when you forget exactly what to say or do. There will also be times when your prospects will throw you for a loop and you won’t remember how to respond. When this happens, don’t be too hard on yourself. As time goes on, you’ll experience a natural learning curve. Just make note of areas you’d like to strengthen and work on them along the way. This kind of conscientious attention will soon help you hone and polish your selling abilities. After every sales attempt, take the time to analyze the situation. What did you do well? What could you have done better?

1. Direct closeSimply ask for the sale. “Shall we get the process going for you?” “Sounds like a great fit! Are you ready to move forward?” “Let’s get the ball rolling, OK?”

2. Assumption closeRather than ask if your prospect wants to move forward or not, assume the sale and give her/him a choice of one option or another. This closing technique solidifies the sale. For example, “Would you like the blue or the green?” “Do you want it delivered, or will you be picking it up?” “Will that be cash or charge?”

3. Take-away closeWhen your prospect hesitates, say, “Just a minutelet me make sure we have this in your size.” “Let me see if we have this item in stock.” “Let me check with my manager.” “This product is not appropriate for you.” Closing strategies like these create the impulse to move ahead with the purchase so your prospects don’t forfeit their opportunity.

4. Summary closeRestate the list of benefits your prospects have cited as important to them and list them in order of priority. This closing strategy confirms and validates in your prospect’s mind all the valid reasons for the purchase. It also shows your prospect that you have been attentive and understand her/his needs.

5. Puppy-dog closeLet your prospects touch, taste, feel and experience the product or service as much as possible. Put them in the actual situation, either literally or through helping them create a vivid imaginary experience. This closing strategy helps the prospect become attached.

6. Pro-con closeWalk the prospect through the thinking process. On a piece of paper, draw a line down the middle and write down factors that help your prospects compare and contrast how many more pros your product has than cons. This closing strategy is excellent for analytical personalities.

7. Order-sheet closeFill in the order sheet from the start of the conversation. This closing strategy reinforces a subconscious commitment on your prospects’ part. If they hesitate, explain that the form just helps you get all the details. In completing the form, be clear on what your prospects are looking for. Assure them that if they aren’t ready to make a decision, the order form will not be processed.

8. The relevant-story closePeople think in terms of stories. Relate to your prospects the experience of another client in a similar situation who moved forward and was very happy with her/his decision. This closing strategy also works in the reverse: someone who did not purchase and later regretted it.

9. Ascending closePose a series of questions to your prospects that will all elicit a “yes” response and lead to the point of purchase as the obvious step to take. This closing strategy reinforces subconscious affirmation of the product’s benefits and ability to meet your prospects’ needs. “Yeses” increase desire, while “nos” decrease desire.

10. Reduce-to-the-ridiculous closeBreak down your product’s costs into minute units: “For a mere 22 cents a day, you can enjoy the benefits of our product.” “You can change your life by investing only 50 cents a day.”

11. Real-reason closeAfter you have tried everything, thank your prospects for their time. They will then sense that the exchange is ending, so their resistance will subside. Ask your prospect something like this: “Mr. Smith, I tried to present the information the best I knew how. What is the real reason you did not buy today?” After receiving an answer, see if you can address the concern and re-close.

Last but not least, remember that in this process, everyone wins. Salespeople are what make the world turn. You will often be the one who nudges a person just enough so that s/he’ll take action. There are countless things that would remain undone if it were not for a sales rep’s guidance and instruction. In the end, your prospect is happy because you gave her/him the courage to act, and you’re happy because you know you’ve made a difference.

Kurt W. Mortensen is one of America’s leading authorities on persuasion, motivation and influence. Kurt spent 15 years researching personal development and motivational psychology and is currently a professor on the university level. He offers his speaking, training, and consulting programs nationwide, helping thousands achieve unprecedented success in business and personal endeavors. Kurt is author of Maximum Influence a bestseller and is endorsed by Stephen R. Covey, Brian Tracy, Robert Allen, and Mark Victor Hansen. Go to http://www.prewealth.com/iq to find out where you rank in your ability to persuade or email askkurt@persuasioninsitute.com

Ideal clients are the ones who are perfect for you. They are the clients who understand your offering, are happy with your services, are willing to refer you to their friends, return for repeat appointments themselves (where appropriate), who pay their bills on time, who show up on time for their appointments, who give you 24 hours notice when they need to cancel their appointment.

We all have our own criteria to define the perfect client. What are yours? If you are not clear about this aspect of your business you will spend an extraordinary amount of time chasing the wrong people and, if you do enroll them as clients, the relationship will always struggle.

The not-ideal client will not show up for appointments, they will be late payers, they will not refer business to you. In short, they will be difficult to deal with.

In their book “Attracting Perfect Customers” Hall and Brogniez use the metaphor of a lighthouse. The lighthouse does not chase ships up and down the shore line in an attempt to serve them. It stands firm and is clear about its purpose. The ships know where the lighthouse is and come to rely on it being there.

Once you are clear about who your ideal clients are, focus everything around these clients and stand still, let them find you. Stand firm around your boundaries and your offer. As soon as you begin to try to accommodate client needs which are not aligned with your own standards and values you are on a slippery slope.

Think about it. If you call one of your own professional advisers for an appointment you expect to be given a choice of a couple of times and dates from which to choose. Is that not so? Why then, when clients call you would you be tempted to see them out of hours, change your rate or jump through any other kind of hoop they care to throw at you? Clients will not respect you more for accommodating them.

So an exercise to work on is around who would be your ideal client?

Describe their attributes and characteristics, think about their needs and also make a declaration about your own requirements. Write all of this down and review it after a couple of days, refine it if necessary. This is one of the foundation stones of building a successful practice. You may think you have done this already and maybe you have, but indulge me, do it again. Be clear about your offer, who would want to benefit from that offer, who you will work with, what you do not do and who you do not work with. If you do not have this clarity how are you going to be able to discern your ideal clients from the not-ideal?

Donnie Harrison is a Coach and Business Mentor working primarily with clients who are setting up or building a Professional Practice in the healthcare sector – be it traditional, complementary or alternative. Further information from http://donnieharrison.com

Back in the 19th century, an Italian economist quantified the general relationship between a minority of producers and a majority of output. Sound familiar? The simplified version of Vilfredo Pareto’s ratio, known as the 80/20 rule or the Pareto Principle, says that in most cases, 80% of production comes from 20% of producers.

Quality guru J.M. Juran referred to Pareto’s principle as “The Vital Few and the Trivial Many”. If you are running a company the 80/20 rule has powerful implications for every area of your business.

Pareto’s postulate says 20% of your effort will generate 80% of your results. There is also a corollary: 20% of your results absorb 80% or your resources or efforts.

The game is knowing which is the right 20% – distinguishing the Vital Few from The Trivial Many. 20% of your customers yield 80% or your revenues, and 20% of your customers yield 80% of your profit. But not necessarily the same 20%.

Your sales force (even if it’s just you) will intuitively spend more time with the top 20% customers, but will it be the right 20%? There is also likely to be a top 20% of customer types, a top 20% of territories, and a top 20% of distributors.

Which customers get the most service? Your service team spends 80% of its time on 20% of the customers – although they may not be the most profitable 20%.

Focus your attention on the Vital Few customers. Rank your customers in order – find out who are the top 20% – in profits, not sales – and focus your sales and service attention on them. Determine which 20% are using 80% of your resources. Are they your top profit generators? If not, charge them for the resources you shower on them, or discontinue services to that tier.

Salesperson productivity also fits the 80/20 rule. 20% of your sales force produces 80% of your sales. Should you lavish equal resources on all your salespeople?

Invent Ways to take your 20% and make them even more effective. An assistant or a dedicated account team could be concentrated around your top performers to increase their productivity even more.

All prospects are not created equal. 20% of your prospects have the potential for 80% of your future profits. Are your salespeople spending their time proportionately? Have them do an opportunity analysis to highlight the Vital Few.

Market segmentation: If you have multiple products, services, geographies, customer tiers, etc., 80% of your profits will be come from 20% of the segments. Fully allocate your costs and rank your segments in profit order. Consider dropping, selling or trading less profitable ones.

Production: You may find that 80% of your products or services are created by 20% of your people, 80% of your problems are fixed by 20% of your people, team, and, 80% of your problems probably come from 20% of people. All a different 20%! Wouldn’t it be helpful to know which 20% is doing what?

Quality: 80% of your defects are found in 20% of your product units. Also, 80% of the defects come from 20% of the defect types. Spend lots of energy figuring out how to prevent those 20% and you’ve made huge gains in quality.

Employee retention: Have you identified your Vital Few? Most of us have, so why are we treating all employees the same way. Besides better bonuses, keep the top 20% on board with non-monetary rewards like offices, training bonuses, better tools, assistants, vacations. These are just some of the rewards (consider them investments) justified by greater productivity – which leverage that productivity even further.

80/20 works wonders for time management. Odds are, 80% of your time is spent on Trivial Many activities. Do the 80/20 analysis and discover which executive activities produce the most value for your company. Refocus your time and place your attention on the Vital Few. Delegate the Trivial Many, or drop them altogether.

Are you getting the hang of this? 80/20 analysis can be applied to every aspect of your company. Look for things with multiple inputs and multiple outputs. We’ve touched on sales, marketing, quality, compensation, and executive effectiveness. How else could 80/20 help you produce extraordinary results?

To get a copy of our 80/20 Sorting Worksheet visit www.paullemberg.com/toolsandtips.html. The worksheet is useful for analyzing sales, markets, personnel, strategies, etc.

About The Author
Paul Lemberg is the president of Quantum Growth Coaching, the world’s only fully systemized business coaching program guaranteed to help entrepreneurs rapidly create More Profits and More Life(tm). To get your copy of our free special report with detailed steps on how to grow your business at least 40% faster, even when you aren’t sure what to do next, go to www.fastergrowthnow.com.