Промышленный лизинг Промышленный лизинг  Методички 

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A Top salespeople offer solutions later in the sales cycle, after they have fully explored the clients needs.10

A Top performers place their primary emphasis on understanding the customer by asking really good questions.

As you can see, theres a disparity between what top performers said they did and what they actually did. For example, top performers felt that if you could handle objections effectively, you would get sales results. However, the key is to reduce the number of objections by using effective probing techniques. In fact, there were fewer sales objections in successful sales calls than in unsuccessful calls.11 According to Rick Beller, former vice president of channels for Huth-waite, Inc., and now with the Real Learning Company, You can learn from the best. You can also learn (what not to do) from the worst, but in the end you learn best from those facilitators and instructors who are the most skilled teachers-and the most skilled teachers may not be the best performers.

ACTION POINTS

4 In teaching, rely more on research and validated studies than on expert opinions. Top performers dont always know why theyre good, so they arent the best teachers. For example, in our research, top performers thought that they should be always closing, whereas in the consultative sale, the more closing techniques are used, the less chance there is for sales call success.12 People who are students of selling but are just par or average performers might be better coaches.

4 Validate the teaching approach. Dont hesitate to ask any salesperson, sales manager, or sales trainer to validate the teaching approach he or she is using. You might want to ask questions such as, How do you know for sure that what you are suggesting or teaching



facu£. an.fae dback. and .j eaming.

is correct? What was the research methodology or research database used for your conclusions? For a fuller discussion of courses and methodologies, see Sales Trap 7, Its the Content of the Skill Training That Matters Most.

SALES TRUTH 21: Top performers dont always know why theyre the best.



sales trap 22:

Sales Managers Are Good Coaches

Our sales manager is the best coach. As the manager, shes in the best position to oversee the day-to-day skill development of all of our salespeople through observation, feedback, and encouragement.

Does this statement sound familiar? Its a good representation of the common idea that sales managers are good coaches. In point of fact, sales managers are rarely good coaches (though its through no fault of their own) for the simple reason that they dont coach.11. And without coaching, salespeople dont learn what they need to learn in order to improve.

Its ironic that most managers dont coach because almost everyone agrees on what the attributes of a good coach are, and many sales managers have these qualities in spades. Most people describe a good coach as being skilled, being supportive, and offering feed-back.14 But why dont most people coach effectively if they know what a good coach is?

PEOPLE ASSUME THAT COACHING SHOULD HAPPEN NATURALLY

Many organizations do not separate coaching from the sales management function and believe that coaching is supposed to arise naturally from the managers experience.15 Most sales managers became sales managers because they were top salespeople. And when they coach, they often want to emphasize the techniques that got them to the top, whether or not those techniques will work in the situation at hand. And the techniques used by sales managers are often outdated. Mike Lockman of The Dartmouth Group says, Former top salespeople who are now sales managers coach by mimicking



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