H3 = Sales Success

Last week, I spent two days with one of my clients onboarding new business development representatives they hired to handle the growth opportunity that is in front of them.

This client was not hiring salespeople. They were hiring peers of their target prospect and enlisting me to help turn them into new business developers.

It was a fun two days and we covered a lot of ground, much of it specific to their industry and prospect.

But the one universal we spent a lot of time on was what I thought it took to be a good business developer. I gave them the following acronym:

H3

  • Heart
  • Humility
  • Hustle

Heart: The most important sale a salesperson will ever make is to themselves. If they aren’t fully bought in to their offering, they will struggle getting anyone else to buy it. They can’t let inescapable rejection dissuade them from that belief.

How? Motivation is like showering. What you did yesterday was helpful, but you must do it again today. Review customer testimonials, share wins as a team and continually remind yourself why you do what you do.

Heart also means that you must genuinely care about your prospect and their business. If you don’t, find something else to do because your prospects will feel that.

Humility: A good sales person is coachable. They don’t think they have all the answers. They know there’s always more to learn. More to learn about their offering, their customers, their tactics and tools.

Good salespeople are infinitely curious and care more about their prospects than their products. They would rather ask questions than give pitches. They can know what their prospect needs, but lead them to that truth rather than beat them over the head with it.

Hustle: Great salespeople daily do the things that average salespeople are unwilling to do. They aren’t afraid to pick up the phone and make the tenth call when the previous nine didn’t go well. They find a way to spend the majority of their time on the high value activities that lead to success rather than creatively avoid those things.

I recently read that the average business developer spends 36% of their time selling. Only a third! The great salespeople hustle and spend much more of their time on high value activities by scheduling it in their calendar and building the habits that make them successful.

Heart. Humility. Hustle. If you have those three things, you’ll succeed at sales. (BTW, if you do have those, call me. I have several clients who would love to hire you).

What would you add to H3?

The “And”

Most of the companies I work with have been built on the passion and drive of a charismatic founder. The sales “process” was simply to free up as much of the founder’s time to spend with prospects and watch them magically convert.

But they quickly realize that if all sales has to go through them it puts a lid on company growth. So, they start building a sales team, but I have seen many make this mistake: they hire people for sales and…

There are many versions of the “And”

  • Sales and marketing
  • Sales and social media
  • Sales and design
  • Sales and fulfillment
  • Sales and

They’re still hiring as if they’re the small, scrappy startup, asking their people to play multiple roles.

There’s just one problem: building a sales team for the first time is hard work. If you don’t do it the right way – by documenting a clear sales process, identifying your ideal customer, laying out the expected daily activity, painting a clear picture of success, managing and coaching – the first sales people you hire will struggle.

And if they struggle at sales, they’ll be more likely to spend time on the “And.” People naturally want to spend their time on things that are succeeding. So, they’ll subconsciously find a need to post something on Facebook rather than make the next uncertain sales call.

One of my clients who made it through the adolescent phase and is now more than $200 million in annual revenue said that the biggest growth in the company came when they started hiring to plan and not to need.

They had plateaued at around $10 million for more than a decade and had always been hiring for their current need, waiting until everyone was overwhelmed. It was only when they began to hire people that they wouldn’t need for 3-6 months that growth took off.

Resist the temptation to hire sales and…

Hire them for a sales role they can grow into over a few months. Do the hard work of setting them up for success and coach them so they can help you succeed.

This is the fourth step in our 4D Transformation Method: Drive Results. I talk about it here:

If you want to drive better results by setting up a sales team for success, reach out to see if I can help. Just fill out this short assessment and book a strategy session with me.

TNU – They’re Not You

I was recently visiting with the HR director at a five-year old company that has experienced significant growth. They have a good product in an expanding market.

In the early days, it was the CEO who was doing most of the selling, and – like the CEO of every company who has early success – he was good at it.

But as the company grew, so did the list of CEO responsibilities. And he increasingly found himself torn between selling and fulfilling. It’s the sales-fulfillment teeter-totter that I’ve written about here before.

So they started hiring salespeople. Some did well and others have yet to achieve their quota in any time period that they’ve measured.

Sound familiar? It’s very common in the companies I work with. Give me a call and we can chat about your situation.

Taking over the sales role from a founder isn’t easy. You can never replace that perfect blend of passion, product knowledge and motivation.

I am constantly reminding the owner-operators I work with: TNU – They’re not you.

So, what can you do? How can you set up your first sales hire for success?

There are four things:

  1. Get the hiring process right. Seems obvious, but this is missed far too often. A young, growing company is not right for everyone. Make sure they match the culture you’re building and have the mindset of someone who can succeed in selling your service. Be honest if they’re walking into an undefined role that will be difficult for them.
  2. Don’t assume that just because they have sold something else, those skills will perfectly translate to what you’re selling. Make sure the sales process is documented and ready to execute.
  3. Be clear on expectations and then inspect what you expect. Having a job scorecard is critical. If they have to make 50 calls per week to be successful, put that on their KPI dashboard and look at it weekly.
  4. Don’t expect perfection. Again. TNU. They’ll never sell at your level. Shoot for 80% as good, then coach and develop them so they can continue to improve.

That’s some of what we do in the fourth step of our 4D Transformation Method. Watch this video to learn more:

Can I help you be successful in sales as you continue to grow? Reach out and let me know. Just take our short assessment and then book a strategy call with me.

And always remember. TNU.

“The only people who don’t want to hear from me are the people I’m paid to talk to.”

I was speaking virtually to a group of salespeople recently and you could see their demeanor change as they came to this realization.

Like most companies, theirs looked to hire extroverts – the “High I’s” on the DISC assessment – that would be comfortable talking to new people. This can be a great strategy, but it comes with a potential problem.

That is, the people who like to talk to other people are usually the same people who really, really want everyone to like them.

In modern business, there is no shortage of people vying for our attention. We have bosses and co-workers, customers and suppliers, and so much more.

They’re calling us, leaving voicemails, sending text messages, tweets and direct messages, pings and dings on any number of social media platforms (that all of these salespeople are told they need to be on, right?).

Those who have a need to be liked feel a need to constantly reply to anyone and everyone who asks for a piece of their time. Because each individual response makes someone happy – thus making the responder happy.

But for salespeople, like the ones I was speaking to, there is one group of people who are not asking for their attention – prospects.

That’s when the salesperson said, “The only people who don’t want to hear from me are the people I’m paid to talk to.”

That’s why time management is such a big deal for salespeople. But it’s more than the ability to manage time. It’s the ability to get yourself to do the stuff you know you need to do but don’t want to.

That’s why author Nir Eyal, says that a better term for time management is pain management.

So, how do you manage your pain? It’s a process of knowing your goals, determining the highest value tasks to help you reach those goals and the using your calendar to prioritize those tasks.

It’s that simple.

And that hard.

It’s one of the things we do all through our process of working with companies as they go through our 4D Transformation Method. We help them prioritize their time so that they can spend it on the things that make their highest value contribution to the company.

But we spend the most time on it when we’re documenting the sales process and helping their sales team prospect for new business.

You can learn more about that fourth and final step in our process by watching this video:

If you are an owner-operator who wants to improve the results of your service-based business, I might be able to help you. Just take this short assessment and book a strategy session with me.

I’d love to help you stop avoiding your prospects and growing from the inside out.