Colleen’s Blog

Do you turn your computer on each morning only to find a mountain of unread emails that need your attention? Email overload is an epidemic in the workplace. Most salespeople that we poll tell us that they spend up to 40% of their day just managing email correspondence between clients and internal partners. If this sounds about right for you as well, let me put things into perspective. If you continue this trend throughout 2017 and work 5 days a week, you will spend 104 days next year in your email inbox. If you manage a sales team of 10 people, that is almost 3 years of collective time in 2017 between your sales team that will be spent in an email inbox and not actually selling. If you manage a sales team of 100 people, well...you can do the math.

Are you prepared to combat a destructive virus on your team as soon as it shows up? Unlike the cold virus, the negativity virus has no "season" - it can show up in any given month, on any given day and without warning.  Similar to the common cold, however, it can be highly contagious and just one team member infected with this bug can quickly spread the virus to the entire sales team.

Far too often sales reps get into combat with their customers over questions and objections and you can get into combat if you want to win the sale, you have to stay in conversations. So how do we do that?

Mike Tyson once said, you know, everybody has a set plan they're going to use until they step in the ring and they get punched in the face. It may be a strange reference when talking about sales but it's more applicable than you think. We get punched in the face proverbially of course with every sale call we make, meaning a question comes in from left field that we weren’t prepared for, the prospect or the customer says something that we weren’t prepared for and being unprepared is a terrible mistake to make in sales.

You’ve probably had to deal with professional criticism at some point (or often) in your sales career. In such a fast-paced, high-pressure profession that is continuously focused on results, we are often subject to our fair share of criticism from colleagues, managers, clients, and prospects. If you want to be successful in sales, you must train yourself to take criticism and use it to your advantage. ← Click To Tweet It’s easy to get wrapped up in your faults when others are pointing them out to you. But, there are steps you can take to efficiently move past the negativity and actually create success through the criticism that you receive.

I’ve noticed something about sales managers, companies and even salespeople. They tend to overcomplicate the selling process. Could members of your sales team be falling victim to this trap? There are only four things that you need to do in every single sales process, so keep it simple.

I’ve been giving a lot of thought to what makes a successful salesperson and I realize that one of the key components of all the top performers that I talk to is resilience. They are absolutely committed to keep going even in the face of adversity.

What are you doing to shorten the time between when you get someone to say yes and when the order actually comes in?

The very best habit I ever developed as a sales rep was this single habit:

This month I spent a day working with a group of world-class data visualization architects. Who even knew there was such a profession! Nor that the best in the world were based in Toronto. Ironically, being Canadian, I have very little business in our nation’s business capital so it was doubly nice to be working with such a smart group so close to home. The learning environment you choose for your events can either be attractive and inspiring, or depressing and repellant. An attractive environment puts everyone at ease, sparks conversation, and creativity. It’s simply more difficult to be closed minded and cranky in a gorgeous environment. Today’s meeting space at the Royal Canadian Yacht Club on Toronto Island was one of the top spaces I have worked in. Lots of natural light, a view of the lake, high-class furnishings, a building steeped in tradition, well-dressed attendees, and of course, away from their offices. The environment definitely made a difference in the culture of the workshop. While we can’t always have meetings at locations such as the RCYC, we can create the best environments for our attendees to learn and communicate. I notice that the best workshop environments (gauged from participant engagement and implementation) include: