Sales is more than just a numbers game...

Can Harvey Mackay add anything new in his latest book, The Mackay MBA Of Selling In The Real World?

That’s what I asked myself when I was offered a copy of the book for review. Since I lean more toward the systematic selling style, and profess that a disciplined process is needed for an accelerated sales cycle, I initially steered clear of the request. But, fortunately, I reconsidered and had it sent to someone I know who is not only a fan of Harvey Mackay, but also one who would be practicing what he has read from Mackay in the past.

Don Kusterer, who has written reviews of other books we sent his way, was willing to take this latest book under his wing. I say that not only as jest, but also as fact; he would need to read it during his many coast to coast trips for business. Don is a guy who is the consummate road warrior when it comes to close customer contact. Unlike many of today’s virtual sales encounters, Don likes to understand the customer’s needs firsthand.

To expedite the book review process, I talked to Don on the phone, and asked him for any first impressions or notes he might have made along the way.

Don was quick to say, “I’ve been a fan of his since “Swim with the Sharks”. Struggling with time, to get through the beginning of the book, I found the nuggets (of wisdom) and sayings coming back from earlier books to be a redo, or so I thought.” Continuing on, Don wanted to suggest in fairness to Mackay, that he has read many books on selling, motivation, and sales psychology, so he couldn’t be sure where he may have first seen or heard them. Also, “In the same vein, when you’ve written as many books as Harvey Mackay, it is equally hard to keep the material fresh for fans.”

In Don’s mind, that’s not a problem with Mackay’s latest book. “As I moved through the chapters, sometimes only one or two at a time, my position and thought changed, too. Perhaps this was his purpose; to stir up the well-known things that we just don’t use on a regular basis, and bring them back from memory.” 

Motivated to dig into the second half of the book with a new enthusiasm, Don emphasized “Following a breather in my business, when I reached Chapter 41 (“Watch Out for These Four Letter Words”), I felt this was definitely a must read for everyone who finds themselves engaged in any type of sales assignment or customer contact. It was here that I found a new stride; I found myself in a much more creative state of mind, jotting notes on paper and in the margins as I read.  After all, isn’t that what an MBA is for, to develop the creative side of the student reader?”

Don’s home turf of St Louis began to creep in as we talked. “I recall someone recently describing the manager of the World Series Champion St. Louis Cardinals, Tony LaRussa, as “Tony is always 2 innings ahead of everyone else.” That’s the way I felt about Mackay’s later chapters that bring forward today’s additional demands of CRM (Customer Relationship Management), and how to use the Internet and social networks to your advantage.”

Can someone like Don, with 40 years experience in sales and management in the health care industry, make use of this book? “It’s a book for both young salespeople and more seasoned pros alike. One could pick at the style, or perhaps the trite sayings, not to mention the staccato method of putting the book together, but in the words of the #1 Cardinal fan, the late Jack Buck, I would declare Mackay’s newest book as, "That's a Winner!” It’s an easy read; one that can be put down and picked up again without losing a beat.“

Backgrounder: Harvey Mackay

As the founder and chairman of the $100 million MackayMitchell Envelope Company, Mackay has become a well known author, syndicated weekly business columnist,  has written six New York Times bestselling books (three #1s), and likely known best for the blockbuster “Swim with the Sharks Without Being Eaten Alive”.

Too many cooks spoil the broth -- And so it is with volunteers

Volunteers are an integral part for the success of most nonprofits. These well-intended resources can help span the numerous staffing gaps that might otherwise exist without their help. If it were not for their willingness to work, the average nonprofit may not be able to serve their constituents on a larger scale.

Our recent economic conditions have brought forth a new wave of talent in today’s volunteer. From seasoned professional to newly-minted college graduate, these volunteers can offer a new set of skills and experience rarely seen in the past. College grads serving as unpaid interns, or professionals that may be between employment engagements, are eager to add their ‘special sauce’ to the organization’s recipe.

Therein lies the rub. Too many cooks (can) spoil the broth. Whereas the nonprofit is eager to accept additional help, asking for repetitive volunteer skills can cause conflict and collision in the outcome. Without careful planning on the part of the nonprofit, you will soon find volunteers overlapping each other in their recommendations and actions.

One common example is in the area of Corporate Communications, a.k.a., Corporate Comm. Often under the responsibility of the Membership Director, Director of Development or Fundraising Director, communications is an area of great need, but equally spread thin for many nonprofits. Excited to get the word out nonprofits will enthusiastically accept assistance in this area. But, for the volunteer, frustration will quickly set in if they find that someone else is working on the same project, in a slightly different way. They will be left wondering why they were asked to do it in the first place, if someone else was already working on it. There is also the potential for professional jealousy; “Why did you choose his/her work over mine?”

How can you avoid this conflict? Consider volunteer requirements much like a job description for paid staff. Have a clearly defined role and responsibilities outlined for the volunteer, and make it known for the staff to better understand the volunteer’s contribution. Also, if the requirement is greater than a single volunteer can handle, break out the job proportionally and offer segments of the work to the individual that is best suited to complete the task. Set time aside to have regular meetings with each volunteer as well as bringing them together as a group; encourage collaboration and team spirit across those individuals serving in similar roles.

Creating a balance in service and skills can be much like adding just the right herb or spice to a popular recipe. These careful additions can add zest and exhilaration to a favorite dish; a delicacy your constituents will crave for more.

Book Review - Strengths Based Selling

Strengths Based Selling: Based on Decades of Gallup's Research into High-Performing Salespeople
by Tony Rutigliano and Brian Brim

“The book includes action items and real-life examples that illustrate how using strengths produces high-impact sales results.” “Top salespeople from Microsoft, Pfizer, and U.S. Bank, among others, also share their insights in this book. STRENGTHS BASED SELLING is full of success stories, making this the essential handbook for every kind of salesperson in every industry.”

This was part of the pre-release announcement for the book; with a description like this, I welcomed their offer of an advance copy for review. Sounded a bit like “In Search of Excellence” from the 1980s, except it would be fully-dedicated to sales. Well, not exactly. What I discovered was a very quick read of sales tips and ideas, sprinkled with a story or two of someone from a larger company, all the while promoting the Clifton StrengthsFinder (Dr. Donald O. Clifton).

I had to think about this for a moment; why did this idea of putting salespeople into profile categories gnaw at me so much? Bing! The book “Now, Discover Your Strengths (2001)” – same concept, and interestingly enough the co-author was Donald O. Clifton, along with Marcus Buckingham.

Whereas Buckingham may refer to them as 34 distinct worker profiles or personality themes, Strengths Based Selling calls them “Talent Themes” They also share the same titles of "Achiever", “Arranger", “Includer”, "Learner", etc. And, each book provisioned a means to go to a website and do a “brief assessment” (profile) of your own to see where you fit -  the purchase of the Strengths Based Selling book and code will offer you the “top five talent themes” in return.

On a positive note, I liked the book, Now, Discover Your Strengths. It brought forth the idea that instead of working on weaknesses, capitalize on your strengths. I have recommended it to a number of people. But, in the case of Strengths Based Selling, the talent themes got old fast. In fairness to the authors, and in the spirit of full disclosure, I am a proponent of the H R Chally Group’s predictive assessments for job roles and responsibilities. I find myself judging most any other system of personnel assessment against Chally’s work.

With highlighter and pencil in hand, I was ready to dig deeper looking for some valuable nuggets of sales wisdom and time-tested techniques; the book opens with “…we will give you strategies and tips to help use your strengths to increase your sales performance and to achieve success.” I found my initial excitement of reading first-hand accounts of top salespeople’s experiences - from major, well-known companies - was soon forgotten.

Laboring through the chapters, each with its introductory “This Chapter’s Key Points”, I found myself longing for the hands-on examples of putting someone’s strengths to work in selling. Also, for some reason the chapters didn’t seem to build on each other; it felt more like a compilation of notes than a guided trip of “Decades of Gallup's Research into High-Performing Salespeople”.

In the first chapter, talking about Gallup’s research studying “performance in many professions”, the authors talk about, “We examined the data in every possible way to try to find an explanation for the startling variance in these sales results.” Immediately upon reading this, I reflected on my own career of over 30 years in sales – the research concluded “The difference was talent” (italics was in the book – do you see “talent theme” coming through?). What about territory assignments, team selling, poor product performance, etc.

I don’t recall anything being said about the trials and tribulations of territory assignments. I am confident there are a number of people who would be willing to talk about the quality of a sales territory, or product line (specialty), as performance criteria. It wasn’t until Chapter 9 that I saw something – actually quite little, as the chapter is only 7 pages long – about Team Sales. I am also an advocate of team selling and am often known to say, Selling is a Team Sport.

S.M.A.R.T. goals may be a simple litmus test for Sales Forecasts

As a volunteer with a nonprofit, I have been helping program participants define and carry-out “S.M.A.R.T. goals”; individually, the letters stand for: “Specific, Measurable, Attainable (or achievable), Realistic and Timely”. To help you understand the concept, here is a link to a simple write-up from the Office of Multicultural Affairs, University of Kansas, which outlines the process for students.

When it comes to setting these goals, I find many people struggle with defining the goal in a SMART manner; especially when there are so many variables in their life. The variables may include income, housing, job, education, etc. I can appreciate the challenge; it’s what I often refer to as, “How do you eat an elephant? One bite at a time!”

And so it seems with sales forecasts. Salespeople often struggle, and are regularly challenged by management, to put a strong definition around a particular sale, or quantity of business. I have written a number of blog posts, articles, and even recorded Podcasts on the topic of sales forecasting. It’s the most searched (for) string that directs traffic to our Website; some of traffic ends up at this blog, too (we have a category named “Sales Forecasts”).

That alone leads me to believe that there must be a less elaborate way to forecasting sales. You don’t need some fancy CRM system that spits out charts and sales funnels to have a disciplined approach. It’s as simple as knowing where you are going and how you are going to get there. You can do that on paper – 3 x 5 index cards will do.

But, for those running a business, nothing short of a disciplined process is in order. You have seen it before from me, “It takes a disciplined process to produce an accelerated sales cycle.” That said, why wouldn’t a SMART goal process work for sales forecasting?

Enter a round of laughter on my part. When I began to write this post, I quickly realized that the S.M. part was easy, but the A.R.T. is not. The chuckling came as I reflected on how many times people have told me there is an ‘art’ to selling; it’s not a science. Also, I am overdue on a book review for “Strengths Based Selling” (Tony Rutigliano and Brian Brim) that talks about how understanding your “…innate talents and strengths and use them to sell more effectively.” are the qualities of the most successful reps.

That may be so for some, but in my management of sales teams over the years, it wasn’t until I got everyone on the same page that I could better forecast our numbers. If I could get the team to have “clearly-defined, written-down goals” in the form of a sales forecast, then we could work together on specific pieces of business, in a timely manner (the “T” in SMART).

Once that was accomplished, it was a matter of fending off the merry-go-round discussions of what was realistic business to be had and whether it was attainable based on what we had to offer (i.e., competition, product, services, price, etc.). Therein lies the stalemate in my mind; management and sales holding to an undefined position when it comes to attainable and realistic business.

Laughter subsiding - I can already see the notes coming my way about how selling is an ‘art’ and not a ‘science’ – I believe there is a way to overcome the obstacle. By putting in place a clear definition of what constitutes good business (i.e., great product fit, good pricing, excellent service), it’s only a matter of whether you’re the right vendor and can deliver the order on time (by the client’s deadline, or your own to make the forecast date).

Opening this up to the floor, so to speak, weigh-in with a comment on what you think about SMART goals when it comes to sales forecasts.

Three guys; three stories – Where are they now?

As promised, here’s a follow-up piece on three young professionals that were featured in individual stories last year, with a twist of “Where are they now?” Since they know each other well, I asked them to come out one evening for some open conversation at a local restaurant or coffee shop.

Alan Wilser rose to the challenge of pulling everyone’s schedule together and corralled us for an evening at Lilly’s Pizza (in Raleigh). With a high decibel level of conversation from enthusiastic patrons nearby, Wilser, David Fish, Brent Francese, and I ventured into a year in review, and what the future may hold for these outgoing and passionate tradesmen.

First, a bit of history. Wilser was introduced in the story, “Curb appeal applies to businesses, too “. Fish gave me the opportunity to experience the challenge presented by pulling together an inaugural home tour in, “When it comes to the AIA Triangle Homes Tour, think showcase -- not parade “. And my interest in the “Go Green” movement (for products and architectural design) was brought to light by reaching out to Francese; Brent was featured in a couple of stories, “How many of us welcome constraints?“ and “Two guys, a plan, and a better way to Go Green in building“, as well as an article of his on the topic of “Green building in the restaurant and hospitality industry “. If you didn't read these stories, I would encourage you to get acquainted with the guys by clicking on the links.

Fast forward one year later (or thereabout) and we find that not only are the three of them continuing on in their respective professional paths, but growth has occurred in some new and promising ways.

Francese continues with a finely balanced blend of architecture, music, and graphic design. He has a keen eye for finding ways to apply his skills in unusual places. As a distance runner, he is also a FIT Specialist at Fleet Feet Sports (Raleigh) – like me, you may be left wondering if Brent has any downtime in his life. Putting his architecture and design skills to task, he is working on new ways to present footwear in retail stores. His goal is for the merchandise display to offer a better presentation within a tighter utilization of space; in retail, Francese recognizes it’s all about sales per square foot.

Wilser has brought on additional staff and expertise that will allow him to take advantage of a portion of our inclement weather, that others may see as a seasonal downtime, and pursue his passion for helping those in need, especially in Nicaragua (to grow both spiritually and economically). He is an active participant and driving force behind Su Nica. During the conversation he would regularly strike a serious pose, only to come back quickly and add character to what others had to say. He reminds me a little of my car; chatting with him is like going from sedate sedan to agile performance car, at the push of the dashboard’s Sport mode button.

With Fish, we now find him as a Project Manager at Alphin Design Build, Inc. I was not surprised by this slight occupational adjustment. Fish manages projects a little like an early Swiss watch; few parts doing many tasks, all at the same time. Acting as the client’s agent, he exercises his ability to see something through from start to finish, excitedly explaining developments along the way – Fish could hold his own against one of those fast-talking guys on a radio or TV commercial.

As our conversation moved away from the aspect of the individual to a group discussion, Wilser described the need to take the client’s generalized ‘wants’ and translate it into specifics; a kind of ‘fix this space’ challenge for staff and vendors. Fish talked about how the refinement to the project takes up the most time, and there is a need for the space to support the function (of the people) within it. Francese made the comment that “space has its own vocabulary”; I took that to mean that the professional (working to better utilize a given space) must be careful not to overwhelm the client with terms and ideas that only the architect, builder/landscaper, or designer seems to understand.

Struck by the commonality they shared across their professions, i.e., more similarity than exception, three words quickly come to mind: creativity, engineering, and art.  At minimum, each one of them is putting two of these three practices to work at any given time.

Looking to the future, I sensed they felt many of us have lost confidence in the economy. However, for each one of them, they seem to see more things going right than wrong. Wilser will continue to look closer at the best way to grow his business and take on larger projects. Fish has found the gains to be made (applying his architectural background and project management skills) in the design-build approach versus acting as the architect, alone. Although Francese sees more caution being exercised in Going Green (for the average individual), he has found a larger landscape of possibility with new products, better sustainable practices, and a higher level of comfort in doing more within the constraints of less space.

The more time we spent together, the more I could feel the enthusiasm they shared for the future. They see a challenge as an opportunity to build credibility; with clients, in the market, and with their peers. Sure, maybe youth is working in their favor. But, these are seasoned professionals who feel comfortable competing on the larger stage; they recognize the subtle benefits of co-opetition, filling a niche, and the joy of (as they put it) “design it, build it with your own hands, and manage it”.

Book Review - Conquer CyberOverload

Conquer CyberOverload: Get More Done, Boost Your Creativity, And Reduce Stress
by Joanne Cantor, PhD, founder of Your Mind on Media

What is “CyberOverload”? According to Dr. Joanne Cantor, it occurs “…when our gadgets and constant electronic linkages interfere with our ability to lead the life we want.” Dr. Cantor implies that in some way the demands of being “…constantly linked to cell phones, computers, TV, and such.” may affect our ability to think and act in a more meaningful way. Many of us claim productivity and efficiency through the examples of ‘gadgets’ Cantor cites in her book.

When asked to review this book, after reading the advance material, I knew I would show a bias toward one’s own self-control to conquer overload. Like time management, it’s up to the individual to set the boundaries and take control of the situation. One of my favorite books – which I have recommended and sent to many friends and associates – is the time-tested “How to Get Control of Your Time and Your Life” (by Alan Lakein). Many years later, I still use Lakein’s A-B-C, 1-2-3 priority system for tasks and activities.

When Cantor’s book arrived, I was surprised by its relatively small size – it’s 74 pages in length. From front to back, I easily finished the book on an airline travel segment from Dallas/Ft. Worth, TX to Sacramento, CA. At the end of each chapter is a summary page or two, so the actual subject matter is tight within the chapter, which makes for easy reading. This should not be seen as a deterrent from picking it up to gain some helpful tips that can easily be put into action when you set it back down.

Dr. Cantor claims the book is a result of her “…desire to know more (and to communicate more) about how the brain works and about how people can use that knowledge to make their lives saner and more productive in the Internet age.” In some ways, I wish she had spent more time on this part of the book. Rather than engage in some tips that seem obvious, e.g., take a break with physical exercise, master your interruptions, etc., I would have enjoyed learning more from her research in how the brain works, and why we think we are more productive than we actually are, especially around the notion of multitasking – think texting while driving.

According to Dr. Cantor, we don’t multitask; what we actually do is “Task-Switching”. Cantor says, “…we are rapidly switching our attention back and forth between tasks.” Introduced in Chapter 2, it would be interesting to learn more about how our brain balances the constant distractions and interruptions presented by the challenge of a quality work-life balance. Follow this link for some tips from the Mayo Clinic on: “Work-life balance: Tips to reclaim control”

When I think in terms of task switching, I envision how most of us jump between gadgetry and their applications in the course of a day. Cantor’s book offers some insight, exercises, and tips on how to manage these multiple demands and interruptions of our time, and how to work more efficiently. Also, by taking control of our interruptions, we will manage to get more done. She cites research that shows how our brain can be efficient at moving between two tasks, but can’t manage both of them skillfully when performed at the same time – I would think this holds especially true when things around us are not going well. This reemphasizes the need for us to concentrate on the task at hand vs. handling demands like the guy running back and forth trying to keep all the plates spinning at once.

Other parts of the book talk about creativity and stress reduction. Much of this is well known and fairly straightforward – not much new, here. However, when she launches into the “mirror neurons” research in Chapter 4, you may want to slow down and pay attention. She’s talking about emulating what we watch, and with television and movies, she throws a caution flag of warning, “…your hostility mirror neurons will be well exercised.” Curious, I did some digging around on the Web, only to find there is a great deal of research that points to both the positive and negative effects of mirror neurons – it pays to keep a smile on your face, and your company’s, too.

It seems this book is an outgrowth of Cantor’s workshops and seminars as well as her keen desire to know more about how the brain works. For those of you that serve in a Human Relations capacity for your company, or if you are a manager of a larger department, this book may prove useful as a handout to new employees, or you could offer this as a guide for team members who need to collaborate better on a project or with each other.

Cantor is a recognized expert on the psychology of media and communications, and offers a range of presentations and keynotes for a variety of audiences or events. You can learn more about Cantor’s presentations, as well as purchase the book, from her Web site.

Are innovation consultants being shown the door?

When you read this title, did you think the door was being opened, or closed for innovation consultants? In reading the article “Who Has Innovative Ideas? Employees.” in Monday’s (August 23rd) The Wall Street Journal’s “The Journal Report”, I am left wondering myself. What stood out to me was, “A lot of senior managers think the opposite: that the people around them don't understand what's needed or are incapable of seeing the big picture. This is why some call in consultants. But we say this often shows a signal lack of strategic courage and resolve. We say trust your own people.”

In practice, I find the prospect of new projects or hiring consultants in the area of innovation may be waning. And why not? With good people available from within the company, or as new hires, today’s company can use internal talent at a more accelerated and less expensive rate than bringing in outside talent. Or so it might seem.

Interestingly enough, another article (“When People Come and Go”) in the same section of The Wall Street Journal talks about “Low Commitment” and “Lack of Cohesion” amongst project teams when workers are brought together as a new arrival to serve with an innovation community or project team. This is the same complaint I have heard over the years about consultants being brought in to work with teams; somehow it’s felt that we, as an outside consultant, have a low commitment and may not achieve a cohesive spirit with fellow team members. When it comes to consultants, it’s often phrased as, “You are going to be long gone and we are left behind to try and make this work.”

Although it may seem as if I am finding fault with the same industry in which we serve, what I am recognizing in today’s marketplace is a fundamental change in the role we need to play. Whereas we, as a company, may have been engaged on long term projects in the past, we are now being drawn into a much shorter assignment. No longer do I see us play as a team member for the length of the project – we are now being asked to serve as a trusted advisor, or mediator to help move teams along to complete the project, or reach the next milestone. Frankly it’s a role I enjoy, and it’s one where I see those successful in today's consulting role excel in these situations.

Innovative thinking comes from a variety of sources. If you follow the adage of ‘necessity is the mother of invention’, then who better to understand the needs of the customer or market than the employees who work closely with the customer, or their fellow employees and departments. That certainly makes the case for innovation from within (the company). Too often I see a consultant’s recommendations fall on deaf ears because those in attendance feel as if the consultant has no clue as to what the company does, or the markets and customers they serve - and employees aren't keen on bringing them up to speed.

But, where the innovation consultant can help is to bring in their outside experience from other like situations. Having faced similar situations elsewhere, the innovation consultant can offer-up a perspective of how other companies or teams have overcome barriers that would otherwise have kept the team mired in their own, narrow circumstance or condition. That’s why I believe the role we must serve today, as consultants, is one of helping people work together to solve the problem rather than swoop-in and tell people what to do. We need to use our experience and expertise in an advisory role, not as one doing the actual work.

The challenge for us as consultants, when it comes to the practice of innovation, will be not only to recognize the apparent market retreat from the large project/product assignments, but also to discover how to work more effectively in this new, temporary assignment and advisory role. It’s not unlike being the parent of child that is heading off to college – there’s a fine line between accepting independence on the part of the child, and offering the guiding hand of parental influence. In this new era of innovation consulting, it’s about understanding both.

Five Easy Steps to avoid Getting a Job Interview

Certainly this is one of the toughest job markets in a very long time. However, there are countless resources to help people put their best foot forward. Be it articles in magazines, books, or helpful tips online, most people should be able to pull together a respectable appearance on paper to secure an initial phone interview.

Yet I continue to see some of the same mistakes in presentation and actions that have plagued candidates for a long time. The following five steps should be enough to sabotage any good effort on the part of the job candidate. These steps were gathered from observations on the receiving end of the resumes.

Don’t include your email address on your resume – Really, no joke; this happens more often than you would think. In other cases, the email address associated with the online resume was a student or university email address, which often expires after Graduation – mail delivery error, user unknown.

Be flexible on when you can be contacted for a phone interview – When asked for the most convenient time to contact a prospective candidate, a response like “I’m flexible, call me anytime.”  gives me pause.  When I do offer a specific time to reach someone, there is nothing like getting their voice mail greeting; even better is when they call back a day later saying they had a schedule conflict and that’s why they missed my call.

Forget about the Career Development Center (at your university or college) – Having posted jobs at universities and community colleges, I have found very few candidates are putting this valuable resource to use. After careful attention was paid to prepare a company profile, and completion of the position’s requirements, months went by without one applicant. When I asked the career development folks at one school about this, they said many students often don’t use their placement services, especially after they leave school.  In another case, the advisor offered to print the position description and post it in a couple of places around campus – I thanked him for some 'old school' thinking and his willingness to help the students.

Record a greeting on your phone with music and background noise –Your friends might not enjoy it as much as the ‘old you’, but take some time to record what sounds like a professional image offered in a succinct greeting and welcoming message – it should sound something like I would want to hear if I called your office at work.

Apply for a completely unrelated job to your degree or past work experience – Amazing! I am still surprised by the gap between the job description and the resume qualifications or experience. If you can’t translate how your experience fits with the job description, I can’t either. Also, if a cover letter is requested as part of the submission process, take the time to write one. Often it’s your opportunity to explain, or offer insight into how your resume demonstrates your suitability to the job (opening).

I can’t say that any one of these is enough to avoid making it to first base in your job hunt. But a combination of one or more of these five steps should allow you to continue to have a flexible schedule during the day.