Sales is more than just a numbers game...

Kids 4 the Planet - a new Indiegogo project from PeopleTowels

Mary Wallace, the Co-Founder of PeopleTowels, thinks one of the best ways to plant the seeds of sustainability and a lasting good habit with a younger generation is their new Indiegogo project: Kids 4 the Planet.

PeopleTowels is introducing kids to the idea of using personal hand towels rather than paper towels. They plan to give away thousands of FREE PeopleTowels along with an interactive lesson plan on the critical role that trees play in our eco-system. Children will also learn what other countries and their cultures are doing to help develop sustainable habits and practices.

What can you do to help them with their Kids 4 the Planet project? The simple answer is to support their project on Indiegogo. Then, put your foot down on the social media throttle and get the word out on Facebook, LinkedIn, YouTube, and Twitter with some good old-fashioned GTWO communication to friends, family, and business associates. 

p.s. If you have some media contacts at the ready, encourage them to put some coverage toward the emerging “Kids 4 the Planet national art contest ” (fall of 2012 for kids ages 8-18).

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”.

STIHL knows chain saws. Everett knows trees. – The question is who runs faster?

There are few sounds in an otherwise quiet neighborhood that seem as recognizable as a chain saw. No matter how far away, I can usually pick up on the variable pitch in RPMs as well as when the saw begins to take on the cutting load. Awareness comes from my own use, but also the fact I live in an area with many trees and can hear the professionals working close by.

When the chain is sharp, the engine running smooth, and the chips begin to fly, it’s like watching a magical dance of sorts. You can easily tell when one or more things aren’t running right – from the dulling of the chain, to the sometimes troublesome start, you know when to take a timeout and put things in order. The same can be said when the job is too large for a homeowner like me to tackle on their own.

Recently it was time for me to have some trees professionally removed from my property. Having witnessed Everett Tree Service’s work nearby, I posted a piece here titled, “Trust, a key component of teamwork”. Watching the crew that day showed me how efficient tree cutting can be, but more importantly the trust and respect each member of the team had for one another.

In this profession, I can see how critical equipment can be for operator and owner alike. In Jimmy Everett’s case, this day he was both. Like before, we were scheduled for an early morning start. What I didn’t expect was he would become the assigned tree cutter that day.

Not only can he talk fast, and change subjects quicker than a digital remote, but his instructions come from a variety of directions at once. If you work for Jimmy, you better be paying attention; he can be hollering and motioning with his hands at the same time. I quickly caught on to some of the signals – a tomahawk chop was calling for a freshly sharpened saw, or the artistic hand signals for up, down, right, left, or just a tad either way for the crane; it reminded me a little of a traffic cop at a busy intersection. I think he wants his own crane someday. I can’t tell if it’s for the business, or he just wants to learn how to operate one more thing.

Jimmy’s confidence in others shows through, too. He didn’t waste time overseeing the crane’s operation –the operator and Jimmy have a long history of working together and seemed to anticipate each other’s needs. If he’s using your products, or your services, they better operate as well as Everett does; from the reliability of his STIHL Magnum chain saw, to the safety and ergonomic design of his Buckingham Ergovation harness and climbers, Everett knows that his business depends on his gear doing its job, too.

Always on the move, I would find him riding the cable and ball to the top of the tree, cutting limbs, swinging out for the next move, or gesturing for slight corrections in placement of equipment or people. What you didn’t see was the need for him to expend energy in direct supervision of each task. I had read long ago that success in management is your ability to become “the What and When, not the How” with your staff. He has a seasoned and trained crew that seems to sense his next move or instruction.

Turn your head, and he’s gone. Not one to rest between tasks – I wonder what his calorie burn rate is – I would find him climbing in the cab of a truck, or talking to the crane operator about a better line of attack for limb removal. In between all this, I would quiz him about his business, the economy, or some other topic of interest of mine. What little downtime there was between the cutting of multiple trees, Jimmy was on the phone arranging for the next job or estimate.

There’s no mystery in my mind as to what it takes to run a growing business. Doing business with people that know how to do it well carries a certain customer satisfaction of its own. Quality work, respect for your employees, and meeting the customer’s needs are the basics. Excel at any one of them and you are likely to keep growing at a sure pace. Operate like Jimmy, and you’ll likely outrun your competition.

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.

Book Review - Competitive Selling: Out-Plan, Out-Think, and Out-Sell to Win Every Time

Competitive Selling: Out-Plan, Out-Think, and Out-Sell to Win Every Time
by Landy Chase, founder of Landy Chase Incorporated

A book review by Danny Rosin

Out-plan. Out-think. Out-sell. Powerful words are emblazoned on Landy Chase’s book, “Competitive Selling.” With a title like that, how could a salesperson not feel compelled to at least read a few pages? I did, and having put what he preaches into action, we are winning more deals, albeit learning some hard lessons along the way.

Want to learn the tricks of how to beat your competition and retain crucial margin integrity? In what truly is a new business climate, selling styles must adapt to the market’s condition. In fact, selling right now is downright hard! It takes a lot more thought and strategy. It takes networking skills, vision, and patience.

In our office, we have a saying, “Prepare and Prevent rather than Repair and Repent.” This is easy when said aloud but to make this mantra actionable, it takes a plan. Chase’s book will help you with a time-tested plan; his easy to understand AND executable step-by-step process truly should help you close more business. Beyond that, you get to look like a pro and act like a predator along the way.  

So, what is it that is in his secret sauce? Without giving too much away, here are a few bright-line takeaways that are helping my company:

a. Identify key players/inner circle, conduct needs analysis and access the person who controls decisions,
b. Be able to persuasively demonstrate what you have in terms of value,
c. Drive the meeting with effective/enjoyable presentations and agendas,
d. Research the hell out of your prospect and ask really good questions and let them elaborate,
e. Recognize and address the “games people play” in bid situations,
f. Do not proceed with a proposal until you are able to meet with everyone, 1:1, who has a vested interest in the outcome, and
g. Do not build a proposal around the given budget. Build a solution around the needs of the customer. Give two proposals – one with budget and one based on needs of the client.

Along these lines, RFPs (Request for Proposals) are a sales activity that can offer exciting business potential because it may reward you with significant new business generation. However, they often act as the biggest ‘resource suck’ in your company. Spending time and energy on an RFP often ends up as a letdown, because you did not do your homework in advance of the RFP and failed to offer a solid proposal to the customer. Often risky, most organizations abhor them despite the fact that RFPs are the gatekeepers to winning the bigger deals for your company.

The book comes with some suggestions that are a bit too cheesy for my taste, like the personal bio sheet with mug shot and list of credentials – I see that as a possible turn-off for some decision makers. But overall, Chase identifies and understands the host of personalities involved in a decision-making process, and he shows you best the approach for each. 

My recommendation to you, after reading Chase’s book, is to make the necessary changes in your plan to garner new business, so your company can be high-fiving rather than passing around the Kleenex(R).

Danny Rosin is the President of Brand Fuel, a full-service promotional products agency that helps its clients elevate their brand. Brand Fuel is consecutively listed in the Top 100 Promotional Agencies (out of 26,000), and is also recognized in the top 2% of the industry in revenues. Rosin's responsibilities include managing sales and marketing, employee recruitment, and providing tactical counsel to clients.

Outside of Brand Fuel, Rosin is President and co-founder of Band Together, a 100% volunteer organization that raises funds and awareness for local charities through live concert events.

Usher your strongest critic to the front row

We all talk a good game when it comes to welcoming criticism. But the reality is that no matter who delivers the message, we rarely take it well. In a group setting, we get some comfort if the critic is surrounded by our strongest advocate, hoping they may silence an otherwise unwelcome outburst.

Mike Gerhardstein, the man I consider my mentor in sales, once told me a proverb about donkeys that helped me overcome someone's unwelcome criticism. Although I have seen this in various forms, the way it was told to me was, “If one man calls you an ass, pay him no mind. If three men call you an ass, look for tracks. If five men call you an ass, you better shop for a saddle.”

And so it is with the way I look at criticism. If the frequency of the observation is high and consistent, I better come to terms with it quickly. However, if it’s few and far between, or the source stands alone, then I revert to “…pay him no mind.”

Where this tends to come to a head in sales is the rejection from the buyer of what we have to sell. It’s easy to take it personally, as a reflection on us, the person. When I recorded the podcast “When faced with sales rejection, don’t take it personally”, much of that segment focuses on isolating why the sale or product was not being well-received (by the buyer) versus a reflection on someone’s character.

In your sales presentations, find ways to offer attendees the opportunity to find fault in your work. Listen carefully to what they have to say, and reflect on their challenge before you respond. Rather than retreat from a critic, you should give them every opportunity to come forward; usher them to the front row.