It’s been proven time and time again that people hate to be sold but they love to buy. If that is truly the case, and indeed it seems to be so, why do we teach people to sell? Why don't we instead teach people to get customers to buy-in? The difference can be staggering and it starts with our mindset. Our first business words and the first question we ask often indicate the exact reason we are there. Is it to sell the customer or rather to better understand their business, their beliefs, their behaviors, and quite frankly, whether or not our product is actually a fit?
As we wind down 2016 and begin thinking about what we want to accomplish in 2017, I feel it's timely to revisit my 5 rules for setting and achieving stretch goals. Most of what I know about goal setting I learned from Maxwell Maltz, the author of Psychocybernetics, and Ron Willingham, a terrific sales expert who has studied goal setting as much as anyone I know. I highly suggest that you read anything they have written on goal setting because it is all "gold".
One of the most important leadership principles I learned along the way was gleaned from a professor of Psychology at Notre Dame, who had recorded a program entitled, "Are you an Amateur or Professional in Selling?" He made a statement in that program, which has resonated with me from the very first time I heard it, "How a person feels determines their behavior more than what they know."
The starting point of all personal improvement and development is self- awareness. The more in tune we are with what we are great at and what is still developing, the more we can ensure we are focusing on where we as leaders need to get better. If as stated in last week’s blog, one of our primary roles as field leaders is to be a "private tutor” of selling expertise, then we have to acknowledge that we cannot coach what we do not know. With regards to coaching selling, Delta Point has developed an important concept that we call, "Coaching IQ”.
Next week in Dallas, Delta Point will hold our second, public, leadership seminar on how to more effectively coaching selling success in the field. We have named this strategically important leadership seminar, “Coaching Catalyst”, because we believe that great coaches need to be a true catalyst for their sales specialists’ selling success. The challenge becomes when we have insufficient expertise to be that catalyst.
One of my favorite things to do is to speak to sales leaders. Thankfully, it’s something I’ve had the opportunity to do many times over my career. In fact, just this week I had the opportunity to speak to a wonderful group of field leaders from one of our clients. Inevitably, the question comes up, “What can I do to become a better leader?”
Last week I was the keynote speaker at the Annual Meeting of the Medical Society of Virginia. One of my Virginia Military Institute (VMI) classmates is a past-president of that society and he is someone I greatly admire. He asked me to speak on dealing with change in turbulent times. The Healthcare industry, and physicians especially, are in the midst of true evolutionary change and many of them are seeing a pace of change unlike any they have seen before. One of my favorite “philosophers” is George Raveling, a Hall of Fame Basketball coach and a brilliant student of human behavior. He is quoted as saying, "People don't resist change. They resist being changed."