• The definition of a fool is s/he repeats the same old mistakes

    Maybe it’s just me, but I have learned more when things don’t go well that when a meeting or sales call is really successful. It can be a tough way to learn what works. But it’s even tougher if you ignore your failures and repeat the same old mistakes.

    The simplest way to learn from mistakes is to take a few minutes at the end of each day to reflect on what went well and what didn’t, and to consider the lessons learnt. By writing down in a journal what you learnt and the alternative steps you’ll take next time, you capture that knowledge. You’re creating new plans for behaviours that will generate better returns for you & your company and more sales.

    At Sandler, we debrief after every sales call or meeting. It makes sense to do the same if you are out prospecting at an event (aka networking!) or on the phone, having quarterly meetings with clients or exhibiting at trade-shows and exhibitions – in fact anytime you interact with a suspect, prospect or customer. We follow a systematic debrief and ask ourselves questions like:

    • What did I do well?
    • What will I do differently next time?
    • What information didn’t I ask for?
    • What questions do I need to ask next time?
    • Are the next steps for my prospect or client and for me clear and in the diary?

    By making debriefing yourself a habit, it becomes easier to identify where you rocked, and where things went wrong, to recognise patterns of behaviour, and to decide what you’ll do next time. The key is to remember the Sandler Rule:  Every Unsuccessful Sales Call Earns Compound Interest. In other words…. There are no bad sales calls! Just calls you learn from – and improve your performance.

    If you want to increase your sales and your resilience, never ever miss debriefing your sales calls/meetings and start debriefing yourself at the end of each day. If you want to know how to debrief sales calls/meetings quickly and effectively, phone your local Sandler Trainer for an invitation to their next open briefing.

    Ermine Amies

    Ermine Amies

    Ermine Amies runs Sandler Training in East Anglia with monthly Master Classes in Norwich

    More Posts - Website

    Follow Me:

  • Will you pick up the hoe and go for the no?

    I’m not green fingered by any stretch of the imagination – but I’ve been guilty in the past of trying to cultivate prospects that were in effect weeds in my veg patch.

    As opposed to wasting time thinking we can nurture these ‘wild plants’ in the hope that they flower into fabulous future clients and customers, why don’t we pull them up by the root, toss them in the recycle bin and turn our attention to crops that have a high yield potential and need our attention?

    We call this ‘going for the no’ – which is completely counter intuitive and goes against everything I’ve been taught to do historically. “Ask open ended questions; get the client to say yes, yes, yes! ……”

    It’s like forcing rhubarb – keep prospects in near darkness and force them to strain to the candlelight until they give in and grow. Unlike rhubarb which will ripen and be ready for eating, forcing prospects to do business leaves a sour taste – and even if they add to your harvest short term, it’s unlikely you’ll reap long term business.

    The thought of disqualifying prospects makes sense intellectually (i.e. wouldn’t my time be better spent growing my current clients and working with those prospects who want, need and are willing to pay for what I have to offer) – but sometimes we’re comforted emotionally by the fact that we have lots of ‘prospects’ in our pipeline. The truth of the matter is that spending time trying to force those who in reality have no need, interest or desire to work with us is like starving our entire garden of nutrients – whilst the weeds will continue to dominate, our precious prospects wither and die.

    Anyway, I’m off into the garden – anyone else picking up their hoe and clearing away those weeds and dead wood?

    Blog Editor

    Blog Editor

    Lisette Howlett edits the Sandler UK blog. If you have any questions or would like to submit a blog please contact her. Tel: 020 7484 5556 Email: Lisette.howlett@sandler.com

    More Posts - Website

    Follow Me:

  • Why Training Doesn’t Work

    Many business owners and leaders believe that “training doesn’t work.”  They’re right: a one off, ‘quick fix’ 2 day or two week training session doesn’t work.

    Take tennis, for example.  I played in my teens, but nothing since.  Recently, I found a tennis coach and I’ve committed to two visits a week to the tennis court.

    I’ve made some advances. My coach showed me how to hold a racket so that I can hit the ball with the right timing. She developed my forehand swing so I am able to find the right position for maximum strength in the wrist.

    After six weeks of hard work, a light goes on. The various elements of the game begin to come together.  I don’t have to think about every little thing.

    I ask my coach, “Will I be ready to join the county team soon?”

    Her reply: “Well for someone who starts tennis as an adult, practicing for an hour twice a week, it will take about three years.”

    I was stunned but I realised that she was right.  To reach a semi-pro level was going to take work.  I wish I could fix my game by just attending a two day tennis boot camp, but I can’t.

    Today, we are influenced by the ‘quick fix’ society.  Neuroscience research confirms that our brain needs repetition over time to learn. Brain imaging studies show we do more unconscious practicing of what we are learning when it is spaced out and reinforced over time.

    This is true for whatever new skill we want develop, whether it’s to become a doctor, lawyer, and engineer or upgrade sales or leadership skills.

    It takes time to develop game changing skills.  A coach will put you on the right path and your determination and commitment will take your skills to a professional level.

    Neil Liddell

    Neil Liddell

    Neil enjoys premium recognition with leading decision-makers, he embraces the lifeblood of the Sandler™ methodology. As Managing Director of Sandler Training Central-England, he brings drive, passion and decades of goal-breaking experience to what he and Sandler™ do best; create world-class sales professionals and help CEOs drive lasting growth through training, counsel and ongoing support. Tel: 0845 0573563 Mobile: 07547 227442

    More Posts - Website

    Follow Me:

  • Are Your Employees Motivated To Help Achieve Your Business Growth?

    In Daniel Pink’s book, Drive, he concludes that intrinsic motivation rather than rewards based motivation is a stronger factor to influence our employees’ production. This resonates with what David Sandler wrote over 20 year ago that the carrot and stick approach only produces short-term results.

    Pink says that there are three key areas of intrinsic motivation;

    • Autonomy – The urge to direct our own lives
    • Mastery – The desire to get better and better at something that matters
    • Purpose – Doing what we do in the service of something larger than ourselves

    He goes on to say that “the use of rewards and punishments to control our employees’ production is an antiquated way of managing people.  To maximise their enjoyment and productivity for 21st-century work, we need to upgrade our thinking to include autonomy, mastery and purpose. Goals that people set for themselves and that are devoted to attaining mastery are usually healthy, for example, deepening learning, delighting customers and doing one’s best”.

    When we link this to business growth, can this insightful research help leaders discuss and agree goals with employees?

    We know that the company’s vision should be built from the top down and supported from the bottom up. The vision should be cascaded down to departmental goals and objectives and then down to individuals goals and motivations. Activities at every level should move the organisation towards that future goal. For that to happen, everyone’s activities must be in sync with the vision. If they are not, people may be working diligently, but not necessarily in alignment with the company’s goals. Their personal performance may be effective, but not in relation to the corporate goal. They may be highly motivated, but about the wrong priorities.

    Engagement surveys provide organisational leaders with valuable insight about employees’ feelings and attitudes by giving employees the chance to anonymously offer their opinions about their workplace environment. So ask yourself a question, if your annual engagement survey results were down this year, are employees goals linked enough to intrinsic desires?  If not, maybe now is the time to re-evaluate performance management in your organisation.

    Paul Sandford

    Paul Sandford

    Paul has over 30 years experience in business. He has a proven, track record with international technology companies, SAP SuccessFactors, Basware and Open Text, achieving significant growth revenue in competitive marketplaces. His last corporate role was at SAP SuccessFactors where he built a new market for them with Cloud HR Solutions into the risk adverse UK Public Sector growing the business from zero to £4M (over the customer lifespan) within two and half years. He now works with Business Owners, CEO’s, Managing Directors, VP’s of Sales and Senior Partners who are committed to growing their businesses and recognise that they need to be more effective in sales, customer care and performance management. Paul Sandford runs Sandler Training in North Hampshire based in Basingstoke

    More Posts - Website

    Follow Me:

  • Leaping Forwards

    I often ask myself: “why does business growth never follow a straight line curve on the graph?” Do you remember the (sometimes somewhat theoretical or idealised) business plan you wrote when you first set out on your business venture.  Perhaps the growth was modest, or perhaps wildly ambition, or perhaps something in but most probably in a straight line? And yet it never is in real life.

    For some, month to month sales look more like the chaotic line of a stock market. A roller coaster of sales success followed by sales drought.

    For other’s it looks more like “steps”. We seem to make “jumps” and then plateau a bit until the next “jump”.

    I don’t suppose these sound familiar?

    What cause those jumps or blips? Is it a big new client perhaps, new opportunities, new processes?  Possibly – More likely that jump was caused by something prior to the actual upward move. Your attitude or your beliefs.

    Self-limiting beliefs created downwards slides (to self-correct, since after all, I might be good, but not that good) and plateaus.  Moving off a plateau requires a belief that it is possible.  Sometimes the ‘rest’ gives you time for your attitude to catch up and then you are ready for the next step forward.

    Given this, it follows that if you want to smooth out the line and achieve consistent growth you need to focus on your attitude.

    Let’s test that theory. Given your current belief about yourself, your business or product or price and your market, can you succeed in your endeavour?

    Have you worked out why you do what you do? Do you know your real purpose?

    How will your life look like in 5 years’ time? Work, family, social, personal?

    Why cannot you have that life now? What stops you? What beliefs are holding you back?

    Now you can plan for the quantum jump.

    • Where do you need to be in business terms in say 3 years?
    • What do you need to change or do to hit that?
    • What are the markers along the way?
    • What do you need to do right now to start that journey now?

    Let your local Sandler trainer know if/when you made that jump. Or ask them for help to do so if you are still getting ready.

    Paul Glynn

    Paul Glynn

    Paul’s experience spans over twenty years of selling, sales management and training. He has worked in the financial services sector including accountancy and has been responsible for the commercial success of sales departments at director level in advertising. His clients report up to 300% increase in turnover by working with him. He is dedicated to helping businesses grow through assessments, training, coaching and mentoring. Tel: 01784 390623 Mobile: 07866 518848

    More Posts - Website

    Follow Me:

  • 4 Habits of Successful Professionals

    What is a “professional” exactly?

    I decided to look into it a little more because the word seems to have a wide range of definitions. Obviously, it comes from the word “profess” meaning to declare publicly, but these days it seems like anyone with a social media account can declare publicly they are a professional or expert at one thing or another. It made me think that there must be more to it, and I stumbled upon this definition: a person who engages for his livelihood in some activity also pursued by amateurs. That makes sense and is probably the most common definition today. However, I want to share with you some habits of people with a little higher standard, skilled practitioners, experts, or the extremely competent.

    What do successful professionals do that amateurs don’t?

    I am sure there are lots of things that fall into this category, but right now I would like to share four of them with you.

    1. Study – Professionals are not born. They are made. Sure, they might have a natural gift, but they maximize that talent by studying history, best practices, and innovative techniques. There are plenty of talented individuals who never accomplish anything. Professionals often spend hours to years studying before engaging in their profession to ensure their success.
    2. Practice – This one parallels study. David Sandler wrote a book “You can’t teach a kid to ride a bike at a seminar. The fact is you can’t learn how to do anything by studying alone. You have to practice. Doctors, athletes, and every other type of highly paid professionals spend countless hours practicing before they are called upon to perform. How do you get to play at the master’s, compete at the Olympics, or whatever is the top of your profession? Practice, practice, practice.
    3. Invest in themselves – Most people get that you are going to need to become good at what you do to be a professional, and some are even willing to put in the practice, but a few chosen professionals are willing to invest that time on their dime. True professionals bet on and invest in themselves. They don’t wait for their parents, employer, or anyone else to invest in them. Professionals continue their education way past the classroom and invest in workshops, seminars, books, coaches, and any resource they can find to keep learning. They take responsibility for their own education and personal growth.
    4. Follow a system – Finally, professionals don’t just show up and wing it. They have a system, a repeatable and reproducible process that leads to predictable success. To outsiders, it sometimes looks like superstition or obsessive compulsive disorder, but professionals know that only by following the proven system can they expect consistent success. Amateurs sometimes think it is luck or god given talent when they win or lose. Successful professionals make their own luck, and they know that fortune favors the prepared.

    These four habits: studying, practicing, investing in yourself, and following a system are fairly easy to do. Anyone can do them, so why do 90% of people fail to realize the level of success they want in their life? The answer most often lies in their attitude. While amateurs look for shortcuts, get rich quick schemes, and the easy way out, professionals have the desire and commitment to do whatever it takes. Successful professionals know that there is no magic bullet and no shortcut to the top. They don’t waste their time with such things. They are too busy learning, practicing, refining their system and investing in their own success.

    Martin Hall

    Martin Hall

    Martin Hall owns Sandler Training in the West Midlands based in Walsall. Tel: 01922 458 403 Mobile: 07741 312 567

    More Posts - Website

    Follow Me:

  • A winning attitude breeds success

    I’m just back from an interesting conference where I listened to one of Team GB’s top performance directors, Nigel Laughton, speaking about his work with elite athletes. He was recently appointed to the post of CEO, Pentathlon GB, where he will oversee the association in the run-up to the Olympics in Rio in 2016 and beyond.

    I took particular interest in his current work with Olympic athletes. The individuals involved in skeleton and modern pentathlon sacrifice everything for their dream. They are unpaid and penniless; there are no impressive football salaries for these stars. They spend day after day punishing themselves in the gym for the dream of an Olympic medal that at best is years away. Their diets are punishingly strict; they miss out on family events, friendships outside of the team, lie-ins and all the normal things that most of us take for granted. Why? Because they have a dream and they will do anything to make that dream a reality.

    We all need to have a reason ‘why’ we get up and run our businesses or make our sales calls. We need a purpose to drive us; for some it’s helping others and bringing good into the world; for others it’s about children and family goals; for some it’s about a passion for their subject and being the best at what they do. Whatever it is for you, you need to find it and focus on it, so that on the dark days when you feel like quitting, you push through to the other side. In business, we will encounter mountains blocking our paths; we need to find an inner strength so we can climb them and enjoy the view from the summit.

    During Laughton’s talk he played a video featuring 26 year old Lizzy Yarnold, British Skeleton athlete and gold winner in the Sochi 2014 Winter Olympics. In the film Yarnold tells us “I’ve got to be the best version of me that I can be.” And she was talking about every single day she performs – be it in training or during competitions.

    We can all learn a lesson from the young athlete. She is striving to perform at her absolute best and outperform the competition. We must take her words and her gutsy attitude and apply them to our businesses, our approach to sales and into our personal performance. It starts with demanding the very best from ourselves; only accepting daily personal bests in everything we do.

    This attitude then filters through our teams, our businesses, our children and our communities. It creates a habit of winning and a momentum that makes special things happen. We can all be Olympians in our own right, if we have a dream and the right attitude to do the behaviours to make that dream come true.

    Andy McCreadie

    Andy McCreadie

    Andy McCreadie is a critically-acclaimed coach and facilitator who excels at identifying core sales and management challenges and implementing transformative growth strategies. Before setting up Sandler Training in 2007 in the South West, Andy spent six years as a strategy consultant for Accenture, selling and delivering high profile consulting projects to blue chip companies. He then worked in direct sales – in London and Sydney, managing business development teams across a wide range of industry sectors.

    More Posts - Website

  • Are Your People Everything They Seem To Be?

    Many businesses have salespeople that are constantly busy – consistently working hard – but not getting the results they should be.  Why is that?

    • Some people with initiative may lack focus or clear goals, so they don’t work on or prioritise the right activities or opportunities.
    • You’ll hear salespeople with low self-responsibility make excuses, or blame other people for their lack of performance.  They will tell you that they “must have better marketing materials,” or “need more leads” to perform better.
    • Others fear rejection – you’ll find them working on proposals for prospects who’ve asked for a quote (without qualifying them first) because at least then they don’t need to go and hunt for new business.

    Understanding which of these applies is critical to both selecting and developing your sales team.  Thus being able to predict performance is critical when hiring or promoting your sales people.lion roger

    When assessing how effective or good your people are (or will be) at selling, there is one competency that stands out as a good predictive indicator of success.  That competency is Ambition & Drive – a measure of a person’s attitude of expecting to win and striving to be the best that they can be.

    But, how do you measure or score that attitude in an individual?

    Many organisations employ assessment tools that ask respondents to self-assess their abilities – we call these normative assessments. The problem is that for individuals who score low on self-awareness, their self-scored capabilities are unlikely to be a reliable barometer of their suitability or success in a job.

    In tests where people self-assess their own capabilities, a person can self-score themselves as “good” at everything.  Salespeople and leaders are segments of the business population to most likely to invest in themselves through reading or ongoing self-development.  A salesperson is likely to believe or at least agree that they are goal orientated and competitive irrespective of how they perform – they will tend to know that these are the answers successful salespeople give.

    Other factors – perhaps not measured by the assessment tool – can distort the link between a self-scored competency and selling success.  A person, deficient in raw sales ability, may be a good cultural fit for the organisation that helps lift their performance.  But how could we know that? What traits could a person be leveraging that might sufficiently compensate for weaknesses?

    I have found that well-designed ipsative assessments (sometimes referred to as “forced-choice”) provide a more objective measure of a person’s skills, behaviours and attitudes.

    Whilst competencies like Ambition & Drive propel success, negative competencies exist that torpedo success – for example, a high “Need for Approval” or “Negative Outlook” can get in the way of person’s sales success. And these negative traits or dispositions are commonly a salesperson’s personal blind spots:

    • A salesperson is unlikely to give themselves a low-score on being results-focused. However, a salesperson’s behaviour around maintaining a good customer-relationship (‘good’ things generally) can, in fact, slow-down or hinder the sales process –  especially if they don’t see that their focus on seeking the customer’s approval and keeping them happy may get in the way of completing the sale. This focus needs to re-assert itself post-sale to facilitate excellent customer service, retention and referrals but be managed during the sales process itself.
    • We all see things through our own lenses – through filters that colour our own personal view of the world.  People with a Negative Outlook tend not to think they are negative – they say “I’m realistic.” It’s a blind spot for them.

    When we look at evaluating our salespeople, we need to balance self-assessed or normative approaches with appropriate ipsative assessment tools that objectively score against benchmarks of successful behaviour and attitudes.  If we do that, we can avoid having a skewed view of our organisation’s capability and our people. If we use both together, we can objectively measure Ambition & Drive, uncover blind spots and help identify the effective actions that will improve our people’s performance.

    Roger Plahay

    Roger Plahay

    Sandler Training in Bath & Bristol A Chartered Accountant by profession, Roger spent his whole career sceptical of salespeople, sales methods and has the firm belief that 99% of sales training simply does not work. He leads effective Sales Development and Business Growth for ambitious business professionals by helping them break the conventional rules that constrain them and win more business.

    More Posts - Website

    Follow Me:

  • Successful People

    Thinking about the attributes and qualities of successful people provides a great benchmark for us to audit our own ‘success factor’.  Look at the list below of 8 attributes of successful people that I have pulled together.  Augment the list if you think there is something missing – and let us know so we can build up a super list.

    Or you could take the list and using it as a benchmark rate yourself –

    1. Successful People Embrace change. Unsuccessful People Fear change.

    Change is always going to occur around us, indeed the only thing that will not change is the fact that change is inevitable.  Given this you have a choice.  Either you choose to adapt and flourish or slowly fail.  Some changes are incremental so unless you are vigilant you might not even notice things changing around you.  In some ways this is the most dangerous since those less attuned and focused on changing and growing (as a person, as a business) will, possibly without even realising it, decline.  Abrupt changes, whilst potentially more frightening, at least jolt us into action, albeit often late and less effective than if the change is anticipated and managed.  To be successful you need to set your own change agenda and work on this.

    1. Successful people want others to succeed. Unsuccessful people secretly hope others fail.

    Spending all your time hoping someone fails not only attracts bad energy, it’s simply a waste of time. All those times thinking about the demise of others is time that can be spent doing things to help you become more successful.  It is having the attitude of plentifulness versus the attitude of scarcity.  The attitude of plentifulness means that you do not need to worry about others, indeed you can see endless possibilities if the people around you succeed.  The attitude of scarcity means that you work on the premise the only one person can succeed so the more that fail the better your chances.  The problem with this latter position is that it creates failure.  If you believe success if scarce, it become scare and you suffer from this.

    1. Successful people accept responsibly for their failures. Unsuccessful blame others for their failures.

    Being a true leader takes one who will be honest when they screw up. It puts you in a position of solving the problem instead of complaining about it. This is the difference between taking responsibility and having the mindset “I am responsible for everything that happens to me” as opposed to one where you defend and justify.  If you are late it is the fault of the traffic rather than the fact that you choose to not get up 30 minutes earlier ‘just in case the traffic is bad’.  This choice may not have been a bad choice in itself (indeed over time it probably saves you a considerable amount of down time; the key is that it was your choice.

    1. Successful people talk about ideas. Unsuccessful people talk about other people’s failures.

    Talking about other people’s failure or faults is a waste of time. However, it can become very addictive.  It is an example of externalising responsibility. Thinking more positively and focusing on ideas and possibilities will have an uplifting effect on everything that you do.  Think about how much time you currently spend taking about other people in a negative way.  Imagine the benefits if all that time is spent on brainstorming the next big idea that changes the world, or even your world.

    1. Successful people give people all the credit for their victories. Unsuccessful people take all the credit from others.

    No matter who you are, it takes an amazing team of talented people to help you attain success. Spending time making sure the people you work with are appreciated will not only help attract the best talents to you, but help ensure everyone is giving their best efforts to complete the end-goal.  Taking the time to thank people who have helped you achieve each success is integral to how successful people operate.

    1. Successful people operate from a transformational perspective. Unsuccessful people operate from a transactional perspective.

    True leaders focus on growth and ways to make him/herself and the people around them better. It’s not always about just getting as much out of people as possible. This is not only short term thinking, but doesn’t set you up as a person people would want to be around with.  Taking the longer term view might take a bit more time in the short term but pays dividends longer term.  In response to a request for help ‘Here, let me do it, it will be quicker’ vs ‘let’s take the time to run through it together and then you have a go so you can do it next time’.

    1. Successful people forgive others. Unsuccessful People hold grudges.

    Successful people are always forward thinking and know that holding grudges can hold them back. Take Steve Jobs for example, even with his bouts with Bill Gates, it was ultimately Gates who took part in investing his own dollars to help save Apple. You can’t do stuff like that when you hold grudges with people.

    1. Successful people have gratitude. Unsuccessful people don’t appreciate others and the world around them.

    Being appreciative of the things around you keeps you grounded and makes you realise the beauty of the world. You can’t change the world if you hate it.  Successful people appreciate others and are comfortable complimenting, or even challenging them.  Unsuccessful people tend to do little more than criticise.

    Lisette Howlett

    For twenty years Lisette Howlett lived and worked in Europe, Asia and the USA where she held senior positions running global programmes in some of the world’s leading companies. Since leaving corporate life Lisette has been successfully running her own consultancy for 8 years. Typically her sales training clients include entrepreneurs, CEOs, start-ups, Sales Directors, MDs, Senior Partners and business owners – often these are people who don’t consider themselves as traditional sales people but are committed to growing their businesses and thus recognise the need to sell more effectively and more authentically. Visit her Huffington Post Blog Tel: 020 7484 5556

    More Posts - Website

    Follow Me:
    TwitterFacebookLinkedInGoogle Plus

  • 5 steps to start 2015 with good business relationships

    So it’s the start of a new year. You took time to look back and reflect. Maybe you have your plans for the year, your daily, weekly and monthly action plans, your goals and your vision board to spur you on to greater success. So here’s are the hard questions. Did you ask your clients? Do you know what your clients really think of your services & products? What changes they’d like? And have you evaluated them?

    I know this is simple, common sense. But how many of us really do this type of account management behaviour regularly and routinely to protect our business? It’s devastating to lose a client when you could have retained them and annoying to lose out on selling additional goods and services just because they didn’t know you offered them. So call your best clients to set up Client Review Meetings in the next 4 weeks.

    Here are the 5 steps to holding effective RECON Client Review Meetings:

    • R = Remember
      Revisit and relive the original reasons, issues, problems or objectives that led your client to buy your products and services.
    • E = Evaluate
      Evaluate your relationship. What’s worked? What hasn’t? What do you need to do differently? Grade yours and the client’s performances in the partnership.
    • C = Changes
      What’s changed? What’s changed in their business? And in yours? Any other changes that will improve performance?
    • O= Opportunities
      Where are the opportunities for the client? For your business? Any you can pursue together? Any other issues, problems or objectives the client currently has that you can address?
    • N = Next Steps
      What happens next? Make a clear, specific, certain up front contract so that you both know what will always happen next by when. Contract with your client for the next call or meeting, for the next piece of work, for the next phase of a project, for the next RECON review and for referrals & introductions within and outside their organisation.

    Maybe ask your client to note down their thoughts in advance of the meeting. It won’t matter if your client doesn’t follow through on their prep as the RECON meeting be very productive and effective because you have a clear agenda and have set the expectations for the discussion.

    By you being proactive, they’ll share bad news and maybe bring small issues to the table before they become critical. Because you are being proactive in your efforts to make changes and improve performance, even if they perceive the value of working with you has not lived up to expectations, they’ll continue buying from you. If you are not proactive with this kind of activity, your best clients are your competition’s best prospects. You will also reduce the risk of your clients buying goods and services from someone else because they didn’t know you offered them.

    So call your best clients this week. Thank them for their business – and get that review date in the diary for your RECON meeting. That way you’ll start 2015 with a strong platform in place to grow your business with them this year.

    Ermine Amies

    Ermine Amies

    Ermine Amies runs Sandler Training in East Anglia with monthly Master Classes in Norwich

    More Posts - Website

    Follow Me: