• 4 Habits of Successful Professionals

    successful professionalsWhat do successful professionals do that amateurs don’t?

    Certainly there are many that could fall into this category, but right now we’ll focus on four habits that could make the greatest impact on your career.

    1. Study– Professionals are not born, they are made. Some may have a natural gift, but most 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– like David Sandler taught, in his book “You Can’t Teach a Kid to Ride a Bike at a Seminar,” you can’t learn how to do anything by merely studying. You have to practice. Doctors, athletes and other types of distinguished professionals spend countless hours practicing before they are called upon to perform. How do you get to Carnegie Hall, the Masters, the Olympics or whatever is the top of your profession? Practice, practice, practice.
    3. Invest in themselves–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 beyond the classroom and invest in workshops, seminars, books, coaches and other resources that will advance their 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 that’s repeatable and reproducible – and leads to predictable success. To outsiders, if 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 when they win or lose. Successful professionals make their own luck, and they know that fortune favours the prepared.

    Successful professionals know that there is no magic bullet or shortcut to get 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.
    What do you think are some additional habits of successful people?

    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

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  • Top Traits of Successful Salespeople

    TraitsHigh-performing sales teams are led by strong sales managers who embody leadership skills that motivate and empower the team. Exceptional sales professionals display certain traits that allow them to stand out from the rest and achieve great sales success.

    Since 1967, Sandler Training has trained sales professionals to be mindful of their behaviours, attitudes and techniques when prospecting and negotiating. While Sandler witnessed many professionals transform, there were always certain characteristics that “the greats” possessed in addition to the skills learned through continuous training and reinforcement.

    Ask yourself the following questions to determine whether or not you have what it takes to be great.

    • Do I build good rapport?This might go without saying but the best salespeople are people that can relate to other people. They come across as genuine, they’re natural and they put people at ease. As Sandler teaches, people want to do business with people that are like themselves.
    • Am I goal focused?Long-term goals are important, but what really drives salespeople is the focus on daily activities that are in direct relationship to the results in which they are in pursuit. They understand that it is the daily “behaviours” that are critical to delivering the results.
    • Am I curious?Sandler devotees know – a salesperson’s job is to find the compelling, emotional reason for the problem and match that “pain” to a solution. We discover the pain by asking questions and listening because sometimes the prospect hasn’t accurately identified their pain or are not yet comfortable sharing it.
    • Do I listen?A keystone to the Sandler Training methodology is listening. The Prospect should be doing 70% of the talking while the salesperson is actively listening and searching for the pain.
    • How motivated am I?Being self-motivated is essential to finding success as a sales professional. Since a salesperson’s income is largely based on their ability to find and close new business, success usually comes to those who are diligent and focused.
    • Do I seek out challenges?Sometimes in sales, it’s about being fearless and going after challenges. Whether it’s going after a prospect that’s been on your radar or taking on a vertical that’s completely new to you, having the ability to put yourself in new situations and enter unchartered waters will serve a salesperson well throughout their career. As Sandler teaches, no guts, no gain!

    Can you name more characteristics of successful salespeople that set them apart from mediocre salespeople? What are some traits of top salespeople that you wish you had to complement your sales approach?

     

    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

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  • The Fourth Wall of Business

    In the theatre, the “fourth wall” is the wall between the actors and the audience. Behind this wall, the world of the actors is exactly as the audience imagines it. The good guys and the bad guys all fit within the story being told. If the fourth wall is “broken” the audience is directly acknowledged theThe Fourth Wall of Business management spell is broken. Once broken, the fourth wall is hard to reconstruct and the audience may not be happy. Think of Jean Valjean in Les Miserables during first act, turning to the audience and speaking in a normal, loud Brooklyn accent, “Yo, could you get off the cell phone? I’m trying to work here!”

    The Fourth Wall of Business is similar. As the owner of your business, your employees look up to you. As a leader, you are their “hero.” If you are a customer service pro, clients look to you as their rescuer. Doctors, Attorneys, Accountants, Architects are the professionals we place on a pedestal. The pressure is to maintain the “fourth wall.”

    Owners and professionals break the fourth wall with actions that don’t fit with the story. When employees see the boss crying, drunk, acting out, cheating, lying, or acting out of character, then the spell is broken. Years ago, my father was loyal to his physician, until one day the doctor told my dad “your gall bladder needs to come out.” My father picked up his coat and left the office without a word. The doctor called him later that night and my father told him, “It’s in my record that I had my gall bladder out 10 years ago, goodbye.” This was an honest mistake, but for my dad the fourth wall was broken; the hero was an illusion.

    All leaders must always be leaders-in and out of the office. People follow people who are like them, they like them and there is a mutual respect. Business relationships are frequently dissolved for “they just are not the same person anymore.” In my career, I have seen bosses cry, cheat, and lie, cause others to lie—all outside the character I thought them to be. They lost my loyalty and my relationship changed to one of mutual distrust. Why? Because if they would do it to clients, they will do it to me. They broke the veil of the fourth wall. Yet prior to the break— I was blindly loyal.

    Leadership is a Broadway play, performed by a psychiatrist!

    Read your audience, know your lines, and be what the audience expects-every time.

    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

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  • Leadership Skills Shortfall is Holding Back the UK Economy

    A lack of leadership and management skills is hampering the growth potential of small businesses and acting as a brake on productivity, according to a new report published recently by the Federation of Small Businesses (FSB).

    The report found that while three fifths of small business owners (59%) say they update their business knowledge and skills at least once a year, specific management training is often lacking.

    Only a quarter of small firms questioned (25%) had undertaken management training in the last 12 months. One in four (26%) had never undergone any form of management training at all. The FSB also found few smaller businesses seek external management training for staff, with just a fifth (19%) offering such training to their employees.

    Currently just under half of all new UK start-ups fail in their first three years. Studies suggest that a leading cause of failure is poor leadership and management skills. This skills shortfall partly explains the growing productivity gap, with the UK consistently trailing behind its competitors, falling a full 18 percent below the G7 average. This is the widest productivity gap with the G7 since comparable estimates began in 1991.

    Here at East Midlands Sandler we specialise in training and developing leaders and managers – this is our core business.  We do this through re-enforcement training, using proven methodology which is guaranteed to work.  We get results – great results – every time.

    A recent example is a client who came to us after been stuck at £3.5m turnover for the past 7 years.  Everything they tried failed. They joined Sandler and after 18 months being on the programme they had increased their turnover (and profits) to £7m.

    This is the type of success story we have all the time, for varying sizes and scales of businesses of course.

    Don’t be one of the 75% of businesses who are standing on their own foot and holding the business back.  Make your first positive step and come to a complimentary Sandler Masterclass.  Click here to find your local Sandler Trainer.

    Peter Jones

    Peter Jones

    Peter Jones is Managing Director of Sandler Training in the East Midlands. Peter works with business owners and MD’s who want to increase their return on investment made in their sales team and business owners who need to improve their business development skills.

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  • Call Higher or Die Slowly

    In today’s environment, we have to stop acting and looking like beggars with briefcases and begin to recognise that the name of the game is taking business away from our competitors. Let the others wrestle it out at the procurement department and with the low-level influencers.

    In today’s environment, the best salespeople call on the decision makers-presidents and CEOs. Why? Because presidents and CEOs don’t have budgets. They make budgets. To connect a president or CEO of a company, you need to present yourself as having equal business stature. You need to learn to sell the way a CEO sells. You need to read their books and use their techniques. The only way to blot out your competition for good is to be in the ear of the CEO or president and become one of their trusted advisors.

    Now stop and count. Of all of your prospects, how many are you calling on at the highest level possible? If zero, expect to fail or have an excessively long sale process.

    The two most dominating thoughts for a salesperson are:

    • I am the CEO of my business.
      • I absolutely believe my product or service, along with my expertise, can make a difference in your business.
    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

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  • Tomorrow’s Managers and Leaders: Goal Setting

    Businesses are like gardens and people within companies are like flowers. Sometimes those carefully sown seeds lie dormant because they lack the appropriate environment for growth. Often they produce shoots but aren’t nourished sufficiently to ensure that their full potential is reached.

    Goals are set; targets aren’t met.

    Plants that are provided with suitable support and are fed the correct nourishment will continue to blossom and grow.

    January is the time for planting seeds and setting new goals for the coming year. As managers, whilst acknowledging that your staff engagement is ever changing will be mindful of developing a more specific coaching and mentoring process through which your co-workers will achieve the company’s goals.

    A key part of this process depends on individuals identifying and achieving their personal goals, which in turn will have a positive impact on corporate triumphs, whatever the size of your business.

    Now is the time to introduce your employees to a world-leading new system aimed at increasing staff motivation and engagement, improving accountability, reducing the hidden cost of staff retention and avoiding the expense of an ineffective job-holder.

    Sandler Training can help you to achieve this through a structured system that teaches SMART goal setting as a means of ensuring both personal and corporate growth.

    Sandler Training is an internationally renowned company which has been working with professionals and their teams for 30 years, helping them to develop, execute and achieve their goals.

    The Sandler Goal Setting System is designed to address all areas of life so that goals are engaging and work in harmony with each other, thereby accelerating success rates.

    If you want to motivate your team, improve staff engagement, reduce staff turnover and implement a new and effective accountability process, contact your local Sandler Training Centre.

    Be an intelligent gardener and grow something new!

     

     

     

     

     

     

     

    Peter Jones

    Peter Jones

    Peter Jones is Managing Director of Sandler Training in the East Midlands. Peter works with business owners and MD’s who want to increase their return on investment made in their sales team and business owners who need to improve their business development skills.

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  • Are you a Buzz Lightyear Manager?

    Are you a Buzz Lightyear ManagerAs Leader and Manager in your organisations, you have the toughest job. You are expected to motivate, guide and help your team(s) as well as having a deep understanding of each member’s typical behaviours, attitudes and skill sets. That’s in addition to your day job!

    For some (many) leading from the front, that also means fighting the voice in your head that may sound something like “I hired you to do the job, just do it!”, the sure fire way to torpedo your own Balance Sheet below the waterline.

    So today as you hurtle through your business ‘fixing’ things, pause for a moment and ask yourself, what does the word “Leadership” actually mean? What would be your definition? Difficult isn’t it! How about this from Peter Drucker? – “Management is doing things right; leadership is doing the right things.”

    When I come across a dysfunctional team (and I’ve worked within some of the worst as well as in my career creating a few of my own!), often its when an otherwise successful head of the business hasn’t acquired the understanding how to Manage their people. Or perhaps have the profile where its of no interest. ‘Inspiring’ can come naturally for some but for the employee it gets tedious watching individuals get away with poor performance just because the ‘Leader’ fails to grasp the nettle and actually ‘Manage’ their team. We can kid ourselves that a ‘Buzz Lightyear’ approach to Leadership will build a great business but it probably won’t on its own. There has to be more effort put in to ensure the good staff stay and grow alongside you.

    Here’s a quick exercise: At a basic level, you may know the four hats we must wear to be effective leaders. Score yourself out of ’10’ against each one today:-

    • Coach ______ out of 10
    • Mentor ______ out of 10
    • Trainer ______ out of 10
    • Supervisor ______ out of 10

    How did you do? 10’s across the board? Its more usual to score well on one, maybe two points but get a slightly lower score against others. Hold on a second, though, how well did you do differentiating between Coach & Mentor? That’s a tricky one for many so here’s some help:

    • Mentoring is where a manager shares wisdom(?) from their past experience. The pitfall for some perhaps is thinking they are coaching but actually under pressure they end up telling / directing based on experience or what they think was the right thing to do. You’ll know if you are doing this as you will regularly be owning all the decisions on a daily basis and take the worries home whilst paying all your staff the same wage for them not to.
    • Coaching is the behaviour & technique that takes more time and patience, helps people discover for themselves the correct outcome and has a longer lasting effect. (ahem…..may take some longer to achieve than others).

    Considering this, does it change your scoring a little? Maybe not.

    All employees have choice, they can CHOOSE to be either Productive or Non-Productive. They can also choose whether they are productive all the time or just as a ‘One-off’. Coaching is the Leader’s opportunity to help their employee’s discover the best choices to make. A Coach operates as an ‘Adult’, is non critical and nurtures their employee’s so that they make the right choices and if they elect not to, are aware of the consequences.

    So coaching requires effort, skill, takes longer to effect and requires us to hold back with the answers. Undeniably, delivers the greatest results for longer effectiveness. Its easy to see then why ‘Buzz-Lightyear’ managers miss out.

     

    Chris Davies

    Chris Davies

    Chris Davies has spent over 35 years in both sales and leadership environments with companies such as Sony, Toshiba, IBM and others. Observing first-hand the declining effects of traditional, much copied selling methodologies. Typically, Chris works with business leaders, partners and top producers who are ready to work smarter and commit their time, money and energy to attract new clients, sell more products or services and generate more profits with integrity. Tel: 01525 280777 Mobile: 07891 055925

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  • More on goals

    January is the time for setting goals.  Indeed, many business professionals are familiar with writing business goals for the upcoming year.  Unfortunately, it’s common to find these well intentioned goals tossed in a file drawer not to be looked at or referred to again.  What was intended to serve as a guiding force or roadmap for positive behaviours and change has been forgotten.  Does this behaviour seem flawed to you?

    Goal setting is all about creating balance. Goals need to address the whole person, not just the professional person.  If attaining a goal means sacrificing in other areas of your life, (health, family etc), one risks creating imbalance.  This imbalance can jeopardise not only the success of attaining the goal but risks creating a negative impact on other areas of life.”

    Sandler training has been working with professionals to develop, execute and achieve goals for more than 30 years.  By utilising a proven ten step methodology, people are able to identify, organise and plan activities designed to move them towards goal attainment.  The Sandler Goal Setting System is designed to address all areas of life so that goals work in harmony thereby accelerating success rates.

    Sandler’s 10 Steps To Goal Setting

    1. Label eight sheets of paper each with one life goal area: 

    Social, Physical, Financial, Mental (Educational), Professional, Family, Personal, Spiritual. Reflect on your current status within each life goal area and write it down.

    1. List everything you would like to accomplish for each life area

    Don’t pre-judge your thoughts, write them all down as if nothing is out of reach

    1. Prioritise goals in each of the eight areas from most important to least important.
    2. Create a master list of the top three goals from each of the 8 areas.
    3. Prioritise the master list.  Check for balance and any possible conflicts
    4. Write a detailed description of each master list goal and how you are going to achieve it.

    Goals must be SMART:  Specific, Measurable, Attainable, Realistic and Time-bound.
    Goals are made to make you stretch so don’t make them too easy.

    1. Develop a timetable for each goal

    Break down long term goals into short-term activities with deadlines
    Include daily, weekly and monthly activities

    1. Share your goals with others – Hold yourself accountable.
    2. Review your goals regularly and track your progress
    3. Be persistent – DO NOT QUIT
      Priorities change over time so be prepared to redefine or realign you goal
      Only abandon a goal if it becomes irrelevant, never because it’s too difficult

    There are 68,899 books on goal setting listed on Amazon.co.uk so if you need more specifics on the process, any one of them can provide them. Experience, however, tells me that it’s not about the “how”, it’s about the “whether”.  My hope is that people reading this article will be motivated to take action, either setting goals for the first time, or setting more challenging goals, or scheduling time for review and refinement … and ultimate success.

    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

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  • The Success Code  

    People define success in different ways: some by money, some by job importance and others by work/life balance.  Whichever way we view it, do we have both the aptitude and the ability to succeed – ‘can’ we succeed versus ‘will’ we?  As business people, there are four key areas which must be in place to ensure that ‘can’ becomes ‘will’.

    1.Self-talk

    Opinion has it that over 70% of the thoughts in our head are negative or limiting.  Negative thoughts create fear and hesitation, which prevent us from taking the critical actions necessary for success.  Take the time to reframe your self-talk from negative to positive.  Every time you have a limiting thought, develop a positive one to neutralise it.

    2. Baggage

    We all carry baggage around with us which holds us back, such as wanting to be liked, struggling to ask for decisions or being uncomfortable talking about money.  We need to understand our own baggage and make a commitment to learn new skills which will help us overcome it.

    3. Risk

    We all have a risk quotient that guides our actions.  Somewhere between risk everything or risk nothing is the right choice for all of us.  Stretching comfort zones allows us to take appropriate risks and achieve growth as a result.  We must examine our comfort zones because they create a success trap and we must decide to take bolder actions.

    4. Beliefs

    These are thoughts that have either been programmed by others, originate from past experiences or are based on judgments made through observation.  We should regularly and systematically test our beliefs to ensure they are based in reality, not fiction.  We must challenge outdated beliefs and create higher performing ones to free ourselves from mediocrity.

    Here are some pointers to success:

    • Examine your level of self-awareness. How large is the gap between where you think you are and where you really are in terms of success? Be honest!
    • End each day with a review of lessons learned and create a plan to utilise them the following day.
    • Review your skills toolbox and make sure you have the right tools for success. Where are the gaps?
    • Understand your ‘killer’ weaknesses and make sure they’re not hiding in your blind spots.
    • Every morning, ask yourself, “What would I attempt today if I had no fear of failure?”

    Melissa Arnot- the 31 year old who has climbed Mount Everest three times said “Out here, we face the consequences of our decisions every day.”  In business, this statement is no less 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.

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  • Are you prospecting daily?

    When businesses start, it is often for the passion and skill of producing an end product or service that makes the clients life better.

    That skill is often built by years of training, practice and experience. That’s where a business five a day comes into play. Everything we do to promote our business is an action that we are monitoring for a result. There are broadly five activities we must regularly work on to promote our business.

    If we think of a fishing analogy, our five a day would typically look like:

    1. Marketing, putting your boat where the fish is.
    2. Advertising, A big sign on the boat, saying, “we have bait here!”
    3. The internet, Painting on the bottom of the boat, pictures of bait, with an invite, to interact on the subject.
    4. Networking, Meeting people who may be able to give you a fish, but you should be able to give them one too.
    5. Putting the bait on a hook and actually fishing.

    Marketing, Advertising and Internet, we often hand over to professionals and we aggressively wait for the phone to ring or our inbox to light up.

    Networking is building relationships and hoping that someone understands enough about your business to be able to occasionally throw you a bone while they go about their own business.

    Prospecting is where the serious work starts. Even Steve Jobs had to work the phone at the beginning. While all steps are part of a good business balance, the prospecting part is often used as the last resort to developing your business. I think a lot of it comes down to confidence. Are we doing the right thing? What happens if we get it wrong? What if the prospect rejects our advances? How will we feel when we are rejected? I know this is the case as these are the questions I asked myself. The phone that was easy to pick up to speak to people we know now becomes elephant in the room that is impossible to pick up to speak to strangers.

    However, if you understand that you are doing the right things. You can accept that failure during prospecting is just part of the journey to success. You then have the confidence to continue without feeling crushed.

    We at Sandler Training give you the tools to prospect in the right way, we help you to maintain a good attitude while doing it and then the skills to get a premium price for your premium service. I hold regular masterclasses to show you how to prospect, disqualify time wasters and tyre kickers and close deals at a higher profit than ever before.

    Let’s talk!

    Roy Johnson

    Roy Johnson

    For twenty seven years Roy Johnson worked globally where he held leadership positions in market leading industrial automation and communications companies. Having left corporate life in 2014 he started his own sales training and management consultancy. Typically, his clients include entrepreneurs, CEOs, start-ups, Sales Directors, MDs, Senior Partners and business owners. These are often people who went into business to follow their passion with a requirement to build a client base to make it successful. They are either looking to put a sales system with coherence and clarity in place and/or take the business to the next level. Roy helps them to develop a successful sales culture so that they can make tough sales decisions based on real data rather than instinct. Mob +44 (0)7867525868 Tel +44 (0)1782 518040

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