Skip to content
Follow:
RSS
Email
Twitter

ZHENZHONG D谩msk茅 boty na na vodu Barefoot 19880 Flexible Mens Aqua B01G757NNS Slip na vod臎 Pl谩啪ov茅 boty na koup谩n铆 pro koup谩n铆 J谩 jsem modr谩 e6ffe4d





Twitter
Partners in EXCELLENCE Blog — Making A Difference
Making A Difference – In Business and Your Personal Life

I wrote, The Number Are, Well, Just Numbers.  It stirred up a lot of discussion and one observation from Gordon Hogg, was both amusing and illuminating:

“It’s the Cobra Effect!  India’s colonial governor put a bounty on cobras to stop snake bites. Dead cobras came in but snake bites persisted.  People started breeding cobras to kill for the bounty.”

I don’t know it it’s a true story, but it points out the unintended consequences of some of the metrics we put in place.  We have to think about, “What behaviors are we driving–are those the behaviors we really want to drive?”

ZHENZHONG D谩msk茅 boty na na vodu Barefoot 19880 Flexible Mens Aqua B01G757NNS Slip na vod臎 Pl谩啪ov茅 boty na koup谩n铆 pro koup谩n铆 J谩 jsem modr谩 e6ffe4d

Too often, we blindly put in place numbers, without understanding how our people will achieve the numbers.  Any sales person will try to figure these out–often gaming the system.

For example, a client thought:  “If we do more proposals, we’ll close more deals.”  He put in place a metric for the number of proposals the sales people needed to do.  In could make sense, the logic being, the more opportunities we compete in, the more deals we have the opportunity to win, even if we win the same share (It’s the more times at bat argument.)

The problem was, sales people couldn’t find enough qualified deals to make their proposal goal.  But under pressure to make the goal, they started sending out unsolicited proposals to prospects.   Pretty soon, all the sales people were making the weekly proposal goal, but the business results weren’t improving.

The answer was, the manager thought, “More proposals…..”  You know what happened.

Or the weekly/daily telephone calls goal.  Another client had a goal in place.  Over time, the people started achieving the daily call goal, but the results (booking more meetings) weren’t being achieved.  Again, management, wasn’t looking at the underlying issues—what behaviors were they driving, were those the behaviors they wanted to drive, would they produce the outcomes necessary, if not, why not, was there another metric that would be more effective to drive the outcomes needed…..

Or the pipeline coverage model—We know if the win rate is 33%, our pipelines have to have 3 times the number of opportunities necessary to make the number.  When people are struggling to make their numbers, often, managers react—“You need more in the pipeline, you need 4X, 5X, 6X…. coverage!”  But the results don’t improve.  What happens is sales people driven to get the coverage, cast wider nets, they get more into their pipelines, but the quality is poorer, as a result the win rates decline, pipeline coverage demands increase, ….. and the organization is in a death spiral because managers are fixated on a metric but not understanding the behaviors the metric drives, or whether it’s even the right metric in the first place.

Number and metrics are important.  But we can’t implement them blindly.  We have to assess the behaviors they will drive, the outcomes they create, whether we are measuring the right things, or the “what’s, why’s, how’s” of what we are measuring.

 In reality, if we really understand the things that drive results, how to consistently achieve the results we want, the critical metrics/numbers needed to track attainment, and the behaviors those metrics drive, we end up not having to measure very many things at all.
Be Sociable, Share!
Share this:
Jul 5 18
The Numbers Are, Well, Just Numbers….
by David Brock

Business people, particularly sales, are obsessed with numbers.  We measure everything, we scorecard everything.

Revenue, orders, growth, margin, share, performance against plan, performance against prior periods, pipeline metrics, calls made, meetings held, demos conducted, proposals submitted, wins/losses, expenses/budget, CPOD, people hired, turnover (voluntary/involuntary), performance in customers (e.g. major accounts), performance in market sectors, performance by product line, performance in geographic region/territory, customer satisfaction/NPS, customer acquisition cost, new customer acquisition, retention, churn, renewal, open rates, click throughs, forwards, bounce rates……

Differing segments have specialized terminology for many of these metrics.  For example XaaS oriented businesses have a propensity to endless acronyms measuring the same things as above.  It should be no surprise from a segment that defines itself by an acronym, that metrics are acronyms, including ARR, LTV, CLV, CAC, Arpu, and on an on–you get the point.

Marketing creates a language of their own, usually accompanied by the appropriate acronyms, as wel–MQL, SAL, ABCD (OK, I made that up).

Numbers are important, they provide an indicator of progress, or lack of progress, toward a goal.

But numbers are just numbers.

And we run into problems when managers just manage to the numbers—which is what too many managers do.

“You are behind on quota performance, you have to sell more…”

“You have to make more calls, demos, meetings, proposals…”

“You have to have more pipeline coverage….”

“You must increase your activity levels….”

The problem with numbers is, they are just numbers.

They are indicators, they may draw our attention to something that’s going right, something that’s going wrong, or the progress we are making toward a goal.

Nachvorn Vodn铆 ko啪en茅 boty Aqua pono啪ky pro pl谩啪 Swim Surf J贸ga cvi膷en铆 Modr媒 , Rekrea膷n铆 Barefoot Vodn铆 boty Dynamic-Fit Instant-Dry W / Zdarma Sackpack pro mu啪e, 沤eny a d臎ti Vodn铆 boty 沤lut谩 FCKEE boty na vodu Aqua boty na boc铆ch le啪茅rn铆 lehk茅 rychleschnouc铆 odvodn臎n铆 trvanliv茅 sole 啪eny J.black 沤eny 啪en Sixspace Vodn铆 boty rychle osu拧te Odoln谩 bolest Vodn铆 ko啪en茅 boty pro pl谩啪ov媒 baz茅n Surfov谩n铆 j贸gy cvi膷en铆 Fluorescent Green0-07 Vifuur Vodn铆 sportovn铆 boty Barefoot Quick-Dry Aqua Yoga Pono啪ky Slip-on pro mu啪e D臎ti D臎ti Broskev , Quickshark Women s P谩nsk茅 vodn铆 boty Letn铆 rychl媒 vysou拧en铆 Barefoot Aqua pono啪ky pro pl谩啪ov媒 baz茅n Plavat surfovat j贸gu R暖啪ov媒 , Rychl茅 such茅 vodn铆 boty Lehk茅 aqua pono啪ky pro pl谩啪ov媒 baz茅n Surf j贸ga cvi膷en铆 pro mu啪e 啪eny Modr媒 , SHY D谩msk茅 boty na vodu Rychl茅 su拧en铆 Barefoot Aqua Sport Pot谩p臎n铆 J贸ga Surf Beach Pono啪ky Pl谩tov茅 boty Zelen谩 , 2018 Hot Sales WuyiMC Unisex vodn铆 boty Barefoot ko啪en茅 boty pro b臎h pot谩p臎n铆 Surf Swim Beach j贸ga 膶erven茅 Vodn铆 boty CIOR Vodn铆 d谩msk茅 d谩msk茅 d臎tsk茅 boty pro plav谩n铆, proch谩zky, j贸ga Modr媒 , Fanture Mu啪i a 沤eny Aqua Water Obuv Rychl茅 su拧en铆 Lehk谩 s铆钮ka Slip-on Athletic Sportovn铆 p艡铆le啪itostn茅 tenisky Gray03 Vifuur Vodn铆 sportovn铆 boty Barefoot Quick-Dry Aqua Yoga Pono啪ky Slip-on pro mu啪e D臎ti D臎ti Surfov谩n铆 , Helly Hansen P谩nsk茅 tenisky Ahiga V3 Hydropower M贸dn铆 tenisky Navy / Flag Red / Off White EASTSURE 艩norchlov谩n铆 boty Vodn铆 sportovn铆 boty Aqua pono啪ky pro mu啪e 啪eny Beach Swim Surf J贸ga 膷erven谩 modr谩 , OUYAJI zahradn铆 obuv boty pl谩啪ov谩 obuv Water bash D谩msk茅 letn铆 pantofle Gray3 , Vodn铆 sportovn铆 boty Barefoot Quick-Dry Aqua Beach Swim cvi膷en铆 J贸ga pono啪ky Slip-on pro mu啪e a 啪eny 膶erven谩 kamufl谩啪 , vodn铆 boty Miller nativn铆 p谩nsk茅 Tlust谩 啪lut谩 / kostn铆 b铆l谩 Pono啪ky Sockwa Playa Hi Beach Limetka , eyeones P谩nsk茅 d谩msk茅 Lehk媒 Rychl媒 Su拧en铆 s铆钮oviny Aqua Slip-on vodn铆 boty Perfektn铆 z谩pas pro Vodot臎sn媒 telefon Pouzdro Gray / Black-057cu , CIOR D谩msk茅 p谩nsk茅 rychl茅 su拧en铆 vodn铆ch sport暖 Aqua Swimming Shoes Pono啪ky P1.blue , Astr谩ln铆 Mary Jay - 沤eny Tyrkysov谩 / Navy Sanyge prody拧n媒 P谩nsk谩 d谩msk谩 voda Plavky Beach plavat Boty rychl茅 su拧en铆 Aqua pono啪ky baz茅n Boty pro surfov谩n铆 J贸ga cvi膷en铆 (FBA) L.blue186 PENGCHENG Voda Obuv p谩nsk茅 d谩msk茅 Venkovn铆 l茅to Barefoot Skin Shoe Rychl谩 such谩 voda Pono啪ky pro surfov谩n铆 Plav谩n铆 j贸gy plavby lod铆 Pot谩p臎n铆 沤lut谩 , PENGCHENG Voda Obuv p谩nsk茅 d谩msk茅 Venkovn铆 l茅to Barefoot Skin Shoe Rychl谩 such谩 voda Pono啪ky pro surfov谩n铆 Plav谩n铆 j贸gy plavby lod铆 Pot谩p臎n铆 R暖啪ov媒 YALOX Mu啪i 啪eny Vodn铆 boty venku Pl谩啪ov茅 koup谩n铆 Aqua pono啪ky jsou rychle vysu拧en茅 Barefoot Shoes pro surfov谩n铆 j贸gy Cvi膷en铆 膶ern谩 / 拧ed谩 , OUYAJI 沤ena Mu啪 Lehk茅 boty na vodu P谩r Non-Slip J贸ga plav谩n铆 na pl谩啪i Zahrajte si Ch暖ze boty Black1 , WXDZ D谩msk茅 boty na vodu Rychl茅 su拧en铆 Barefoot Aqua pono啪ky pro plaveck茅 pl谩啪e Surf baz茅n J贸ga Zkosen茅 oran啪ov茅 YALOX Mu啪i 啪eny Vodn铆 boty venku Pl谩啪ov茅 koup谩n铆 Aqua pono啪ky jsou rychle vysu拧en茅 Barefoot Shoes pro surfov谩n铆 j贸gy Cvi膷en铆 膶ern谩 / 拧ed谩 , AMAWEI Mu啪i 沤eny Vodn铆 boty Barefoot Rychle such谩 pl谩啪 Sportovn铆 plaveck茅 boty Aqua pono啪ky pro Surfovat j贸gu baz茅n Aerobik 艩ed谩 ,

They don’t give us much more insight into why the numbers are what they are.  They don’t tell us why we may or may not be making our revenue/quota/margin goals, why we aren’t having enough customer meetings, why our activity levels are not where they should be, or whether the activities are producing what we expect them to be producing.

I worry about managers who proudly focus on “Managing to the numbers.”  They will always fail—or at least underperform those who seek to understand what the numbers mean.

Yet, that’s just what most managers do–they manage to the numbers.

Recently, I spoke to a senior manager who had set a “proposal goal” for all his sales people—“You have to present X proposals per week.”  I started asking, “Why did you choose X, should it be Y or Z?  Are X proposals a week producing the outcomes you want?  Are the quality of the proposals at the level you expect?  Are proposals even the most important thing do achieving your other goals? and on and on….”

He was confused by my questions, he frankly didn’t have much patience for my questions.  He tried to dismiss them, “I know proposals are necessary to produce orders.”   When I produced data showing the average trend in revenue per proposal was declining precipitously, his reaction was, “I have to up the proposal goal by 50%….”

Instead he should have asked questions like, “What’s happening, why is it happening, what are the causes of this, what might we do differently…..?”

We don’t understand performance problems by managing to the numbers.  Yet that’s just what too many managers do, they live in a volume and velocity world, where the answer to bad numbers is “Do more, faster.”

This is, primarily, a management problem–starting at the top of the management food chain.

We have to stop managing to the numbers, but using the numbers to help us understand what is causing them, why, and what we might do to achieve the numbers we want.  At all levels, we have to constantly drill down to understand not just the symptoms (the numbers), but what the root causes are.  We have to ask the 5 Why’s.  We have to assess what we might change and why.  We have to understand cause/effect.  We have to ask ourselves whether we should be doing things differently.

We have to ask ourselves if we are even looking at the right numbers in the right way.

It starts with management, but is not just a management issue.  Each of us has to look at our own performance.   Are we achieving what we should, if we aren’t why aren’t we, what might we do differently.  If our calls aren’t producing the results we expect, we need to examine who we are calling, how we are engaging, what we should be doing differently–our managers can help us, but it’s our own job to figure this out and to fix this.  At least if you want to be a sales professional-a high performer, you must always be assessing your own performance and improving.

Numbers are important and will always be.  But they are just indicators, they are signs we see on our journey, they help us understand our progress.

The most important thing about numbers is they should cause us to ask questions and probe.

 

Afterword:  Imagine applying the same analytic approach to your customer and their numbers.  Like us, too often they fail to probe and understand what underlies the numbers, whether they are looking at the right things, or whether they can improve their numbers.

 

Be Sociable, Share!
Share this:
Jul 3 18
The Servant Sales Person
by David Brock

Yeah, I know what the immediate reaction to the title of this post will be…..

“But Dave, we’re slaves to our managers and our companies………!”

rismart 沤eny Classic Mid-Calf Thermal Suede Snow Boots Tlust茅 Faux Fur Lined zimn铆 boty B茅啪ov媒 , Tundra d谩msk谩 mrholena d茅拧钮 Gun Metal , Rocky Renegade Ocelov谩 拧pi膷ka WP Western Boot Zoufal媒 hn臎d媒 , Sfnld d谩msk茅 trendy kulat媒 拧pi膷ka zip wedge paty fleece Mid Calf Pull Boots Hn臎d媒 , 艩pi膷kov谩 d谩msk谩 Spl-Loretta Slouch Boot Kou艡 Mephisto d谩msk谩 brunila Gt de拧tovka 膶ern谩 rozta啪nost Styl od m贸dy zna膷ky Charles David Women Groove N谩mo艡nictvo , New Balance p谩nsk谩 mx857v2 Casual Comfort Training Shoe 膶ern谩 Katy Perryov谩 沤eny - balet saidee Cameo Rose , Converse Chuck Taylor All Star Canvas Low Top Tenisky 膶ern谩 PUMA D谩msk茅 P谩nsk茅 FENTY x PUMA Faux ko啪en茅 klouza膷ky Z谩v臎s / Puma Silver Fila P谩nsk茅 origin谩ln铆 tenisov茅 ko啪en茅 p艡铆le啪itostn茅 tenisky Fila Navy, White, metalick茅 zlato , Cape Robbin Sage Horse Bit Faux Suede Espadrille Otev艡en谩 Mule Slide Platform Olivov臎 zelen谩 , Smartodoors SIKEBIKE D谩msk茅 a p谩nsk茅 W cyklistick茅 a MTB II cyklistick茅 boty SD-001 SD01-MTB-膶ern谩 / zelen谩 Barefooters Classic Slip-On boty M臎s铆膷n铆 prach , Aerosoles 沤eny jsou mimo zrak Mule Dark Tan Leather , Ryanmay d谩msk茅 P谩nsk茅 pohodln茅 proch谩zky Zahradn铆 boty Pantofle Rychl茅 su拧en铆 Sand谩ly 膶ern谩 , D铆vky D铆vky Soft Canvas Ballet Dance Gymnastics Shoes Fitness Propet Women Washable Walker tenisky Sr Indigo , Vans p谩nsk茅 sklopn茅 (Tm) Core Classics Plamenn谩 ze膹 膷ern谩 膷ern谩 , Bloch Prolite Ii Hybridn铆 S0203l R暖啪ov媒 Propet Women Washable Walker tenisky 艩ed谩 , Converse Skate One Star Pro Ox Svatebn铆 podlo啪n铆 pl谩tno Hot kakao / 膷ern谩 / b铆l谩 ZXD P艡铆le啪itostn谩 n铆zk谩 Top tenisky krajky up kulat媒 拧pi膷ka B臎啪eck茅 boty jsou pohodln茅 Snadno proch谩zkov茅 byty Unisex 膶erven茅 , Propet Women Washable Walker tenisky Sr 膶ern媒 , Tuu D谩msk谩 n铆zk谩 st艡edn铆 patn谩cka paty Otev艡en谩 拧pi膷ka 艩umiv茅 leskl茅 rhinestone 拧aty Sand谩le Skluzavky 艩id铆tko Zelen谩 , Chaco d谩msk媒 juniper sand谩l Rez , Caterpillar P谩nsk茅 d臎dictv铆 vytahujte na ocelovou 拧pi膷ku boty 膶ern谩 Pono啪ky Sockwa Playa Hi Beach Limetka , ASICS p谩nsk谩 z谩pasov谩 z谩pasov谩 obuv Navy / Silver / Red ,

I get it, I’m talking about something different, but if your managers are treating you like slaves, gently remind them the Emancipation Proclamation was put into effect on January 1, 1863 (for non US readers, I’ll have to do some research).

What I’m focusing on is the application of the principles of Servant Leadership to our how we work with our customers.

Underlying the concept of servant or transformational leadership are roughly 10 principles:

  1. Listening
  2. Empathy
  3. Healing (In a business sense we may think of this more as coaching, mentoring, even problem solving).
  4. Awareness (Both of ourselves and others.)
  5. Persuasion
  6. Conceptualization
  7. Foresight
  8. Stewardship
  9. Commitment to the growth of people
  10. Building community

But what if we examined the principles of servant leadership as applied to selling?

  1. Listening—kind of obvious in engaging customers and understanding their goals, dreams, challenges, problems.  Yet too often, we spend the time talking.  Or we listen selectively, waiting for cues to go into pitch mode.  This is active listening–engaging the customer in deep understanding and conversations in which there is shared learning.
  2. Empathy—if we can’t put ourselves in the customer’s shoes, if we can’t see things from their point of view, we will never be able to connect with them and engage them in meaningful ways.
  3. Healing—in a very real sense, selling is about healing, helping the customer solve problems, helping them learn how to improve.  But this occurs at both an organizational and individual level.  Too often, we miss the connection at the individual level–we focus on the business goals and return.  But we forget how the individual–what do they want to achieve, how are we helping them, how do they see themselves in the situation?
  4. Awareness—there are a couple of perspectives here.  The first focuses on our awareness of the customer, their problems, challenges, and opportunities.  The second is broadening the customers’ awareness of their own situations, of new methods, ways to improve, and so forth.
  5. Persuasion—we talk a lot about this in selling, usually from the point of view of pitching.  I prefer to think of this as a way of helping the customer create and own a compelling need to change.
  6. Conceptualization—this is critical, it’s really about helping the customer create a vision of a new future and how they might get there.  It’s important that the customer is involved in creating the vision–it becomes part of them, rather than someone else’s vision.
  7. Foresight—encompasses the wisdom of past experiences, applying them to helping the customer achieve their goals.  We leverage not only the customer’s own experience, but the experiences of working with other customers in their attempts to solve similar problems.  We leverage these principles in our own process of engaging customers effectively.
  8. Stewardship—this term has fallen out of fashion, but really speaks to personal ownership, accountability, and responsibility.  We see from that stewardship helps center us in our role within our own companies, as well as in trying to be genuinely helpful to our customers.
  9. Commitment to the growth of people—this should be self explanatory.  It’s a drive for our own personal learning and growth, as well as working with our customers, teaching them, helping them learn, helping them address their problems/opportunities and to grow personally/organizationally.  How do we help our customer grow–organizationally and individually.  All this is really a core part of the value we create with our customers.
  10. Building community—as sales people working in complex B2B sales, we know we need support from within our own company, our partners, and others.  We know our ability to grow our relationships within our enterprise accounts and territories is continually building trust and our relationships.

The Servant Sales Person creates superior value with their customers.  The Servant Sales Person creates superior value with their colleagues and within their organization.

The principles of Servant Leadership are also fundamentals to becoming a high performance sales person.

Oh, and by the way, you may want to drop a copy of this on your manager’s desk.  Perhaps, they’ll think of their role in being servant leaders to their teams  😉

 

 

Share this:
ZHENZHONG D谩msk茅 boty na na vodu Barefoot 19880 Flexible Mens Aqua B01G757NNS Slip na vod臎 Pl谩啪ov茅 boty na koup谩n铆 pro koup谩n铆 J谩 jsem modr谩 e6ffe4d
Jun 28 18
Can You Make A Sales Call Without Talking About Your Product?
by David Brock

Imagine you have an appointment with your ideal customer.  The only constraint is that you can’t talk about your product.

Could you make the call?  What would it look like?

I suppose you could talk about the weather, exchange chit chat about the World Cup, perhaps the latest baseball games or cricket matches.

But that wouldn’t be very satisfying to you  or the customer.  It probably would be a very short meeting, because your ideal customer probably doesn’t like to have her time wasted.

What could you possible talk about that would be a good use of the customer’s time?

A good start would be to talk about what the customer is most interested in talking about.

But you’d be wasting your time, and possibly be unqualified if you just spoke about any topic your customer is interested in.

You’d have to harness the discussion to talk about challenges they have about the problems you are the best in the world about solving.

But you’d be forced to talk about it from their perspective–not pitching your product features, functions, feeds, and speeds.

You’d be forced to get the customer to talk about the issues and how it impacts them and their organization.  You’d have to drill down asking them to define the issues specifically.  You’d probably then ask them how it impacts them.  You’d immediately get into how important the issue is in the scheme of things.

You might then guide the discussion to what they’d like to change, when, and why.  You’d probably follow that up by asking their goals or “what would it look like if that problem/challenge were eliminated?”

You might help them realize there might be different ways to look at or think about the issues.  Or you might help them understand they may be overlooking important aspects about the problem or things to consider as they look to eliminating the problem.  These, of course, wouldn’t be product/solution capabilities, these would be change and risk management issues.

Through the conversation, you would help the customer shape their thinking about their urgency in addressing the issues, the impact they of the change, you’d help them create a vision of a future state where they be moving past the problem, addressing new opportunities.

Properly executed, by the end of the meeting, the customer will be left with one question.

“How can you help me do this?”

It’s only then that your solution is relevant–in fact critical to them.  At that point they will be hungry to learn how you can help them.

Think about your next critical meeting with a customer.  Imagine what that meeting would look like without ever mentioning your products.  Even if the customer asks you, don’t give into the temptation, shift the conversation away from the product, focusing on the customer.  Develop your call plan, then execute it.

Magic happens when you do this.

 

Be Sociable, Share!
Share this:
6 Comments
« Older Entries
About

Partners In EXCELLENCE

22715 Barlovento

Mission Viejo, CA 92692, USA

PHONE: +1-949-305-7146

info@excellenc.com

www.excellenc.com

  • Call Me Through Google Voice
    Want to reach me right away? You will be asked to enter your name and number. You have the option to keep it private. Then click connect. The number you entered will be called and then you will be connected with me.
Search

Copyright © 2018 Partners In EXCELLENCE. Titan Theme by The Theme Foundry.

Cancel
Post was not sent - check your email addresses!
Email check failed, please try again
Sorry, your blog cannot share posts by email.