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July 14, 2009

Mountains or Molehills (Mom's Lecture #109)

Tim Roberts

“Timothy Roberts, Lecture #109!”

When mom was mad, that’s typically how the “discussion” started – our formal name followed by a lecture number. And my siblings and I knew exactly what would follow.

Lecture #109 was usually a Timmy special. As a third born hungry for attention I needed to be heard. An arms flying, foot stompin’ temper tantrum typically got the job done.

109 came with 3rd party stories about uncles of yore. Mom was always willing to throw an uncle under the bus if it would get her message across in the moment. Of course, these uncles would miraculously change their evil ways so the story would end, “That’s why you’ve never seen your Uncle Mike act like that again…”

When small things begin to loom large in your mind, it’s time to interrupt the pattern before it becomes rigid. You might even need a perspective pal.

Being Courageous... Five Seconds at a Time

Matthew Neuberger, Authorized Sandler Training Licensee

Becoming a great salesperson takes courage—the courage to do things that make you uncomfortable. Fortunately, you only have to exhibit that courage five seconds at a time.

Truly uncomfortable events happen infrequently but usually at critical times. And, when those critical times occur, they typically last no longer than five seconds. The problem is that, for many sales professionals, five seconds feels like an eternity, and they can’t last. Instead, they wimp out and take the path of least resistance. They fail to understand that the discomfort is temporary and, in relation to what they have to gain, worth tolerating.

For many salespeople, the more time they invest in an opportunity, the more they perceive to be at stake. And, at the very moment that they need to exhibit five seconds of courage by planting their feet and not giving in to a prospect’s wishes that aren’t in their best interest, they cave in for fear of losing the sale.

That’s Not My Monkey

Matt Nettleton

Imagine walking into a prospects office and having them say, “I have a problem, there is a monkey on my back and I want to make it yours.” Any normal person would know better than to say, “Great, toss that over here and let me add that to the monkeys I am already working with.”

As a sales coach, I spend time with quite a few people who have big monkey collections. They have accepted that their prospects and client’s problems are actually theirs. Unfortunately, these monkey collections have some predictable consequences.

First, a large collection of monkeys generates a higher level of stress because they are not yours; and you can not control their constant chatter and it is often all that you hear. Second, a loud noisy troop of monkeys will keep any salesperson from focusing on the right higher priority tasks (typically this is the “I do not have time to prospect” excuse). Finally, because of the constant chatter and the lower level of productivity, a large monkey collection will create the perception that the salesperson is ineffective.

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