Monday, September 9, 2013

Sales Habits That Close More Business

Webster's vocabulary describes the phrase addiction as something that a person does in a frequent and recurring way. After working with salesmen for over 20 years, I found the key differentiator between frequent salesmen and outstanding salesmen is their everyday routines.

Aristotle said it best. "We are what we continuously do. Quality, then, is not an act, but a addiction."

Let's take a look at the top three revenue routines of top manufacturers and analyze the neuroscience and psychological intellect abilities behind the growth of success routines.


Focus is the new aggressive tool for revenue companies. In a world where most individuals have the interest period of a gnat, you can win business by educating your group the power of being existing and targeted.

Contrary to well-known viewpoint, multi-tasking doesn't work, particularly when a salesman is studying a new expertise or mind-set. It has nothing to do with IQ, it has everything to do with how the mind works.

The prefrontal cortex, often generally known as the expert middle, is billed with studying new details. And when studying new details, this part of the mind can only focus on one thing at a time. (It's one of the reasons I don't allow salesmen to turn on their technological innovation during revenue training.)

You don't need a big research to reach this summary. Just implement sound judgment and notice expert sportsmen. When they are on the area or the judge exercising, you don't see them text messaging or verifying their e-mails. They are targeted on performing the performs and exercises. Top salesmen, like top sportsmen, know that focus is required in order to perform the revenue playbook.

CEO's and revenue supervisors unfortunately are unsuccessful on modelling targeted actions. During a conference, they are often the first ones to take out their smartphone to check information. People observe what you do, not what you say, so the concept being sent to the revenue staff is that it's okay not to pay interest.

Here's the paradox. The CEO's and revenue supervisors are the very same individuals stressing that their revenue staff doesn't know the company value undertaking or reactions to probability arguments. Perhaps, it's because associates of your group are following your example. They were active addressing e-mails during a training or training period rather than focusing on creating their abilities.

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