Executing Your Sales Process Salespeople are slaves to their habits. How do you get them to use the tools you’ve provided?
Nov 01, 2014
Executing Your Sales ProcessSalespeople are slaves to their habits. How do you get them to use the tools you’ve provided?
2Copyright 2012 Program on Persuasion
Why Should Your Sales Reps Change?
“Dr Einstein, how could you possibly give the same physics exam two years in a row?”
“Because, in the last year . . . The answered have changed!”
And so it is with selling, the questions are the same “how do we grow” – the answers have changed!
Where do you want your reps to change?
Narrow the focus of change to the moments that matter most.
Rep’s face-to-face interactions with customers matter most.
Your objective is to establish improved behavior to execute your sales process.
Copyright 2012 Program on Persuasion
Bring Awareness to Existing Behavior
“Most ailing organizations have a functional blindness to their own defects” - John Gardner
It’s not that they can’t fix the problem, they can’t see it.
Reps must recognize their current behavior (real-time feedback, role-play scenarios, etc).
Copyright 2012 Program on Persuasion
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New Behaviors for Moments that Matter Most
Teach better behaviors for these moments that matter most. This should be part of your sales process.
These new behaviors are controllable by rep & drive results.
Once rep understands better behaviors, your sales process, we must transform into Habits.
6Copyright 2012 Program on Persuasion
4 Steps to Transform Behaviors Into Habits
1. Awareness of Habit Loop
2. Golden Rule of Transformation
3. Imprint the Desired Pattern
4. Group Accountability Sessions
Navy Seals Tip of the Spear
7Copyright 2012 Program on Persuasion
1st Step: Awareness of Existing Habit Loop
Rep is triggered by customer’s cue: Example: “I have a problem”.
Rep’s reflex or routine: Example: “Here’s My Solution”.
Rep’s Reward: Satisfaction of knowing the answer & helping.
Habit loop recurs with each cue.
The Habit Loop
8Copyright 2012 Program on Persuasion
2nd Step: Golden Rule of Transformation
The beginning (Cue) & end (Reward) are most familiar to the brain – you do not want to change these.
Change the middle (Routine) to the newly learned, better behavior.
“In between the Stimulus (Cue) & Response (Routine) we have free will to choose a better behavior (Routine)” – Victor Frankl.
Conscious Choice
9Copyright 2012 Program on Persuasion
Habits are like water
Habits are like water finding it’s path for the first time. The more rain - the deeper & wider the entrenched pattern.
When it ceases to rain, then begins again – the water finds & follows the same pattern as before.
We must create these new, powerful patterns of desired behavior to replace existing routines.
10Copyright 2012 Program on Persuasion
3rd Step: Imprint the Desired Pattern
The desired learning objectives are the better behaviors.
Teach behaviors with demo/do training model. Show reps how to do it & then have them do it.
Imprint the patterns using visualization techniques. Everything is create twice – once in your mind, then in real time.
Reps self-track after each call.
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4th Step: Group Accountability
Groups of people with common objectives hold each other accountable.
Creating a cadence or rhythm maintains focus & efficiency.
This is the key to all other steps. Human nature is to be more accountable to groups than self.
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Groups Provide Validation
Individuals follow a cadence that reviews their personal commitments.
Group scoreboards compare individual’s progress towards better behaviors.
Individuals De-Brief to group.
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De-Brief is Accelerated Learning
Each rep de-briefs one of their key sales calls.
Begin by comparing call objective vs. execution outcome.
Review errors & successes against the sales process.
Determine root cause & commit to next step of improvement.
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SALE Model of De-Briefing
1.Set Time
2.Analyze Execution
3. Transfer Lessons Learned
4.End on High Note
Executing Your Sales ProcessSalespeople are slaves to their habits. How do you get them to use the tools you’ve provided?
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