Take Me To Your Leader$
A Salespersonís Perspective
Whatís unique about Take Me To Your Leader$ is that it
gets salespeople, like me, to believe we belong with powerful,
senior executives. Once I felt this confidence, I became a laser
to the executive suite. If this make you uncomfortable, learn as
I did. There is a way to feel that these busy achievers want to
see you, the expert who will help them. There is a way to get to
these decision-makers without alienating subordinates and
there is a way to develop close, professional relationships with
the people that control the company and the decisions.
Everybody knows that if you have access to the Cís and
other senior managers, you have a significant advantage So
why is it that we have so few accounts where we are frequently
talking directly with high level people?
ē Weíre blocked from these movers and shakers.
ē If we do get to them, they are anxious to get rid of us.
ē Then, even if they do talk and listen to us, we never really connect.
ē Finally those who did work well with us in the past are no longer
there for us.
Most of us encounter these problems and often find ourselves
stuck with the subordinates who have little power.
This book will work us through dynamic solutions to these
issues. It shows why obstacles arise and how to avoid or turn
them around. It provides tools to use when confronted with
each of these problems. It reveals the strategies, tactics, and
techniques that the most successful salespeople use.
Finally, Take Me To Your Leader$ provides the skills and
the emotional intelligence to be seen as competent, confident,
and creditable. Then, executives will want to see you, want to
talk with you, and want to do business with you, over and
Marketing, Selling, and
What You Didnít Learn in College
Selling is usually confused with marketing. However, the key
to selling is establishing executive relationships. Confusing,
isnít it? However, this is to be expected since almost no one
ever got an education in selling.
Salespeople feel that when they are out promoting, presenting,
and exposing people to their company and products/services,
they are selling. What they are really doing is marketing,
advertising. Salespeople tend to advertise a great deal because
they have been conditioned that way by the marketing departments
and from what theyíve observed of other salespeople.
The most successful salespeople work on establishing executive
relationships rather than on advertising. They know
executives make the decisions and establishing executive relationships
is the most powerful tool for closing first and then
for follow-up sales. So letís discuss the difference and show
how they relate to selling.
A Salespersonís Biggest Asset
Talking to executives also requires confidence. As we mentioned
before, if youíre confident, you exude confidence
and people, especially executives, pick up on it. If you are positive,
feel secure about talking to this executive and feel comfortable
about yourself in this situation, your chances of going
further with this executive goes up exponentially. When you
ask questions, your executive will respond in a meaningful
way. When you speak, your executive will listen and take
action. Confidence is a salespersonís biggest asset.
Confidence is not arrogance. There is a difference.
Confidence Ė You believe in yourself.
Arrogance Ė You are full of yourself.
Confidence doesnít mean being aggressive, either. The two
are mutually exclusive. A confident person could be aggressive,
or not. Just as an aggressive person may be confident, or
not. Confidence means youíre secure with who you are, what
youíve got, and where you are. Aggressive means you attack.
and Overcome Self Doubt
Lack of confidence, self-doubt, and low self-esteem come
from negative talk within yourself. This negative talk was
programmed into you as a child. See, it was your parents or
friends or significant adult influences that programmed you.
However, that was then. Now, it is you who chooses to hold
on to these programs Ė even if they donít serve you. You can
change this just as you have changed other beliefs in your life.
For example, you probably donít believe that cleaning off your
plate at meals will affect starving children in China or Africa.
However, you may still believe that you never finish what you
start; or that you are always causing problems; or that you will
never amount to anything.
This childhood programming is your biggest asset and
obstacle in life. It can help you succeed and hold you back
from attaining all you are capable of being. Hold on to what
serves you and notice what doesnít, because the negative programming
that holds you back can be changed, and here is
how it works.
Itís About Results, Not Product
This executive will form a relationship with you if he can see
you as a resource to help him with his career. Product benefits
and features are what his people enjoy and use. These are
expected and must be in place. However, what he wants for
himself are those results that will advance him or that will get
him out of trouble with minimum risk of failure or loss. This is
the kind of information he will give you during the interview if
you ask him questions about himself and listen to what he says.
Your mission is to grasp and learn these non-product/service
issues. You must be alert to hear the issue, if raised, and
prepared to ask leading questions if it doesnít come out. For
example, there is nothing wrong in telling this individual that
you want to be considered a valuable asset to him and then ask
him, "What will it take to be considered an asset to you?"
You then must determine how to show him he can obtain this
from you. This may be difficult because these are soft issues
that usually canít be guaranteed Ė i.e. make him look good to
the CEO or Board, help him take advantage of situations or
overcome obstacles or advance his vision for the future. It will
require strategizing. How you will do it? How can he believe
he will make headway through you? As weíll discuss later, it
may take performing and it will take time in service. However,
without your giving him the information, youíll be lucky if he
recognizes your value by himself. Luck is not what Iíd want to
base my success on.
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What others have
said about Sam:
"Before working with
Sam 30% of my people made President's Club. After Sam's training and coaching 70%
of my people went to President's Club."
Deborah Surrette, EVP
"Sam put in a process
that helped reduce bid and proposal cost 30%, increased win rates from 33% to
83% and doubled sales in one year."
Dan Ozley, VP Satellite
"Using what Sam taught
us, increased our hit ratio from 38% to 68%."
Sales Training Manager, Fisher
Rosemount Division of Emerson.