Lessons from the Driving Range

While I don’t get out to the golf course nearly enough, I do value my time there. Aside from a nice stroll in the countryside (and occasionally in the woods or in the backyards of lovely golf course homes), a few hours on the course almost always teaches or reminds me of some very important lesson from the past. Last week’s reminder? No practice translates into no confidence…and often, a disappointing result.

Prior to last week’s round, I had to rush to the course because of a conference call gone long. I skipped my normal routine at the driving range and the practice green, and I headed out to tee #1. I had so little confidence about my approach and my swing that I had to step away from the tee more than once. Second thoughts, doubts, and a little too much noise in my head prior to that first swing ended in a predictable result. I executed a perfect slice, well short of my target, right behind a tree, which made my next shot nearly impossible.

To summarize the lesson… walk out to the first tee without at least taking a few practice swings, and you are more likely than not to flub your first shot. Don’t want to bother with the practice green? Plan to three-putt a few today….

By now, you know that I am going to relate this to selling, so I will keep this short and sweet. How often do salespeople dispense with practice, in favor of something else? How does that affect their confidence and their execution? What could be more important than practicing and preparation?

As for me, I take my craft very seriously…far more seriously than I do my golf game. “Practice makes perfect confident.

Talent Wars: 2011

The Deadliest Catch… Whale Wars… Dirty Jobs… Cupcake Wars? I just had a great idea for the next reality / competition show for basic cable TV. Clearly, the bar isn’t set very high for these kinds of ideas, so I think I have a real winner on my hands.

I’ll call it, “Talent Wars: The Hunt for The Next Great Salesperson.” It will feature a group of lovable but struggling business owners who are fighting to keep their businesses alive and growing. Their challenge? They have to choose one great salesperson who will deliver results for their business out of a cast of dozens who look the part but lack the skill, motivation, or discipline to actually be effective on the job.

It sounds like great TV, doesn’t it? Sales candidates will have to face challenges with names like “The Objectionator,” “The Low-Reactor,” and “The Commoditizer” to prove their worth as salespeople, and the business owners will have to judge based on their own, unique criteria. Only the “luckiest” business owner will win the prize at the end of the season, and the rest will lose something significant. Some may even lose everything.

Screen tests begin soon.

Worrying About the "New Normal"?

Earlier in 2010, William Gross and Mohamed El-Erian, the heads of Pacific Investment Management Co (better known as PIMCO), coined a term to describe the what the economy might look in the future. The term they coined is “The New Normal,” and it was meant to describe the economic landscape for the next several years or possibly decades.

El-Erian said, “When the U.S. and global economy reset after the crisis, the global economy will look different. This has implications for investment strategies, how you run a business and what you offer your clients.”

When we speak with owners and managers of successful, small to mid-sized businesses, it seems that they have come to a similar conclusion, only they describe the “New Normal” slightly differently. They tend to describe the coming economic landscape as a place where new opportunity is likely to crop up more frequently and in new and different ways. They are optimistic about a market that accepts and adapts to change very quickly, and they see the future, uncertain as it is, as a time when they will be able to adapt their offerings to customers and win new business while others are struggling.

We’re optimistic, too. What is your organization doing to adapt to the “New Normal”? Drop us a line at comments@usr-llc.com.

Old Axioms for New Entrepreneurs?

The Wall Street Journal this week cited answers provided by a group call the “Young Entrepreneur Council” to the following question: “What tips can you offer for creating a solid brand?”

The answers were geared toward younger entrepreneurs, so it would not come as a surprise that the first of several answers to the question focused squarely on “tapping social media.” (I would encourage one to read through the strategies for tapping social media that the YEC offers.) The remaining answers, though, looked as if they could have come from an entrepreneurship primer from an earlier decade. “Understand your customers.” “Make it about the problem you solve.”

Not exactly revolutionary stuff. How could these seemingly “old school” recommendations be of any value to young entrepreneurs in 2011?

It’s simple, really. Generations of business owners have underestimated just how hard it is to really understand one’s customers and to make one’s brand message about the problems one’s organization can solve. Young entrepreneurs have only just begun to experience how hard those things are to achieve.

One of the biggest obstacles to the success of America’s next wave of businesses is going to be the lack of highly-capable salespeople and marketers who really know how to achieve understanding and to fully flesh out and develop customer needs. We hope that those young entrepreneurs who will read the YEC’s recommendation will take them seriously and act upon them sooner rather than later.

Listening to Neil Rackham

I had the opportunity this week to spend some time with noted author and creator of the “SPIN Selling” model, Neil Rackham.  Neil is perhaps best known as the author of not only SPIN Selling but a few other, terrific business books, Major Account Sales Strategy, and Rethinking the Sales Force.  Neil is also the founder of Huthwaite, the company that I worked for before I founded United Sales Resources.  (In the spirit of full disclosure, I am fortunate now to have Huthwaite as a client, and I have a great deal of respect for that organization and for the people who work there.  If I appear in this blog to have a bias toward Huthwaite’s approach to consultative or value-based selling, it’s only because I do.)

Neil was speaking with a group of sales and organizational development leaders about issues that are significantly impacting the growth and the profitability of businesses today.  These “silent killers” as Neil and Huthwaite describe them, are all generally within a sales organization’s control to a degree, but they can be really tricky and, at times, painful to address.  One example of the “killers” was the “Feel-Good Funnel.”  (Look for Huthwaite’s white paper at www.huthwaite.com on this topic soon.)  As I was listening to Neil, my thoughts turned from the large companies that were represented in the room to the small to mid-sized businesses with whom USR typically engages.  I thought, ‘If the large companies represented in this room have overly optimistic views of their own sales pipelines, then smaller companies must suffer from the same overly optimistic feeling about theirs.’  They have no more analytical capability or more data to work with than larger companies.

In fact, small to mid-size companies often have very little or no data to support what is in their sales forecast…if they have a sales forecast at all.  As a small business owner myself, I understand how difficult it can be to make investment decisions when the future is even the tiniest bit uncertain.  Not knowing when you have a problem in your business pipeline is certainly worse than knowing.  And so… sipping my coffee this morning, I resolved that my staff and I will not only do everything in our power to help our clients capture their next, big opportunity, but we will do everything we can to help them see the future more clearly.  We owe them that.