If you’ve ever heard me speak, you know that I have some strong opinions on things related to social media and what I would call “right sales behavior”. It isn’t that my way is the only way, because of course, it is not. Having sold professionally for close to 30-years, I do have just a bit of experience in this area. There are just some things that salespeople continue to do that drive me a little nuts. Add social media into the mix and well…more stuff to rant about.

My mission (and that of our company) is to help sales leaders and their sales team members bring their “A” game to the evolving world of sales. Though aspects of the sales process remain important…things like identifying and assessing needs, crafting solutions that help your customers improve their business or gaining commitment haven’t changed, other things about the process today have changed.

What’s different?

What has changed is that your buyers buy differently! That means that YOU as sales professionals need your sales A-game to include the smart use of social media as part of your overall sales process. Does it?

On to my rant about the little things…

• Take 30-seconds and personalize your LinkedIn connection invitation. I ignore the “friend” requests…save those for Facebook folks. I also pretty much ignore the generic “I’d like to add you to my professional network on LinkedIn. Really, why? Why are we good connections for each other? Why should I have to figure it out? LinkedIn’s policy is that you know the people you connect to, but honestly, I’m open to connect with people I don’t know just yet, but ONLY if you take a minute and let me know who we can help each other. If it isn’t reciprocal, I’m not interested.
• If you want to send me sales spam, could you at least do your homework? Yesterday, I received an email from a Salesforce.com rep asking for 15 minutes of my time to talk to me about the service. Guess what. I’m already a client and have been for several years. Hello?
• Show some respect. If I have explicitly stated on my LinkedIn profile that I don’t want sales pitches, then don’t send them! You only serve to annoy me, and I just tell my net to avoid you like the plague. I don’t care what LinkedIn says about the positive ratio of people willing to respond to your InMail. That only works if you are darn good at personalizing, which most are not, and the person on the other end really needs what you sell. Recruiters this works for but for salespeople, not so much. Respect what people put on their profiles about the type of mails they are open to. Be creative, find another way!
• Stop asking for favors and never offer to do one in return. You have no idea how many people want to “pick my brain” to get FREE information. I’m all for sharing, but too many people cross that line. I’ve learned to be very discerning and say no as needed. But hey, if you buy me an awesome lunch or dinner with a nice bottle of wine, sure I’m open to sharing my valuable expertise. All I ask if that people respect that I do this to earn my living…I can’t give you everything for free! I know people who reach out to me for help with introductions and they NEVER offer to do anything to help me. Don’t even get me started on the people who show up every couple of years looking for help securing a job. Really? You haven’t talked to me in 3 years and the first email since is to send me your resume and ask that I ask my network to help you? Uh…not going to happen.
• Be relevant. Might mean you need to do some homework. I am soooo tired of receiving spam emails that have zip to do with me or my business. It’s lazy and a time waster to shoot out hundreds of email to people that you don’t know and that you haven’t bothered to learn about. Oh, and don’t school me if I have not responded to the sales crap you sent me last month. I didn’t respond because what you offer has nothing to do with me.
• Follow the rules of email marketing. The CANN-SPAM act is very clear…don’t send spam email to people who’ve not opted in to a list. And, you MUST give them an easy way to “opt out”. When you send me email without that option, it really makes me mad. The act says you are “forgiven” if you spam someone once, as long as they can easily opt out. Follow the protocol. In another blog post, maybe I’ll rant about the people selling Opt-In Database services who spam me – I didn’t opt-in to their list – and then give me no way to get off their email. Do you get the concept of opt-in?
• Say, thank you. Is it really that hard to acknowledge people and thank them for mentioning you, sharing your content, tweeting about you, helped you get that introduction, speaking gig or whatever? No, it isn’t. Do it. It is the right thing to do!

Folks, sales is a people business and people buy from people that they know, like and trust. In today’s social world, your prospects also buy from people that their colleagues and friends know, like and trust. Isn’t it time you figured out how to put social selling to work for you in a way that’s focused on what you can give versus what you can get? Relationships matter.

I’d like to suggest that it is time to play a bigger game! Bring it!

This was originally a guest blog post for Selling Power Magazine. I received some really positive feedback about the post, so thought we’d share it with the Social Centered Selling community also.

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Here’s a question for all the sales leaders out there: Why it is so darn difficult to capture, leverage, and pass on the success methodology of your sales superstars?

For the past decade, I’ve worked as a consultant with hundreds of sales leaders from top enterprise companies like Georgia Pacific, GE Healthcare, Blue Cross Blue Shield, UPS Capital Insurance Agency, Earthlink Business, Microsoft, and PepsiCo. They all say the same thing: there just doesn’t seem to be an easy way to get their top producers to share what they know with the rest of the sales team. 

Over the course of my 20-year sales career in the tech industry (during which I sold $1 billion total in products and services) I’ve personally felt this frustration many times. As the landscape of sales has changed, I think I’ve finally figured out why this frustration exists. Simply put, companies and sales leaders are not going out of their way to use technology to build what I call a “commissions community.” 

When I began my sales career as an individual contributor, the freedom of not being chained to a 9-to-5 schedule was heaven. I loved being responsible only for me. I knew that the extra effort that I put into my sales activities meant higher commissions in my pocket, and that’s exactly what I wanted. I’m betting that many members of your sales team feel exactly as I did. After all, top producers respond to three main motivating factors:

1. The potential to earn more money
2. High-level recognition
3. Awards

Sales management can talk all day long about the importance of team collaboration, but let’s face it: that isn’t how sales reps are typically compensated. And why should top performers be asked to carry the bottom twenty percent of the team? Before I got started in sales, I’d worked with peers who dragged their feet on the job, and I hated knowing we were paid roughly the same amount of money even though I busted my butt day in and day out. Rewarding sales performance simply on the basis of individual contributions runs counter to a collaborative culture. 

Another major stumbling block that I see — particularly among dispersed enterprise sales teams — is communication. Conference calls and email exchanges can only take a sales team so far. There’s just no excuse for this in an era where information travels in real time. Part of the reason I decided to co-write a book specifically about sales and social media is because I realized that many sales teams are failing to adapt to today’s selling environment. Your salespeople are selling amid constant digital disruption, and B2B buyers are relying almost exclusively on the social web to search for solutions before they make purchasing decisions. In other words, buyers are deciding what they need and why, without any interaction with a salesperson. “Customer 2.0” expects salespeople to have a global view of their organization and be well versed on their specific issues and challenges. This amplifies the need for team collaboration and support. Lacking a formalized process, platform, or location for internal knowledge sharing and retention, the sales rep is left to sink or swim. And the “I can do it on my own” sales performers who try to manage the customer relationship and sales cycle without internal support or guidance and mentorship from managers and peers may find they are losing more deals than they close.

Now imagine if you could help your top performers see actual, measurable benefits from their investment in a culture of collaboration. Imagine their reaction if they knew that sharing their knowledge with the rest of the team could open the door to earning higher commissions and winning more top awards.The problem is that many sales leaders are not taking advantage of the new kinds of social learning tools that would make these things possible for top performers. A social learning platform facilitates companywide communication in real time and also serves as a repository for valuable information that reps can tap at any time. For example, reps who are stuck in a code red, “I need an answer right now or I’ll lose the attention of this prospect” situation can quickly log on and conduct a search among information that’s been logged in by top performers or experts within the company, start a real-time chat with a peer (or even someone in marketing or customer service), or tap into a wealth of recorded training sessions to find a great answer without having to wait for their sales manager to get a free moment for a phone call or answer an email.

Aside from the intrinsic value of feeling good about coaching and mentoring their peers,how does the sales superstar benefit from taking time out to share experience and knowledge with others on a social learning platform? Some examples of what they might gain include:

• an increased potential to close their own deals more quickly (they can actually use the benefits of a social learning platform to enhance what they’re already doing well),
• larger commissions in their pocket,
• greater visibility with senior management,
• a handy way to retain their top spot in the sales organization.

Sales teams win more when they work together as a community. When sales leaders start embracing social learning, their teams will be able to share ideas and brainstorm approaches to winning sales opportunities. This is the key to unlocking the power of a “commissions community,” where everyone is motivated to put in their best effort to win on an individual as well as a team basis. But sales superstars need to have a clear understanding of the WIIFM (what’s in it for me?) factor.

On a conference call recently, I was reminded of how often people confuse social media marketing with how to use social media over on the sales side of the business. I can understand why this happens. Just yesterday, I received an email from a company who is selling social media training and their blurb says that they can help you to increase revenue. But when you look more closely, the program focuses on helping you put a social media marketing plan together. That kind of messaging has confused people. Make no mistake about it, marketing and sales are different disciplines and how you apply social media to each of those disciplines is also different! Before you assume that you’ve got social media covered because someone in your company is responsible for social media management, be sure to look carefully at what they are doing. I’ll make a big bet that the focus is on marketing and not selling.

The American Marketing Association defines marketing in this way…

“Marketing is the activity, set of institutions, and processes for creating, communicating, delivering, and exchanging offerings that have value for customers, clients, partners, and society at large.”

Wikipedia defines sales in this way…

“A sale is the act of selling a product or service in return for money or other compensation.”

While sales and marketing should have the same goal of generating sales, revenue and profit, the two departments are approaching the goal in very different ways. As a salesperson, I’m the one who meets with prospects, crafts an actual solution to their business problem and negotiates and closes deals. Marketing is doing none of that. Their efforts are largely campaign driven and while their role is vitally important to the process of generating revenue, they are not actually selling anything.

Social media can be applied to the sales process on the front-end of the sales cycle. Using tools like LinkedInand InsideView, the focus is on network and referral building, prospecting for new opportunities, conducting research that leads to identifying key business initiatives (or drivers) that may be the trigger for why your prospect should by from you, better pre-sales call research and more. In other words, using social media to drive sales opportunities is not marketing to build broad awareness, it is being used specifically to get to the right person with the right message at the right time, thus shrinking the sales cycle and moving more quickly to close.

On the sales side, I’m not giving away an iPad to generate “likes” on the company Fan Page. That’s marketing. As a salesperson, I’m using social tools to:

-Create a targeted list of potential prospects to pursue

-Dig into my prospects LinkedIn and InsideView profiles to learn more about them. I’m looking for the best point of connection. Who do I know that they know? What have learned about their company or their industry that might lead to securing that first meeting?

-Participate in groups where my prospect is likely to be and then contributing to discussions to create visibility for myself and demonstrate my expertise in my field.

-Do detailed homework before the first meeting. I’m learning as much about their company as I can, which will demonstrate to my prospect that I understand their business.

As you think about how to put social media to work for your company, remember that you need to focus attention on both the sales and marketing side of the business. And always keep in mind that the goals and practical applications of social media for sales versus marketing should compliment each other, but the “how” you use the tools will be different and serve vastly different purposes.

Increasing revenue depends on being able to quickly penetrate targeted accounts, get to the right decision maker fast, shrink sales cycles and close business more quickly. The question many sales managers are grappling with is how? And in the urgent rush to move leads into the sales opportunity pipeline, I see a tendency to look to the past and default to “what used to work” when times were better.

What got you here, won’t get you there.

Marshall Goldsmith’s book of the same name, clearly illustrates the pitfalls of thinking that whatever strategies worked in achieving past successes will still work now and into the future. In most cases (maybe in all cases), they don’t.

A case in point…

I know of a very large, highly successful company who sells B2B services to their clients. They sell to the business owner or CEO of mid-sized organizations and their services are designed to improve business performance. Like many companies, revenue has been stagnant or slightly declining, which led to senior management determining that something needed to be done. Their solution? Insist that their salespeople hits the streets to “knock on doors” on a weekly basis. These reps are required to visit at least 25 companies, which is followed by completing a form detailing exactly where they went and who they talked too.

Now I don’t know about you, but I think this is about as lame as it gets. What business owner or CEO is sitting around waiting for a stranger to barge into their office with something to sell?

Doesn’t it strike you as ironic that a company selling business performance improvement solutions is using a 1970′s approach to reaching new prospects?

You might be wondering, as I did, who actually believes this will lead to qualified leads and the right kinds of clients for this company. The answer is that senior management does. These folks are the people who started the company, and in its inception, they used tactics like knocking on doors and cold calling to build the business. Because it worked then, they still believe it works now.

Activity should never be confused with effectiveness.

It isn’t the number of doors that you knock on or the number of people that you talk to that leads to the creation of new sales opportunities. What leads to new opportunities is targeting the right type of client for your business and getting an audience with the person who can make the buying decision. Walking into a business office and talking to the receptionist (because I’m pretty sure the CEO isn’t going to take a meeting with a stranger) is activity and not necessarily an effective sales approach if your goal is to move lead to close fairly quickly.

There are 4 ways to gain access.

In an excellent sales book called “Selling to the C-Suite“, authors Bistritz and Read talk about the 4 ways to gain access into an organization and the decision maker you want to reach. They are:

1. Overt – cold calling and knocking on doors falls here.
2. Sponsor – someone credible in the company sponsors you in the door.
3. Referral – a trusted 3rd party makes an introduction for you.
4. Gatekeeper – you connect with the administrative assistant and hope that building a relationship with her or him will lead to that desired appointment.

“84% of executives say they will take a meeting with someone who has been sponsored into the company.”

Clearly, finding ways to be “sponsored” is the way to go. And, as it turns out, 44% also said that they’d meet with someone who had been referred to them by a trusted, credible source. Why then do so many salespeople remain fixated on using approach #1 and #4 to gain access? I believe the answer is that it is easier and creates a false impression that they are “doing something”, instead of focusing their attention on doing the right something.

Seriously, would you rather close a deal in 60-days or 6-months or more?

In the end, shrinking the sales cycle and closing business more quickly won’t happen with a perceived “quick fix”. Achieving this goal requires a little more leg work on the front-end, and the effort is well worth it!

In a forum on Focus, the question was asked, “Why don’t more sales organizations invest in sales training courses?”  It is the million dollar question and one that I’m sure has been asked countless times before.

In a nutshell, my thoughts are…

Whatever is going south in your sales organization today will not be resolved with a short-term emphasis on training.

Revenue in steep decline won’t be back on track with a day’s worth of training. Mediocre sales reps will not magically become superstars.

If you want to change your sales situation, you need to start with taking a hard look at what’s really going wrong in your business. Do you have the right people with the right skills (uh, that includes management)? Do you have the right processes in place? Is your messaging clear? Having you been evolving with today’s Internet savvy executive or do you keep hoping that what used to work will work once again?

Until companies are really willing to ask the tough questions, throwing money at training really makes no sense at all.

While I certainly don’t have all the answers, I do have 6 thoughts on what can be done to better leverage the investment made in a training program:

1. View sales development programs as a process NOT an event. At a prior company, we were given lots of great training, but the programs were all different. That meant that none of the methodology was carried forward over the long haul. I’ve been through Solution Selling, SPIN Selling, Precision Questioning, Situational Leadership, Covey’s 7 Habits, ropes courses, coaching programs – you name it. They were great, but they’ve weren’t tied together and they were not aligned with our sales goals and strategies.
2. Stop forcing your salespeople to drink from a fire hose. Yes, it is important to minimize the time that a sales person is out of the field, but stop trying to cram what amounts to a week’s worth of information into a half-day or full-day program. In today’s wired world, there are infinitely more ways to deliver training programs and not all of them need to be face-to-face.
3. Build accountability into the learning process. The physical training event is only the first step. People are creatures of habit. Without reinforcement on an ongoing basis, people will revert to their old habits. People need to put what they’ve learning action; otherwise, there is no point. Accountability can be in the form of webinars, coaching or creating accountability buddies and teams. Bottom line, if you don’t plan to reinforce the learning, it will disappear in a few short weeks and you’ll be back to where you started.
4. Make sure that the content is current and fits your specific needs. Though the guts of the sales training methodology may be the same for consistency sake, whoever you’ve chosen to deliver your training program should darn well learn enough about your business to truly apply the principles to your unique situation. If they aren’t willing to do that…seek out someone else.
5. Make sure the content is sexy and the delivery appeals to different learning styles. Content must be relevant first and foremost, but what about integrating new technology into the mix. If it’s just PowerPoint…boring. I recently read a great article about a company that created sales management training that utilized the iPad during the course. The fact that an iPad was on each table when these managers walked in was enough to start the positive buzz. During the course, managers completed exercises and sent them to the instructor real-time during the program.
6. Make sure the trainer has cred and has great facilitation skills. Yes, we can learn something from everyone. On the other hand, sales people are finicky. If you have never lived life by a quota, how can you possibly tell me what to do to increase my sales? Fair or not, if you’ve never carried a bag and the audience knows it, it undermines credibility. And whatever you do, vet the facilitation skills of the person you hire. Talk to their references, ask to monitor one of their upcoming programs or request a video clip demonstrating their work. It will mean the difference between audience engagement or not.

Contrary to popular belief, I believe training programs DO work when you take a long-term view and make the financial investment to support your vision. Quick fixes do not exist. They never have and they never will!