2. 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!
Copyright 2012 Program on Persuasion 2
3. 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
4. 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
5. 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.
Copyright 2012 Program on Persuasion 5
6. 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
Copyright 2012 Program on Persuasion 6
7. 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
The Habit Loop
knowing the answer & helping.
Habit loop recurs with each cue.
Copyright 2012 Program on Persuasion 7
8. 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) & Conscious Choice
Response (Routine) we have free
will to choose a better behavior
(Routine)” – Victor Frankl.
Copyright 2012 Program on Persuasion 8
9. 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.
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10. 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.
Copyright 2012 Program on Persuasion 10
11. 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.
Copyright 2012 Program on Persuasion 11
12. 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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13. 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.
Copyright 2012 Program on Persuasion 13
14. SALE Model of De-Briefing
1.Set Time
2.Analyze Execution
3. Transfer Lessons Learned
4.End on High Note
Copyright 2012 Program on Persuasion 14
15. Executing Your
Sales Process
Salespeople are slaves to
their habits. How do you
get them to use the tools
you’ve provided?
ProgramOnPersuasion.com
678-610-6509
Hinweis der Redaktion
Most sales organizations are extremely focused on the lag indicators – sales reports everywhere.We must figure out what are the activities that lead to the WIG. By definition a lead measure must be both predictive & influeneable. It creates leverage on the WIG. It provides levers to pull to get the WIG we are betting on.The idea is create leverage with the DISCIPLINE of acting on these lead indicators until we transform the discipline into a HABIT.
We bring an awareness of what we are currently doing in these “moments that matter most” in the 2-day workshop & continuously throughout our program (i.e. tracking, scheduled visualization exercises – write out what you should do on common CUES that matter most, & tracking moments that matter most).
The Golden Rule of Transformation tells us that the 1st & last part of the habit loop is most familiar to the brain & as such we don’t want to change it. We want to change the routine.We think of Stimulus Response model, but as humans we have “free will” to consciously choose a better course or routine.The Desired Learning Objective is for participants to learn a better routine, a more persuasive technique, a better habit. They learn it in the workshop, they master it afterwards . . . During our execution!
The demo/do training model: during the 2-day workshop, once we draw an awareness of what our current patterns are – we demonstrate a better pattern (do it myself, provide examples thru story & show videos). Then we have participants “do” it themselves, roll up their sleeves & get their hands into it. People learn in 3 different ways (remember our objective during the workshop is learning, later it is mastery): auditory, visual & by doing.We provide a field handbook that provides weekly exercises that help imprint the desired patterns. We provide a real life example of a “cue” in moments that matter most & ask the rep to write up what they should do. We create the simulation but without the stress of time – we remove the pressure & allow them to “deliberately choose” what is the best routine. By writing it down it helps to visualize what they should do. Habits are like water in that “when it rains water finds a path upon which to move & the more it rains the deeper & wider, the more entrenched the pattern of the water – when it ceases to rain, then begins again the water finds & follows the same pattern as before. Everything is created twice, once in your mind, then in real time. Visualization creates strong synaspes within our brains, cue-routine – this is important in how we change the routine. Next, we provide the reps, in their field guide daily tracking reports on the areas that matter most. One of the most proven dietary measures to help people lose weight is to have them write down what they eat each day – when we “see it” we tend to make the adjustments. We ask reps to take 30 seconds after each call (again we must act on the important, not urgent activities). The act of writing it down brings the awareness to old routines & the need to utilize the NEW, more persuasive routines.Finally, Sales Managers should reinforce best routines immediately before joint sales calls & provide immediate feedback during the de-brief – we will demonstrate how we de-brief during the Accountability session.
The demo/do training model: during the 2-day workshop, once we draw an awareness of what our current patterns are – we demonstrate a better pattern (do it myself, provide examples thru story & show videos). Then we have participants “do” it themselves, roll up their sleeves & get their hands into it. People learn in 3 different ways (remember our objective during the workshop is learning, later it is mastery): auditory, visual & by doing.We provide a field handbook that provides weekly exercises that help imprint the desired patterns. We provide a real life example of a “cue” in moments that matter most & ask the rep to write up what they should do. We create the simulation but without the stress of time – we remove the pressure & allow them to “deliberately choose” what is the best routine. By writing it down it helps to visualize what they should do. Habits are like water in that “when it rains water finds a path upon which to move & the more it rains the deeper & wider, the more entrenched the pattern of the water – when it ceases to rain, then begins again the water finds & follows the same pattern as before. Everything is created twice, once in your mind, then in real time. Visualization creates strong synaspes within our brains, cue-routine – this is important in how we change the routine. Next, we provide the reps, in their field guide daily tracking reports on the areas that matter most. One of the most proven dietary measures to help people lose weight is to have them write down what they eat each day – when we “see it” we tend to make the adjustments. We ask reps to take 30 seconds after each call (again we must act on the important, not urgent activities). The act of writing it down brings the awareness to old routines & the need to utilize the NEW, more persuasive routines.Finally, Sales Managers should reinforce best routines immediately before joint sales calls & provide immediate feedback during the de-brief – we will demonstrate how we de-brief during the Accountability session.
Learning is accelerated which is process.Experience is increased which is an asset.These 2 combine to improve future execution.