“I just heard an interesting horror story from a seasoned sales professional. She was presenting to a prospect, the prospect interrupted her and said: “you must have been a real star at your Sandler training.” In other words, the customer not only knew he was being “sold” but could identify the sales training firm that had trained the sales rep to sell.

This is not a good thing to happen, but it happens more than you think.  The reason is that many sales training firms continue to be invested in the mistaken notion that successful selling behavior is as reproducible as an assembly line. As a result, they promote a set of highly ritualized behaviors that are supposed to work, but which often just make the sales rep look silly.

The concept of scripted “ritual selling” goes back to the 1930s.  Early sales training (particularly in the automobile industry) was designed to ensure that everyone on the sales team spoke, acted, looked and even moved in the exact same manner, in the mistaken belief that customers would react identically to the same stimuli.  Sales reps were even told how to hold the pen when they handed it to the customer to sign on the dotted line.

Sales rituals (i.e. sales scripts) are mostly absurd.

They’re not based upon any real research but rather upon speculation about what “ought” to work or what worked for the individual who’s selling the training.  As such, they’re a crap shoot anyway.  To make matters worse, most prospects and customer see sales rituals as fakey, manipulative, sleazy and unethical.

…One of the unintentional byproducts of these rituals is to the public at large a career in sales has often been considered futile and depressing, as in the Pulitzer Prize-winning play “Death of a Salesman,” which holds suicide as a better fate than being a salesman.

And, in fact, sales rituals ARE depressing, because they inevitably create massive amounts of rejection.  I suspect that primary reason that motivational training has become part of the sales training regimen is simply that sales rituals create so much failure, producing an almost infinite need to “cheer up” the sales force.

Another byproduct of sales rituals is the injection of magical thinking into the mix.

Since sales professionals are being asked, from the start, to take a leap of faith that sales rituals will work, it’s not surprising that some expect divine intervention as well. You see this tendency towards the supernatural in the motivational writings Dale Carnegie, Napoleon Hill, and Norman Vincent Peale.

Finally, sales rituals have resulted in a certain amount of employee abuse. I’ve heard sales trainers — big names, mind you — explain that the reason their rituals weren’t working was that the sales reps were “stupid” and “lazy.”  Sales managers pick up this way of thinking, needless to say.

In the 1992 movie of David Mamet’s Pulitzer Prize- and Tony-winning play Glengarry Glen Ross, a hot-shot sales trainer (memorably played by Alec Baldwin) is brought in by top management to “motivate” the discouraged troops.

In a much-quoted speech, the character provides both the ritualized bromides (e.g. “A.B.C. – Always Be Closing”) along with crude and abusive motivational training (e.g. “Coffee is for closers!”)  The film admirably illustrates the insanity of this kind of training.

More importantly, the movie illustrates the exact tendency of customers to get wise to the ritual scripts, as when the character played by Jack Lemmon finds that his smooth patter, once effective, no longer works.

What’s the alternative to sales rituals? Well, you can start by throwing out the “sales scripts” you’ve been using. About the only time a sales script works is in cold-calling situations, where you’re playing a numbers game. The rest of the time, the scripts are probably getting in your way.

For almost all sales situations, you’re much better off entering into a real conversation and behaving like a genuine human being rather than a devotee of some sales religion who’s determined to follow a ritualized script.

This requires knowing what your selling, understanding the customer’s business model, and actually caring about them as something more than somebody who’s supposed to play their role in some weird little play that you’re trying to create.”

Well, there you have it.  Mr. James finds sales talks off-putting at their best, and destructive to sales at their worst.  What are your thoughts?  If you sold with Southwestern, is it time to change our sales strategy, or is James off the mark?  He does say, “About the only time a sales script works is in cold-calling situations, where you’re playing a numbers game.”  Southwestern seems to have done well with sales talks over the past 150+ years.

• Peace of mind
• Love
• A sense of security
• Fear of loss
• Providing a good environment for their children 

Try asking feeling-oriented questions. 

All of these reasons are also feelings.  In the Southwestern introduction phase of the cycle of selling, try inserting a couple feeling-oriented questions: 

1. “Mrs. Jones, what is most important when it comes to your children and their education?”
2. “A lot of moms have told me that, by why is it important to you?” 

Ask these questions after you’ve established rapport.  To the first, prospects will likely give you “standard” answers—in the Southwestern example, she’ll probably say, “…to get a good job” or “…to help them prepare for a career.”  You want to dig deeper.  Question #2 does that.  In essence, you’re saying, “Thanks for the nice, generic answer, but really…can we talk?”  The first question opens up the topic; the follow up question goes deeper and is more personal.

If the prospect responds with a feeling level answer, you are getting somewhere.  “I didn’t finish school and it’s always bothered me.”  You have touched an emotional topic.  You can draw her out by asking, “Tell me more.”  If she responds with: “I’ve always felt the only thing that cost more than a good education is not having one.”  Hot button!  I would follow up with: “Wow, Mrs. Jones, that’s pretty profound—why do you feel that way?” Why questions help at this point. Get them talking and keep them talking.  NOTE: Learn to recognize an emotional topic when you hear it; a conversation can be emotional in nature yet be visibly unemotional, if that makes sense.  She will probably not burst into tears. 

If you have examples, please comment!  Remember, the more she discusses her situation, her children, her challenges, her feelings, the better.  With this new knowledge, you can better show how your product can help fill her needs—in the Southwestern example, her educational needs.

In order of conversational depth, here are four areas/topics people discuss: 

1.      Things

2.      People

3.      Ideas

4.      Feelings

Let’s explore these conversational levels. 

Things are easy: the weather, local events, what you do for a living—all these are “safe” conversation points.   Talking about people is slightly more volatile, especially if they are controversial, but everyone spends a lot of time talking about other people.   

Now defcon 3: Ideas.  Ideas are more complex still, since you can be venturing into emotional areas.  Remember asking a mom something innocuous, like: “So, Betty, how do you feel about the school system here?”  And Boom!  You get an earful, since you waded into the arena of ideas, specifically education. 

Finally, there is level 4—feelings.  Few people openly talk about their feelings, especially with a college student who is sitting in their living room.  BUT, it pays to address her emotions.  People buy for emotional reasons, and justify their decisions with logic.   

Why do people buy things?  Using Southwestern as an example, Mrs. Jones buys because she has 1) a loving obligation to provide for her children and 2) a sense of responsibility for her children and their lives.   These reasons are also feelings.  How you get her to tap into a “feeling level” will be discussed in the next blog.  Stay tuned and feel free to comment—it will help our other Southwestern salespeople!

Hey Southwestern students, sales managers, alumni and executives!  Here is a short, pithy article from John Maxwell’s leadership blog.  This is great advice for people who have to present to audiences or make group presentations.  It is also great sales advice when you’re in a one-on-one Southwestern demonstration.   Avoid the ya-da ya-da’s.

Communicating 101 [read "Southwestern Company Sales Tips 101"]

“Instructions for making a speech: Be sincere; be brief; be seated.” 

~ Franklin D. Roosevelt

In Communication, Speaking Overtime Is a Crime, so…SAY IT SOONER

Mark Twain once attended a church service during which the city missionary passionately appealed for donations to aid the community’s poor.

“The appeal had so stirred me that I could hardly wait for the [offering] plate to come my way. I had four hundred dollars in my pocket, and I was anxious to drop it in the plate and wanted to borrow more. But the plate was so long in coming my way that the fever-heat of beneficence was going down lower and lower – going down at the rate of a hundred dollars a minute. The plate was passed too late. When it finally came to me, my enthusiasm had gone down so much that I kept my four hundred dollars – and stole a dime from the plate. So, you see, time sometimes leads to crime…”

The long-winded preacher had persuaded Twain, but then proceeded to drone on for so long that he nullified the appeal his message. The moral of the story? Be brief.

In Communication, Complexity Is Creepy, so…SAY IT SIMPLER

When communicators try to say too much they creep away from their main idea. Too many points and principles muddy the message. Communicators need to adjust their volume—not by raising their decibel level, but by cutting back on their amount of content. Our words purchase the most when spent sparingly.

In Communication, Audiences Are Forgetful, so…SAY IT STICKIER

Great speakers communicate memorable messages that stick in the minds of the audience. Don’t be lazy and merely share information; put in the energy and effort to say things in an interesting way. Couch your core ideas in catchy slogans that the audience can quickly latch onto and easily recall. Use shocking statements or statistics to lower your predictability and pique the interest of listeners. Finally, and most importantly, craft your speech in a way that connects with the wants of the audience. People perk up and pay attention when they hear something that addresses their deeply felt needs.

Get to the point!  Be succinct and memorable.  Then be quiet.  How many of us have talked ourselves out of a sale because we spoke too much?  Blah, blah, blah.  How many of us have watched entire rows of students fall asleep in Southwestern’s Sales School because we loved the sound of our voices?  I welcome comments or examples.

Southwestern Company students: Don’t saturate Mrs. Jones with too many words–take heed of this sage advice!

Hey Southwestern Company Recruiters!  Ever had one of those info sessions when the energy in the room just fizzled?  You full-timers, have you called on Southwestern Company Student Managers at the conclusion of your info session who delivered gripping testimonials, like: “I really learned a ton.  About people.”

Wow.  That makes me want to join!

Most student manager responses to ”What did you gain from the program?”  Or, “what did you appreciate most about your experience?”, are lame.  “Uh…I learned a lot about communication skills…”.  Open a window!  These kind of bland statements don’t deliver the kind of message you want as you wrap your explanation of the program.

So here’s a little formula that works.  When the person conducting the info session asks, “_______, what did you gain from your first summer?”,  here’s how I’d suggest you answer:

1)  “Well, what scared me most was…(then relate one of your fears to what the first years in the room are probably feeling).  Example: “leaving home for the first time” or “not having a guaranteed salary.”

2)  “But what gave me confidence was…(then relate a confidence-builder).  Example: “I felt like if they could teach 2500 other college students to do this every year since the Civil War, they could teach me.”  Choose your own.

3)  “But what I gained/learned was…(then answer the original question–be specific and forceful!)  Example: “I really came home with more self-confidence–confidence to present in class, confidence to ask someone out, even confidence to become an officer in my fraternity.”  Develop your own answers, but be sure they involve some feeling and conviction!  You’ll know you’re giving a good testimonial when you see the prospects nodding their heads in agreement.

Give this a try.  You’ll find your closing percentage just might go up.  Do you have good info session finishers?  How does your org do this?  Please share with us at Southwestern Company!

“I see what you’re saying.”

“I hear you.”

One thing I preach from stage at The Southwestern Company’s Sales School is flexibility.  Whoever has the most flexibility has the most influence—this is one of the tenets of NLP.  So, the best salespeople have the greatest ability to adapt to their prospects. 

Now here’s your Bible study for the day.  I was reading 1 Corinthians 9:19-22, where Paul discusses how he shares his faith with all different types of people.  He states: 

“For though I am free from all men, I have made myself a slave to all, that I might win the more.  And to the Jews I became as a Jew, that I might win Jews; to those who are under the Law, as under the Law, though not being myself under the Law, that I might win those under the Law; to those who are without law, as without law, …that I might win those who are without law.  To the weak I became weak, that I might win the weak; I have become all things to all men, that I may by all means save some.” 

Without stepping on anyone’s spiritual toes here, I would contend that Paul is quite effective, not only as an evangelist, but also as a salesperson.  A good salesperson “is all things to all people.”  In other words, good salespeople adapt their message to each individual prospect.

When I was selling books with The Southwestern Company (back during Bible times), I did not approach all my prospects the same way.  When I called on factory workers, I presented my products differently than when I was giving a demonstration to a college professor.  My approach to a middle school teacher was different than my approach to a farmer.  I varied my diction, language, speed—all in an effort to help my prospects feel more comfortable with me, thus increasing the chances of their buying. 

Do you adapt to the prospect at hand?  Are you flexible?  Or do you use a one-size-fits-all delivery?  Are you interesting to people, or just a droid who has an appointment?  Let me know your stories from the bookfield or elsewhere.  Share a thought or a comment! 

What Paul said nearly 2000 years ago still holds true–whether you’re a believer or not–believe that flexibility wins the day in sales.

I thought about it for a moment.  And replied, “First, you have to prepare, then you have to visualize what you want to happen, then you have to practice.”  

Before giving a talk at The Southwestern Company Sales School or anywhere else, I had to know everything I could about the audience: who they were, what their expectations were, what the main message should be.  In other words, I would adapt my message to the audience. You can’t deliver the same talk to a group of college students and to a group of Estonian real estate agents (more on that in a future blog). 

After drafting and redrafting, I would visualize the audience-how they would receive the talk-engaged, taking notes, laughing, enjoying themselves.  I would spend a few minutes picturing what I wanted to happen. 

Finally, I’d practice.  Sometimes in front of a mirror, sometimes outloud in my office. Always, I would look for opportunities to speak.  You have to try finally; you have to get in front of people and execute to improve. 

Later I thought this little 3 step formula for success in public speaking also applied to the art of selling.  First, you have to prepare-you have to spend time with your product.  It would be a great idea if the Southwestern students would read through and use the books they sell before the summer.  Also, knowing their sales presentations would be key.   Obviously, a good salesperson would sell books to a wheat farmer differently than to a university professor. In other words, they would adapt to their audience. 

Second, before each sales situation, it would be wise to visualize what you wanted to happen.  So many salespeople run the wrong DVD (or Blu-ray) in their heads before they knock on a door-instead of picturing success, they run a video of what might go wrong…not the best mental strategy.  We don’t get what we want, we get what we picture. 

Lastly, to be successful in sales you have to actually talk to a prospect-you have to try!  I can read lots of instructional books on golf, but until I actually pick up the clubs and attempt golf, well, it’s all academic.  Surely, you make mistakes, but these provide feedback as to how you can improve as you practice.  As Ken Blanchard said, “Feedback is the Breakfast of Champions.”

The metaphor for CPR comes from my “Bringing Your Presentation A.L.I.V.E.”  disc on my 6 disc audio program “The Audience is NOT in their Underwear”.

The C stands for “Cut” open the wound. You do that by simply bringing up a pain point or a point of dissatisfaction for your prospect or audience. Simply bringing up a topic like this in your presentation will generate some emotion in your audience. If in sales you could say something like “has it ever happened to you where [your last product] failed on you?” Or as a speaker you could say “have you ever had [specific negative experience] happen to you?” Most presenters make it this far.

However, where the real magic happens is with P which stands for “Pour” salt on the wound. Pouring salt on the wound means that you allow your audience to focus on the pain and to an extent re-live whatever that negative experience was. This of course is critical as a presenter because it generates a wave of emotion and we know people don’t buy on logic; they buy on emotion – regardless of whether you are selling a product or an idea. The way you “pour” salt on the wound is by asking a feelings question like “how did that make you feel when [specific negative experience]?” Or ask the audience to tell you more or at least think in detail about that experience. Only the best of the best presenters and salespeople ever do this.

The R is the simplest part which stands for “Remedy” the pain. Most of us are fairly good at naturally explaining whatever our product or idea is and that is what you do hear. The reason why we don’t have better results from our communication is because we haven’t prepared our audience for this part yet. The difference is that now you have emotionally prepped them to receive your message which is critical in any communication process.

Rory Vaden, former Southwestern Company superstar,  has accomplished much since graduation: he was the 2007 World Champion of Speaking 1st Runner Up, he has authored two books, and co-founded Success Starts Now!, a top-tier sales training organization.