Break Through Barriers

Resolution Selling℠

Sales Leadership:
Coaching Your Team to Break Through Barriers,
Maximize Sales and Dominate the Competition

Sales Leadership
01. Role of Sales Leadership

Sales Leadership Training Timeline
SALES LEADER ONLINE
ASSESS
TRAINING REINFORCEMENT

Pre-Work 3 - Days 6 Months

6 Month Program

Sales Leadership

Objectives:
•Examine personal qualities as a sales leader in order
to build on strengths and improve performance

•Identify specific challenges that impact performance of
sales leaders and overcome them

•Classify levels of sales leadership to uncover ways to
motivate reps at each level

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Sales Leadership

Exercise:

Pipeline Analysis

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Sales Leadership

Sales Manager Goal:
To have 100% of your sales reps Start,
Drive and Complete sales on their own
in order to consistently meet and
exceed quota.

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Sales Leadership

Exercise:

My Sales
Leadership Strengths

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Sales Leadership

Exercise:

What is Sales Leadership?

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Sales Leadership

Exercise:

Sales Blocks

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Sales Leadership
Three Levels of Sales Leadership

Level 1 - Supervisor Level 2 - Coach Level 3 - Partner
(LOW LEVEL ISSUES) (INTERMEDIATE LEVEL ISSUES) (HIGH LEVEL ISSUES)

Sales Leader deals with: Sales Leader deals with: Sales Leader deals with:
• Tardiness • Time Management • Strategic Planning
• Not following directions • Prospecting • Advanced Sales Development
• Incomplete paperwork • Asking Good Questions
• Lack of participation • Market Penetration
• Networking Skills
• Overly defensive
• Positioning • Sales Support
• Laziness
• Complaining/Gossip • Qualifying • Allocation of Resources
• Excessive pessimism/Negativity • Closing
• Presentation Skills
• Inappropriate language/Behavior • Following-Up with Prospects
• Constant emotional problems • Advanced Positioning
• Customer Service
• Poor decision making • Referrals • Co-Facilitation of Sales Meetings
(personal and professional life)

Parent/Child Relationship Coach/Player Relationship Partner Relationship

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Sales Leadership

Exercise:

Coaching and Motivating for
Sales Success

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Sales Leadership

Definition of Sales Leadership
Sales Leadership is about bridging
the gap between the strategic
direction of the company and the
tactical implementation in order to
achieve predetermined sales goals
through your salespeople.

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Sales Leadership

Your top priority as a Sales Leader is
to hire and develop exceptional
salespeople.

Replicating success across your entire
sales team through observation,
coaching, feedback, and
accountability supersedes all other
Sales Leader activities.

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Sales Leadership

There is no other activity that you
can engage in that compares to the
importance of being a coach to
salespeople on your team.

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Sales Leadership

“The burden of sales success does not fall on the
shoulders of the salespeople. It rests on the
shoulders of the Sales Leaders. Their ability to
hire, coach and lead their teams is the
determining factor between sales failure and
long-term sales success.”
- Barrett Riddleberger

Page 13

Sales Leadership
Module 4: The Sales Champion Battery™

REFLECT
Ask yourself, for this module:

•What did I learn?

•What does that mean to me?

•What am I going to do differently?

2. Your Sales
Leadership Results

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Sales Leadership

Objectives:

• State the four behavior styles

• Describe your natural sales leadership behavior style

• Chart your team’s behavior style

• State the seven core motivators

• Describe your primary sales leadership motivators

• Chart your team’s motivators

• Identify your top cognitive strengths and areas of development
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Sales Leadership
05. Sales Champion Battery

CAN HOW
Sell? Manage?
Sales Skills Sales Leadership
Personality

WHY WILL
Manage? Manage?
Sales Leadership Sales Leadership
Motivators Mentality

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Sales Leadership

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Sales Leadership

Bill O’Reilly Oprah Winfrey Donald Trump
Decisive Personality Traits
• Direct • Aggressive • Intense • Assertive
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Sales Leadership

Will Smith Kelly Ripa Jim Carrey

Interactive Personality Traits
• Friendly • Charming • Persuasive • Fun
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Sales Leadership

Gwyneth Paltrow Clint Eastwood Norah Jones
Stabilizing Personality Traits
• Methodical • Easy Going • Laid Back • Calm
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Sales Leadership

Bill Gates Meg Whitman Steve Jobs

Cautious Personality Traits
• Analytical • Detailed • Factual • Reserved
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Sales Leadership

Turn to
GREEN tab

Sales Leadership

Turn to
BLUE tab

Sales Leadership

Natural Style (Real Me) Adaptive Style (Me on the Job)

Sales Leadership

Decisive
Interacting
Stabilizing
Cautious

Sales Leadership

Midline

Sales Leadership

Common
Personality Types

Sales Leadership
Decisive

Executives
Entrepreneurs

Sales Leadership
Interacting

Sales Marketing
Training

Sales Leadership
Stabilizing

Admin Operations
Customer Service

Sales Leadership
Cautious

Technician Accounting
Engineering

Sales Leadership

Extrovert

Sales Leadership

Drill
Sergeant

Sales Leadership

Friendly
Farmer

Sales Leadership

Introvert

Sales Leadership

Friendly
Analyst

Sales Leadership

Quiet
Intensity

Sales Leadership
How your style may initially react with various styles.

Discomfort Zone
High Low
Comfort Comfort
Zone Zone

Comfort Zone

D D D S I D C D

I I S I C I S S

C S C C

Sales Leadership

Behavior Guidelines

style
1. Know your ____________.

style
2. Know your prospect’s _____________.

Modify
3. ____________

Sales Leadership

Exercise:

DISC – Where are My Reps?

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Sales Leadership

Turn to
YELLOW tab

Sales Leadership

VALUES GRAPH

Mean Score

7 Motivators

Sales Leadership

AESTHETIC
Motivated
by Art,
Nature &
Beauty

Sales Leadership

AESTHETIC
Appreciate,
but Not
Driven by
Beauty

Sales Leadership

ECONOMIC

Money
Motivated

Sales Leadership

ECONOMIC

Not Driven
for Money

Sales Leadership

INDIVIDUALISTIC

Value their
Uniqueness

Sales Leadership

INDIVIDUALISTIC

Prefer to
Work on a
Team

Sales Leadership

POLITICAL

Power &
Control

Sales Leadership

POLITICAL

Not Driven
by Control
or
Leadership

Sales Leadership

ALTRUIST

Empathetic
& Sacrificial

Sales Leadership

ALTRUIST

Self
Reliance

Sales Leadership

REGULATORY

Clearly
Defined
Code

Sales Leadership

REGULATORY

Rules Can
be Relative

Sales Leadership

THEORETICAL
Broad
Interest in
Learning

Sales Leadership

THEORETICAL
Narrow
Interest in
Learning

Sales Leadership

Common
Value Types

Sales Leadership

Entrepreneur

Salesperson

Sales Leadership

Professor
Researcher
Trainer

Sales Leadership

Clergy

Sales Leadership

Artist
Designer
Travel Agent
Nature Lover

Sales Leadership

Exercise:

Values – Where are My Reps?

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Sales Leadership

Attribute
Index
Turn to the
RED tab

Sales Leadership
Internal Factors

Sales Leadership
2 Variables
1. Score

“Your level of Clarity and Focus”

Sales Leadership
2 Variables
1. Score

• 8 - 10 = HIGH
• 6.5 - 8 = MODERATE
• Below 6.5 = LOW

Sales Leadership
2 Variables
1. Score
2. Bias

“How you feel about that dimension”

Sales Leadership

Bias – 3 Options

Negative Bias Neutral Bias Positive Bias
Undervalue Balanced Overvalue
“Pessimistic” “Objective” “Optimistic”

Sales Leadership

Empathy

People Dimension
• Relationships
• Uniqueness/Singularity
• Emotions
• People Perspective

Sales Leadership

Empathy

Ability to:
• Appreciate others

• Understand people

• Perceive needs of others

• Adapt to different kinds of people

• Be sensitive to and empathize with the life situations
of others

Sales Leadership
Practical Thinking
Task Dimension
• Results
• Comparisons
• Properties
• Relative Thinking

Sales Leadership
Practical Thinking

Ability to:
• Pay attention to detail

• Utilize resources

• Understand the functions of people at work

• Adapt to different situations as they relate to tasks

• Understand the work and labor process

Sales Leadership
Systems Judgment

Systems Dimension
• Procedures
• Laws
• Policies
• Rules

Sales Leadership
Systems Judgment

Ability to:
• Understand structure

• Think and plan

• Understand authoritative order

• Understand the “big picture” and corporate objectives

• Understand policies, plans or strategic changes

Sales Leadership

Self Esteem/Self Belief

Self Dimension
• Self-Awareness
• Self-Worth
• Self-Control
• “WHO am I?”

Sales Leadership

Self Esteem/Self Belief
Ability to:
• Understand inner worth

• Understand your reality

• Give yourself credit and respect for the person you are

• Understand knowledge of yourself and your uniqueness

• Know the clarity of your personal strengths, weaknesses,
accomplishments and potential

Sales Leadership

Role Awareness

Role Dimension
• Enjoyment of Job
• Role Awareness
• Role Confidence
• “WHAT am I?”

Sales Leadership

Role Awareness
Ability to:
• Understand what I am

• Understand your roles

• Understand your place in the world

• Identify personal and professional role fulfillment

• Create harmony between personal and professional life

Sales Leadership

Self Direction
Future
Drive Dimension
• Personal Drive
• Sense of Mission
• Long-Range Planning
• Persistence
• “WHO & WHAT should I be?”

Sales Leadership

Self Direction
Future
Ability to:
• Understand “ideal” self

• Self organize

• Develop a path to reach the ideal self

• Understand the present and its impact on the future

• See unity with your “future self”

Sales Leadership
Module 1: Introduction

Sales Leadership
Module 1: Introduction

Exercise:

Role Play –
Motivational Conversations

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3. Sales Coaching Model

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Sales Leadership

Objectives:
•Explore how the Coaching Model can help achieve the
Sales Leader’s Goal

•Apply the Coaching Model to improve reps’ sales success

•Produce a calendar to help effectively schedule weekly
activities

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Sales Leadership

4 Primary Questions to Answer:

• WHY is this salesperson NOT meeting quota?

• WHY IS this salesperson meeting or
exceeding quota?

• WHAT needs to CHANGE?

• WHAT was the RESULT?
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Sales Leadership

GOALS of the Sales Coaching System

To help your Salespeople:

1. Self-evaluate their performance

2. Self-prescribe their development

3. Self-motivate
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Sales Leadership

Sales Coaching Process
1. Observe
2. Define
3. Develop
4. Coach

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Sales Leadership

Step 1: Observe
• Observe salespeople in the field and on the phone in order to
identify specific strengths and areas of development.

• Acquire sufficient information about salespeople’s
performance to coach them to meet and exceed their sales
quota.

Field
Coaching
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Sales Leadership

Exercise:

How Often Should I Be in the
Field Coaching My Sales
People Each Month?

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Sales Leadership

Enterprise Sales:
How often should you be in the field coaching your
salespeople each month?

Sales Calls: ??
(Set Appointments)

Prospecting: ??
(Door Knocking & Phone Calls)
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Sales Leadership

Inside Sales:
How often should you listen to your sales reps phone
calls each week?

Phone Calls: 2x per week per Rep
(Set Appointments)

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Sales Leadership

Step 1: Observe

Sales
Meetings

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Sales Leadership

If Sales Meetings
were NOT required,
who would show up
or listen in?
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Sales Leadership

What should be the PRIMARY focus of the sales
meeting each week?

To help the sales reps make more $$$

Sales Development (Reinforce Sales Process)

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Sales Leadership

Step 1: Observe

1-on-1
Sessions

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Sales Leadership

What should be the PRIMARY focus of
the One-on-One Sessions?
• WHY sales rep IS/IS NOT performing
• Qualification of pipeline
• Forecasting sales opportunities
• Sales strategy/Performance improvement
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Sales Leadership
Step 2: Define

• Define the type of conversation you will have with your
salesperson.
What type of conversation will you have?
• Encouragement
• Disciplinary
• Motivational
• Ideological
• Training
• Coaching
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Sales Leadership

Exercise:

Defining Coaching Conversations

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Sales Leadership

What is a Contact?

• How do you define a “contact”?

•Before your sales rep makes a phone call,
knocks on a door, attends a trade show or
networks at a business event, make sure you
have defined and agree on what a legitimate
contact really is.

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Sales Leadership

What is a Contact?
Examples:

A CONTACT is a:
 Door knocked on by a sales rep.
Door knocked on by a sales rep that was opened by a prospect.
Door knocked on by a sales rep that was opened by a prospect where the rep got to talk
with an Influencer.
Doors knocked on by a sales rep that were opened by a prospect where the rep got to talk
with the Decision Maker.
Business card.
Phone call.
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Sales Leadership

What is a Contact?
Examples:

A CONTACT is a:
Phone call where the sales rep spoke with someone in the company.
Phone call where the sales rep spoke specifically with an Influencer.
Phone call where the sales rep spoke specifically with the Decision Maker.
Phone call where the sales rep left a voice-mail.
A conversation with an influencer at an event or trade show.
A conversation with the decision maker at an event or trade show.
Referral.

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Sales Leadership

What is a Contact?
Example: If the outside sales rep knocks on a door, talks to an
employee (regardless of their position) and gets a business owner’s
name, is that considered a contact? What happens when the sales
rep goes back to the office and then calls that business owner on
the phone? Is that considered one or two contacts?

•Regardless of how you define the word “contact,” you and your
sales reps need to know what a contact is so you can determine
the sufficient quantity for that rep to achieve their sales quota.

•Once that is established, measuring and coaching your reps about
their prospecting activities becomes much clearer.
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Sales Leadership

Exercise:

What is a Contact?

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Sales Leadership

Step 3: Coach

Determine WHY your salesperson IS or IS NOT meeting quota and
WHAT you both need to do in order to improve performance.

Use the One-on-One Coaching Guide to answer
the question:
Why is my salesperson NOT
meeting their Sales Quota?
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Sales Leadership

Exercise:

Open-Ended vs.
Closed Questions
• If you ask an open-ended question, you should get an open-ended answer.

• If you ask a closed question, you should get a specific (e.g., “yes” or “no”)
answer.
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Sales Leadership

RESOLUTION Selling®

1
Contacts
• Quantity
• Quality
2
1st Appointments
• Qualify
• Quantify
3
Proposals
4 Page xx
Closes

Sales Leadership

• One-on-One Action Plans

• One-on-One Coaching Guides

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Sales Leadership

Coaching Principles:
1. Your goal is to answer the question – “Why is this sales rep NOT meeting quota?”

2. Define the CONVERSATION TYPE at the beginning. “The purpose of this
conversation is…”

3. Stay on the ROAD OF REALITY – Don’t get pulled into the weeds!

4. PAUSE – Take time to think about your question.

5. Don’t ask two questions at the same time.

6. Don’t answer your own question.

7. When possible, keep your questions short. Page xx

Sales Leadership

Coaching Principles:
8. Keep your questions direct.

9. Don’t INTERRUPT! Don’t try to HELP! Let them THINK!
a. Silence = Thinking; Thinking = Growth

10. Allow your sales rep to develop their improvement plan. You want them to take
OWNERSHIP of it.

11. Don’t be too quick to agree with their argument/defense/complaint.

12. Be prepared to RUN THE PLAY over and over again.

13. Know the line between coaching and therapy… and don’t cross it.
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Sales Leadership

Words/Phrases:
1. “That’s not what I asked you.”

2. “We’ll get to that later. Right now let’s stay on topic.”

3. “That’s not relevant to this conversation.”

4. “Let’s try that again.”

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Sales Leadership

Exercise:

Pipeline Analysis, Part 2

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Sales Leadership

Exercise:

Coaching Calendar

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Sales Leadership

Coaching Discussion
• What is causing a “roadblock” for my salespeople?

• Do they have enough time to actually do their job
successfully?

• What needs to change?

•What can I do as the Sales Leader to help them
improve their time and priorities?

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Sales Leadership

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Sales Leadership

Step 4: Develop

•Create an Action Plan for
development.

•Prioritize the specific next
steps you and your salesperson
will take in order to improve
performance.

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Sales Leadership

Step 4: Develop

This is a SAMPLE from the One-on-One Action Plan
OWNERSHIP
ISSUE TO FIX/IMPROVE (Be specific)
Rep/SM/Org
Bucket #1 - Insufficient # of contacts. Only making 50 Rep
contacts per week.
Bucket # 2 - Failing to fully qualify every sales Rep
opportunity.
Insufficient # of coaching call observations. SM

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Sales Leadership

Step 4: Develop

This is a SAMPLE from the One-on-One Action Plan
START EVALUATION
ACTION PLAN (S.M.A.R.T. Objectives)
DATE DATE
I will improve my prospecting activity by increasing
my number of contacts from 50/week to 80/week in
2/17 2/24
the Primary Care vertical on Tuesday and Wednesday
mornings from 9am-12pm each day.
I will qualify new prospects on every 1st appointment
by filling out the Qualified Prospect form and then
2/17 2/24
reviewing it with my Sales Manager in our 1-on-1
sessions.
I will increase the # of coaching calls to 1/week until 2/21 3/30
<rep name> achieves quota.

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Sales Leadership

Exercise:
ISSUES TO FIX/IMPROVE – What are the specific issues
that need to be fixed or improved in order for your sales
rep to achieve and exceed their sales quota? List them
one per box.

OWNERSHIP – Identify who is responsible for this issue.
Is it the Salesperson, Sales Leader or the Organization?

ACTION PLAN – What S.M.A.R.T. objectives will you and
your rep set?

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Sales Leadership

4. Resolution Selling Overview
and Qualifying Prospects

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Sales Leadership

Objectives:
•Introduction to Resolution Selling

•Apply the characteristics of a qualified prospect

•Differentiate between a qualified pipeline and an
unqualified pipeline

•Practice the qualifying conversation in order to coach your
sales reps

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Sales Leadership

Sales Model
1. Prospect
2.Build Trust
3.Analyze Needs
4.Present
5.Close

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Sales Leadership

Sales Model

1. Prospect
Lead generation and pre-call planning.

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Sales Leadership

Sales Model

2. Build Trust
Establishing an environment of credibility
and receptivity between you and your
prospect.

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Sales Leadership

Sales Model

3. Analyze Needs
Discovering the business objectives and
issues that the prospect wants to
address.

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Sales Leadership

Sales Model

4. Present
Providing an on-target solution that matches
your prospect’s specific objectives and
issues.

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Sales Leadership

Sales Model

5. Close
Finalizing the transaction.

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Sales Leadership
02. Qualifying Prospects

Who Are Fully Qualified Prospects?
Seven Characteristics of a Qualified Prospect
1. Have a NEED for your product/service and are AWARE of it.

2. Have the legitimate AUTHORITY.

3. Have the ABILITY to buy. (Budget and willingness)

4. Have a sense of URGENCY about the decision.

5. Your prospect TRUSTS you and your organization.

6. Willing to LISTEN to what you have to say.

7. Fit your TARGET MARKET & PRICE POINT Page xx

Sales Leadership

ULTIMATE
QUALIFIER 1. Trust
2. Urgency
PREMIUM
QUALIFIERS 3. Authority
4. Ability ($)

5. Need and Aware
FOUNDATIONAL
QUALIFIERS 6. Listen
7. Target Market & Price Point
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Sales Leadership

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Sales Leadership

QUALIFICATION OF THE PROSPECT

QUALIFIED
90% PROSPECT Will close this month
“Qualified
Pipeline”
70% VERBAL Will close, but not this month

50% CONTENDER Urgency/Authority/Budget
(Must have 2 out of 3)
“Unqualified
Pipeline” 30% PROSPECT Willing to listen; Need and Aware

10% LEAD Fits Target and Price Point

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Sales Leadership

THE QUALIFYING CONVERSATION
• COMPANY – “What is the name of the Company?” “Is it serviceable?”
• QUALIFICATION - “How qualified is this prospect?” (10%, 30%, 50%, 70% or 90%)
• CONTACT – “Who is you primary contact?” title; role in the decision; behavior style
• NEED/WANT – “What do they Need, Want?” “Are they Aware of that?”
• “How do you know they need that?”
• AUTHORITY – “Who is the decision-maker?”
• “Who else is participating with <name> in making this decision?”
• If your rep doesn’t know, then ask them if they asked the prospect: “Who else
is participating with you in making this decision?”
• BUDGET – “Have you and the prospect talked numbers (price)?”
• “What is their budget range for this initiative?”
• “Did you ask them if you could review a bill from their current provider?”
• “Did you ask the decision-maker as well?”
• “Does your internal advocate and the decision-maker both agree on the
budget/price for this? Page xx

Sales Leadership

7. URGENCY – (This is where they mess up a lot, so focus your attention here)
• “What date do they want it installed?” (Don’t settle for: ASAP, right away,
soon, immediately, etc.)
• “What is driving that date?”
• “What happens if they don’t meet that date?”
• “How flexible are they with that date?”
8. TRUST
• “On a scale of 1-10, how much does ______ trust you?”
• “On a scale of 1-10, how much do you trust _______?”
9. LISTEN – “Were you able to get a meeting with the decision-maker?”
10. TARGET – “Does the prospect fit our target market & price point?”
11. QUALIFICATION (revisited) – “How qualified is this prospect now?” (10% - 90%)
12. NEXT STEPS – “What are the next steps?”
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Sales Leadership

Principles:
2.Go through each qualifier thoroughly; one at a time
3.Make your sales rep “prove” their answers
4.Ask your sales reps the same questions you want them to ask the prospect to
REINFORCE what you want them to do on every sales call.
5.Put a check mark next to each qualifier that is fully satisfied
6.Put a question mark next to each questionable qualifier
7.This process will take time the first time you do it. If you continue to follow this process,
several good things will happen:
• Your sales reps will begin to ask qualifying questions on sales calls (changed
behavior)
• Your conversations about their pipelines will become shorter and more effective
• Your sales reps’ forecasting will improve
• Your sales reps closing ratio’s will improve (they won’t waste time attempting to
sell to unqualified buyers) Page xx

Sales Leadership

Exercise:
Role Play
In groups of three and conduct a Qualifying Conversation.

Here are the roles:

7.Sales Rep – Play the part of one of your sales reps. Use one of their prospects to
qualify. Take on your reps’ persona just as they would in a one-on-one session.
8.Sales Manager – You will facilitate the Qualifying Conversation using the format on
the previous page. Your goal is to help the sales rep determine the ACTUAL
qualification of their prospect.
9.Sales Director – You will observe your Sales Leader evaluate their performance and
provide feedback after the role play.

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5. Prospecting into Verticals

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Sales Leadership

Objectives:
•Apply the Vertical Prospecting Strategy

•Create great prospecting questions in order to arm your
reps for sales success

•Generate a Satisfied Customer Sheet that features
customer testimonials

•Coach your reps to improve their prospecting efforts

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Sales Leadership

VERTICAL PROSPECTING STRATEGY

The Objective is to leverage a salesperson’s knowledge
and positioning in order to improve their sales
advantage when prospecting, selling, gaining referrals
and penetrating a particular market.

Leveragability
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Sales Leadership


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Sales Leadership


5. Practice Scripts and Approach –
Practice your cold call approach with your sales
leader … 100 times.

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Sales Leadership

Example: Vertical: MEDICAL

Sub –Verticals:
• Radiologist • Optometrist
• Chiropractor • Primary Care Physician
• Psychiatrist • Dermatologists
• Dentist • Obstetrician
• Veterinarian • Anesthesiologist
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Sales Leadership

Vertical: MEDICAL

Sub –Verticals:
• Radiologist • Optometrist
• Chiropractor • Primary Care Physician
• Psychiatrist • Dermatologists
• Dentist • Obstetrician
• Veterinarian • Anesthesiologist
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Sales Leadership

Dentist
Total in Market Customers Non-Serviceable Potential

200 50 50 100

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Sales Leadership

Dentist
Trends
1. Convert to electronic records
2. Large files transmitted between office and lab
3. Mobility for Dentists

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Sales Leadership

Exercise:

Vertical Prospecting
Strategy

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Sales Leadership

Exercise:

Vertical Prospecting
Questions

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Sales Leadership

What You Need to Know About a Vertical

1. What are some major trends occurring within the vertical right now?

2. How do they use telecom in their business?
a. How do they primarily use voice communications?
 Outbound calls?  Customer relations?
 In bound calls?  Inter-office communication?

a. How do they use the internet?
 Upload files?  In-bound email communication?
 Download files?  Outbound email communication?
 Research?
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Sales Leadership


3. How can a telecommunications salesperson bring value to their
organization/industry?

4. What is the best way for someone like me to approach business owners
and decision makers in their industry?

5. What are some of the primary challenges business owners/ decision-
makers in their organization/vertical face with telecommunications?

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Sales Leadership


6. What associations do they belong to?

7. What industry publications do they read?
VERTICALS
8. Who else do they know in their industry that could • Trends
benefit from our services? • Challenges
• Opportunities
9. Can I use their name on our marketing collateral? • Changes
• How they use
our services
• Associations
• Referrals Page xx

Sales Leadership

6 – Step Referral Process

1. Update/Upsell

2. Vertical Prospecting Questionnaire

3. Referral

4. Testimonial

5. Reference

6. Quote Page xx

Sales Leadership
Example: Satisfied Customer Sheet

John Doe – Account Executive
602-555-1234
50 Dental Customers john.doe@twcable.com

1. Uptown Dental Care
Dallas, Texas
“Since transferring my telecommunication services to Time Warner Cable,
we now experience faster internet speeds and their customer service
is excellent!” - Dan

2. Bear Creek Family Dentist
Dallas, Texas

3. Marye G Robert DDS
Dallas, Texas
“I am extremely pleased with my internet and phone services since
switching to Time Warner Cable.” - Marye
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4. Nguyen Phuong DDS

Sales Leadership
Market Segmentation

•What SEGMENT is the caller in?
2.“How many locations do you have?”
3.“How many full-time employees (FTEs) do you have?”
4.“How many years have you been in business?”
5.“How many remote access employees do you have?” Page xx
6.“Do you have a domain name for your e-mail?”

Sales Leadership

5. Practice Scripts and Approach
• Practice with your sales reps their cold call approach
minimum of 100 times per sales rep
• Run the play over and over
• Practice:
• During Sales Meetings
• During One-On-One Sessions
• On your way to a sales call
• Prior to getting on the phone to cold call
• Before going to a networking event

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Sales Leadership

6. Map Your Route & Sell! – Help your
sales reps select the companies to cold call; have them
bring their satisfied customer sheets and then hit the
road!

One of the most profitable endeavors for Sales Managers is to
consistently practice selling skills, especially cold calling, with
their reps.

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Sales Leadership

Cold Calling Scenarios

Scenario #1: “My purpose for coming by today is to let you know
that we work with 50 Dentists in the city providing them with
their telecommunications – voice, data and cable TV services. So
I wanted to meet you to find out if we can be of service. I don’t
know if we can or if this is the right time. In order to find out if
we can be of service, how can I get connected with the person
who handles your telecommunications?”

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Sales Leadership


Scenario #2: “I wanted to let you know that we work with 50
Dentists in the area. We provide them with voice, data and
cable TV services. Here’s a list of our current customers. My
purpose for coming by today is to meet you, introduce myself
and to find out if we can be of service. I don’t know if we can or
if this is the right time. In order to find out if we can be of
service, how can I get connected with the person who handles
your telecommunications?”

Page xx

Sales Leadership


Scenario #3: “I wanted to let you know that we work with 50
Dentists in the area. We provide them with voice, data and
cable TV services. We’ve learned that ensuring reliable service
and fast internet speeds are critical with the volume and size of
files you transmit back and forth with your lab. I don’t know if
we can be of service, but in order to find out, how can I get
connected with the person who handles your
telecommunications?”

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Sales Leadership

Exercise:


Page xx

6. Field Coaching

Page xx

Sales Leadership
06. Coaching

Page xx

Sales Leadership

Objectives:
•Practice coaching skills to improve performance

•Increase your awareness about your coaching skills

Page xx

Sales Leadership
06. Coaching

Scenario 1

Salesperson
Company: Richardson Dental
Contact: Mary Johnson
Title: Office Manager
Lead Source: Cold Call
Interest Level: She took a few minutes to listen to you when you cold
called two weeks ago. She indicated that she would like to take a look
at your service offerings because there may be a need. She agreed to
an appointment. Currently she has phone with one provider and
internet and video are through a different provider.

Page xx

Sales Leadership
06. Coaching

Scenario 2

Salesperson
Company: Sportime Fitness
Contact: Jim Smith
Title: Assistant Manager
Lead Source: Chamber of Commerce Event
Interest Level: High.
He was very excited to talk with you at the Chamber of Commerce meeting.
They have very slow internet and their phone system is outdated. He wants
to make a decision right away. He quickly agreed to an appointment.

Page xx

Sales Leadership
06. Coaching

Scenario 3

Salesperson
Company: American Grill
Contact: Gary Wade
Title: Owner
Lead Source: Cold Call
Interest Level: Gary was very busy when you cold called on him last week
but he did say that he wants to talk so he agreed to an appointment this
week. You saw that he had 5 large projection TV’s and 10 smaller flat panels
located around the restaurant. You know from experience that the
American Grill is focused on catering to the sports crowd. It is a relatively
new restaurant, having been opened for only about 2 years now.

Page xx

Sales Leadership
06. Coaching

Scenario 4

Salesperson
Company: Woodall Paper, Inc.
Contact: Kevin Fields
Title: IT Manager
Lead Source: Existing Customer
Current service(s): Internet
Perceived Interest: High
You called Kevin and told him about your phone services. He was very glad
to hear from you and quickly set an appointment with you to discuss your
voice options. They already have Internet they bought a year ago from you
and are happy with your service.
Page xx

Sales Leadership
07. Forms

Sales Manager: __________________________ Sales Meeting Topic: __________________________
Evaluated By: __________________________ Date: __________________________

Did your Sales Manager:
1. Have an agenda for the sales meeting? Yes No N/A

2. Start the meeting on time? Yes No

3. Hold accountable any salespeople who were late?
Yes No N/A

4. Communicate or provide a copy of the agenda?
Yes No

5. Use the online Sales Meetings and handout from
Yes No N/A
SalesChampion.tv?

6. Allow salespeople to get “off topic” and discuss
irrelevant issues? Yes No

7. Finish the meeting on time? Yes No

8. End the meeting on a positive note? Yes No

How well did your Sales Manager: Rank your Sales Manager using this scale: Page xx
5-Excellent 4-Good 3-Average 2-Fair 1-Poor

Sales Leadership
07. Forms

Page xx

Sales Leadership
07. Forms

Salesperson: _______________________________________ Sales Manager: _____________________________________ Date: ___________________

QUOTA 4 BUCKETS

THIS MONTH PREVIOUS MONTH YTD TIME
FRAME 1 2 3 4
QUOTA
__________ CALLS 1ST APPTS CONTRACTS CLOSES AVG. SIZE OF SALE

ACTUAL CURRENT

% ADJUSTED

OWNERSHIP START EVALUATION
ISSUE TO FIX/IMPROVE (Be specific) ACTION PLAN (S.M.A.R.T. Objectives)
Rep/SM/Org DATE DATE

___________________________________________________________________________________________________________________________
___________________________________________________________________________________________________________________________
___________________________________________________________________________________________________________________________
___________________________________________________________________________________________________________________________

Sales Manager:_____________________________________________ Salesperson: _______________________________________________
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Sales Leadership
07. Forms

Salesperson: ____________________________________ Sales Director:___________________________________
Sales Manager: __________________________________ Review Date:____________________________________
BEFORE THE MEETING:
ONE-ON-ONE ACTION PLAN (Use a blank One-On-One Action Plan form for this session)
• Fill in the all of the data in the QUOTA box first. [Quota, Actual, % (This Month, Previous Month, YTD)]
• Fill in just the Time Frame in the 4 BUCKETS box. (ex: per day, per week, per month, etc.)
SAY: “The purpose of this conversation is for us to determine why you are/are not meeting quota and what we can do together in
order to improve your results.”
ASK: “Why do you think you are/are not meeting quota?”
Ask your rep the following questions in order to fill in the rest of the 4 BUCKETS boxes.
1. Bucket #1 (Current) “How many new CONTACTS are you making each <time period>?” (ex. each week?)

2. Bucket #2 (Current) “How many 1st APPOINTMENTS are you getting each <time period>?” (ex. each week?)
3. Bucket #3 (Current) “How many PROPOSALS are you submitting each <time period>?” (ex. each week?)

4. Bucket #4 (Current) “How many CLOSES are you getting each <time period>?” (ex. each week?)

5. Avg. Size of Sale (Current) Calculate their average size of sale by dividing total sales by the number of sales.
• Example: If they sold $5,000 last month and made 10 sales, then their Average Size of Sale would be $500.

PROSPECTING ISSUES (BUCKET #1: QUANTITY)
Your next objective is to determine IF your sales rep needs to adjust their numbers in the CURRENT boxes.
• Using the questions on the next two pages, update the numbers accordingly and write them in the ADJUSTED boxes.

1. “Do you feel this is a sufficient number of new contacts to meet quota?”  Yes  No

2. “If no, how many contacts do you think you need to make in order to achieve quota?“ Page xx
3. “How are you making these contacts?”  Face –to-Face  Phone  Networking  Referrals Other: _______________

Sales Leadership
07. Forms

You have completed the first two phases of
the training process:
Phase 1: Assessment
Phase 2: Training
Phase 3: 12 Coaching Sessions

Sales Leadership
07. Forms

NEXT STEPS
12 Session Online Coaching Program
Now that you have completed your training, you will begin a 12-session follow-up coaching
program. This will help you reinforce the concepts you learned in the training and improve
your performance. This will include:
•Pre-Work prior to your “live” coaching call
•Live call with a coach to review and reinforce the concepts from each session’s objectives

The following pages show you exactly how to proceed with the most important part of your
development experience: follow-up coaching and reinforcement.

Please read the instructions carefully to maximize your investment of time and energy into
this powerful next phase of the process…

Sales Leadership
07. Forms

STEP 1: RECEIVE EMAIL
You will receive a calendar meeting request from: coaching@saleschampionuniversity.com
which will contain the following information: (Please check your spam/junk email folders)
•Subject Line: Online Coaching Call
•Location: www.SalesChampionUniversity.com
•Username & Password
•Dial-In info
- Phone #: ________________________
- PIN #: _______________________
• Scheduled Coaching Call dates

It is imperative for you to ACCEPT the coaching call meeting
request to place all 12 sessions on your calendar

Sales Leadership
07. Forms

STEP 2: LOG-IN
Please go to www.SalesChampionUniversity.com
•Click on MY CURRICULA
•Click on <your class>
• Example: “Sales Leadership Coaching”
•Click on Start Course beside the session for that week

Sales Leadership
07. Forms

STEP 3: COMPLETE SESSION #1
Complete Session # 1 at least 24-hours BEFORE your 1st Coaching Call

• WATCH VIDEO – Note - not all sessions have a video
• COMPLETE HOMEWORK
• PRINT HOMEWORK - Bring it to your coaching call
• TAKE QUIZ - Note – not all sessions have a quiz
• ATTEND COACHING CALL - Your attendance will be RECORDED
and REPORTED to management
• FOLLOW YOUR COACH – Listen to your coach for instructions on the
next 11 sessions

Sales Leadership
07. Forms

Problems?
Please contact Resolution Systems:
•E-mail: coaching@saleschampionuniversity.com
•Phone: 866.350.4457 (8:30am – 5:00pm EST)

When contacting us, please let us know the day and time of your
coaching call so we can assist you more quickly.

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