1) Settle in your mind that you will solve the problem. The only question is how.
This will eliminate the fear factor, which often slows us down.

2) Define the ultimate goal.
What are we primarily trying to accomplish? Often in trying to solve one problem, we discover 3 more. This causes us to shift our focus on trying to solve all 4 problems at the same time. Bad idea. Define your ultimate goal and stay focused. Often this goal is refined through the process; that’s ok. But stay focused. Each problem will have its turn.

3) Define the various components.
What often complicates a problem is the existence of several interrelated moving parts. Define clearly what those parts are. Draw each one as a circle on a whiteboard. Literally looking at these circles helps to bring clarity to our thinking. If you have too many parts, then you may need to create sub-components, so each level contains no more than 6 or 7 components. Deal with the highest level first, then tackle each multi-component level. To demonstrate this step I have provided below a simple diagram that I created to help define Sales Operations. Viewing this diagram provides clarity around what I mean when I refer to “Sales Operations”.


4) Define the purpose of each component.
Why does each component exist and how does it contribute to your ultimate goal?

5) Define the relationships between components.
How does each component effect every other component? This is often represented by a line interconnecting the circles. Often a matrix is helpful in this exercise, with each component having its own row and column. Does each effect strengthen or weaken the respective components’ purposes?

6) Define the players.
Who in your organization owns each component. If you cannot identify an explicit owner for each component, then this may be part of your problem.

7) Define the problem.
a) What are the fruits? These are visible symptoms that indicate that a problem exists.
b) What are the roots? These are the ultimate causes of the problem. This is what needs to be corrected in order to stop the problem from recurring. Sometimes identifying the root cause requires digging deeply and speaking to several effected parties.

These 7 steps to Whiteboard Thinking will help you to define and simplify the complex problem so that you can tackle it with clarity and confidence. This exercise is worth your time, because a thousand words are worth a picture.

Enjoy!

I welcome you to post your feedback.

The following lead qualification methodology is easy to deploy and can be quickly configured in most SFA or CRM systems.  I call it the “Weighted BANT” methodology:

Apply a weighting to each of the BANT criteria (0, 1, 2, 3 or 4) and define each weighting. Below is a sample set of definitions for Authority:

0 = Has no authority and has no access to the decision maker(s).
1 = Has no authority, but has direct access to the decision maker(s).
2 = Has influence and has access to the decision maker(s).
3 = Is one of several decision makers.
4 = Has complete authority as the sole decision maker.

Define a similar scale for Budget, Authority, Need and Time frame.

Now qualify your leads based on the sum of all four scores. For example:

0-4 = Unqualified (don’t waste your time).
5-8 = Slightly Qualified (nurture it).
9-12 = Qualified (follow-up).
13-16 = Highly Qualified (follow-up immediately).

The “Weighted BANT” methodology provides enough flexibility to customize for your sales organization and enough simplicity to deploy and train quickly and easily.

If you choose to adopt this methodology, please share your results with me.

Enjoy!

When an outspoken sales rep is spreading complaints, the effects can be devastating on the sales culture and over-all morale.  Managers who try to suppress this rep may get the opposite effect from what they had intended.  Have you ever tried to suppress a ball in a swimming pool?  The further down in the water you try to keep it, the greater the resistance you get in return and the bigger a splash it makes.

Instead of trying to stop the complaining rep, engage them, listen to them (whether they are right or wrong) and try to win them over.  Ask their input in advance when certain changes are on the horizon.  Instill in them a sense that you trust them and view them as a leader.  This will give you the right to expect them to use their influence prudently.  You now have a relationship where you can leverage their influence instead of fighting against it.  You will have transformed negative influence into positive.

Maximize the Positive Influence that Already Exists:

If a rep has a positive influence on your team (for example they advocate positive change and prove it quickly in practice) then don’t just leave them alone, maximize their influence on purpose.  Involve them early to help shape important changes (such as new technology and processes that will affect daily life).  This influence can be a powerful force in uniting the team towards a common goal.

As a manager, it is in your best interest to identify and guide existing influence.  Note that not all outspoken people are influential.  Focus on those with real influence.

Effectively channeling existing influence is one of the unquantifiable yet powerful ways to increase sales performance.  This ability often separates the good sales leaders from the great. Your indirect influence through others is greater than your direct influence through yourself alone.

Sam is a firm believer that sales is a science. Any sales person who takes their profession seriously will establish a very structured and planned methodology. Sam has mastered the process of establishing a target list, carefully scripting conversation tracks, setting pipeline targets and tracking progress through the sales cycle. He always knows where he stands and can adjust quickly when required. “Make your proven sales process repeatable”, says Sam “and your successful results will be predictable.”

Meet Jen

Jen is a firm believer that sales is an art. No two deals are the same; there are too many variables. Timing, economic landscape, personal drivers, budgetary constraints and unexpected circumstances are just some of the moving factors that cannot be predicted and therefore cannot be boxed into a “one size fits all” process. Every conversation will take on its own life and every sales cycle is unique. “Sales is governed by relationships, and relationships are not predictable”, says Jen “therefore sales cannot conform to a repeatable process and definitely cannot be captured in a CRM system!”

Join the Debate

Do you agree with Sam or Jen?  Please explain.