Personal Development | A Sales Guy

A Must Do List not a To Do List

I am busy. I get pulled in a million different directions. What makes it worse is I am a spurt worker. I can’t just sit and do single task for long periods of time. I have to mix it up. On top of it all, I can be a bit ADD. All of this makes it difficult to stay focused and get things done.

I’m never going to be a task master. I’ve come to accept that. But, not getting stuff done, or forgetting something until last minute drives me crazy. To become more effective I came up the Must Do List or what I call “Come Hell or High Water” list. The difference between a “MUST do list” vs a “To do list” is to do lists have little priority and accountability. To do lists are just that to do lists. They don’t focus on much and get unwieldy. Mine would just get longer and longer and I then I’d stop using them. So, I came up with the MUST do list. A must do list is a list of things that have to get done that day. Must do lists incorporate accountability, urgency and most importantly simplicity. There is no thinking when it comes to a must do list, no determining wich task to do first or which to push till tomorrow, you just do everything on the list today, period.

My must do list is a list of the 6 or 7 of the most important things I have to get done that day. They are the actions or tasks most critical to success. They are never trivial tasks like answer email. They are things that move the ball, that added up get me closer to success. My must do list is built on the premise that no matter what happens, my day is NOT completed until everything on the list is checked off. No cheating, no quitting, no excuses.

The must do list is great because it keeps me from getting sucked into email, and other unimportant stuff. It mitigates the distractions. When I have 6-7 things that I have to get done to complete my day, they become my priority not all the distractions. A good must do list keeps me on track, gets the important things done and keeps the distractions from sabotaging the big picture.

To do lists are hollow. They don’t have focus. If you focus on what’s critical, if you get done what has to get done, the rest takes care of itself.

My “must do list” has been huge for my productivity. How do you stay on track?

Gmail Priority Inbox Puts Important Messages First (smarterware.org)
Note to self: get your priorities straight (practicallyefficient.com)

September 1, 2010 | Filed under: Personal Development | View Comments |

They are Called Spoils for a Reason – They Spoil

The mechanic who became a mechanic to join the union for the benefits, is rarely a good mechanic.

The aspiring actor who moves to Hollywood to be famous, can’t cry on demand and almost never makes it.

The person who gets into sales to make the big money can’t be counted on to make quota.

The kid who takes up golf to be the next Tiger Woods (OK, Phil Mickleson) can’t correct his slice and won’t make the H.S. Golf team.

The singer who auditions for American Idol because they want to be the next Mariah Carey has zero range and almost always gets their butt handed to them from Simon.

The person who wants to be CEO to live the CEO lifestyle and be the king at his H.S. reunion, can’t lead and won’t get out of the mailroom.

Becoming famous, the CEO lifestyle, the big money, being the next Tiger Woods or Mariah Carey are all the spoils of hard work. They are what you get after years of hard work becoming the best at what you do. They are the spoils of success.

The spoils aren’t a reason to do something. A focus on what you get at the end never yields results. A passion for what you do does.

The great mechanic doesn’t need a union.

The amazing actor who can cry on demand becomes famous.

The sales person who loves selling always makes quota.

The kid who is obsessed with golf and sneaks on to the course in the dark to hit balls becomes the next Tiger Woods

The singer who does everything with headphones on and is passionate about music becomes the next Mariah.

The person obsessed with growing a business, working with people and understanding finance, ends up living the CEO lifestyle.

Getting the spoils comes from focusing on everything EXCEPT the spoils. Focusing on the spoils is what spoils the dream.

Focus on the trip, focus on the journey and the spoils will come.

Because it will make you rich, famous, secure, popular, or attractive is never a good enough reason. Because you love it, want to do it everyday and want to be the best there has ever been is.

The spoils do just that — spoil. Do it because you love it, not for what you’ll get.

August 25, 2010 | Filed under: Personal Development | View Comments |

The Right Angle Matters

I led a strategy session not too long ago.

It started it with a bitch session. Everyone had 60 minutes to bitch about everything they didn’t like, that wasn’t working, what was keeping them from being successful, that made their life difficult. Nothing was off limits. For 60 minutes that’s all that was done. Everyone bitched, complained and whined. No solutions, no growth, no action, everyone just sat in it.

After the bitch session, the team had 60 minutes to discuss what WAS working. For 60 minutes they shared successes, described what was working, where they were happy and what they did like.

During that 60 minutes something else happened. The team started identifying solutions and opportunities to improve the situation. They focused on action. They created ways to make what was working go further. They became productive.

Nothing had happened between the bitch session and the “what was working” session. All the same problems were present. All the same challenges were undermining efforts. The only thing that changed was their angle of perspective, how they were viewing their environment.

When we focuse on what’s broken and what doesn’t work, we stew. We sit and bitch. We don’t gravitate to solutions or improvements. Inertia sits in.

When we focus on what IS working, we naturally move towards action. We see opportunities. We find paths. We move. Inertia is broken.

When things aren’t going as planned, try to change the angle of things. The right angle matters.

August 18, 2010 | Filed under: Personal Development | View Comments |

What’s in your tank?

[By Jim Southwell, Created: August 13, 2010]

I’ve been thinking about effort and capability lately. One thing that comes to mind is the proverbial “tank”. For example, I have run a few marathons in the past. At the end of each, I felt as though my “tank” was empty. However, I was talking to a friend the other day who has completed a few Ironman Triathlons. For him, the marathon is almost a cool-down. I’ve also read a bunch on Navy SEAL training, not that I want to be a SEAL but their training is fascinating. My realization is that they basically do the equivalent to an Ironman each day for weeks on end with little to no sleep.

This made me think about my “tank” how to discern between being on empty and just being tired. It’s obvious that the spectrum of effort and ability play into this. However, I would bet that each time I’ve thought my tank was empty, there was a little bit more available. It’s all about tapping into that little bit and being comfortable in that space that allows you to go further the next time.

I think we have many “tanks” (e.g. family, work, activity…etc). Each certainly has the ability to get down to empty. However, ask yourself each time that you think you’re there, “Am I really on empty?”. My guess is that more often than not, you’re not really on empty. Your brain and body wants to avoid pain and find comfort. Don’t let it. Seek out the challenge and settle in there, you’ll find that the discomfort goes away and what’s left is the satisfaction of going further than you thought you could.

Whether it’s reading that one more book to your kids at night when you’re dead tired or making that one more call to try and close a deal when you just want to go home or doing that one more rep in the gym when your legs are already quivering, you’ll feel better for doing it.

www.jimsouthwell.com

August 13, 2010 | Filed under: Personal Development,What I Think! | View Comments |

4 Keys to Proactive Sales Management

I see this far too often. Sales managers and sales leaders reactively manage their people. They reactively manage because they to manage to results. Results are a trailing indicator in sales. If you manage to results your too late.

It’s a common approach in sales. The sales rep misses quota. The manager says that’s not good, don’t miss quota again. The rep misses quota again, the manager puts him on a PIP (performance improvement plan), which in essence lays out goals the rep must meet in the next 30 to 60 days or be fired. In the less agressive scenerios like this, the manager works with the rep to figure out what is wrong but even then it’s still being reactive.

I have always felt this is a bad way to manage and lead sales teams, yet it has staying power and seems to be the course of action for most organziations.

Being reactive does little for anyone. The key is to be proactive. Like most things in life getting ahead of the problems or preventing them entirely is far better than trying to fix them. The key is find the leading indicators of failure.

To find the leading indicators I break down sales management into 4 integrated categories; planning, execution, results and talent.

Failure and poor performance can and will be seen early in any and all of these categories. They are a barometer for failure or success.

If a poor plan is put in place, failure is imminent even if it’s executed well by a talented sales person. – Manage the plan.

If a great plan is in place but is executed poorly by a talented person, failure is just around the corner. – Manage execution.

If the sales person lacks the skill or talent a good plan won’t make a difference. – Manage talent

If it’s a poor plan, executed poorly by someone with out the talent you’re screwed. – Manage all three.

If it’s a great plan, executed brilliantly, by a talented sales rep and the results aren’t there, you’ve messed up somewhere. – See 1, 2, or 3. The problem is there.

Proactive management requires a process that embraces and monitors all the critical elements to sales delivery.

My management process works like this;

1) Everyone on my team builds a yearly plan. They share it with the entire team, peers and all. We cut it up, attack it, challenge it, and rework it until its a solid plan. Plans go through a rigorous evaluation process to ensure they’re sound.

2) I focus on execution. Plans are reviewed every quarter asking the following questions: what did you say you would do, what did you do, what did you learn, what are you going to do next quarter. The process ensures proper execution by evaluating WHAT a rep is doing and HOW they are executing to the plan. This allows problems to be identified early and changes made on the front end.

3) I hire for talent, and coach. The most important aspect of proactive management is talent. I hire for talent and I coach them. I have standing one on one meetings every 6 weeks with all of my direct reports. During these sessions we talk about what they do well, what they need to improve on and what they need to stop doing. These are not performance reviews. They are coaching sessions, designed to help them grow as a sales person and as a leader.

A process that embraces all of these elements is proactive. Problems are seen early and symptoms are separated from root cause.

Getting poor results with proactive management is almost impossible. You see it coming long before the boat sinks. It gives you time to course correct, limit the damage or turn things around.

If your results aren’t there, if the numbers are off, if quota is in jeopardy it’s one of 3 things; a bad plan, poor execution or lack of talent. Quick can you tell me which it is? How do you know?

Guest Post: Why Are 50% of Sales Reps Missing Their Sales Quota? (thecustomercollective.com)
Hoover’s Webinar to Reveal Top Tips for Hiring and Managing Sales Teams – “Prospecting and Territory Development Best Practices” (eon.businesswire.com)
CEO Guide to Sales Management – Introduction (frontofficebox.com)

August 10, 2010 | Filed under: Business Performance,Career Development,Hiring/Firing,Leadership,Personal Development | View Comments |

Two Types of Fear

There are two types of fear. The fear of today and the fear of tomorrow.

One freezes us to stop, to hide, to avoid, to procrastinate, to embrace the staus-quo. The other motivates us to fail, to be seen, to engage, to take action, to ignore the status-quo.

The fear of today tells us not to take risks at work, don’t strike out, don’t blurt out the wrong answer, don’t be embarrassed at the gym, don’t quit the job we hate. The fear of today tells us it’s not OK to fail. It says it’s not OK to look stupid, to strike out, to be wrong, to not look good, to take risks. The fear of today keeps us from doing things that could make our life better.

The fear of tomorrow tells us it’s not OK not to be promoted, to not make the baseball team, to keep our opinions to ourself, to be unfit, to be unhappy. The fear of tomorrow tells us it’s not OK to fail tomorrow. The fear of tomorrow says, fail now. The fear of tomorrow says, take risks at work, it can get you promoted, strike out it’s the first step in becoming a better hitter, express yourself others may follow, be embarrassed in the gym, you’ll eventually be fit, quit your dead end job, it’s how you find what your great at. The fear of tomorrow motivates to do the things that can make our life better, even if we fail.

There are two types of fear. One freezes us, the other motivates us.

There are two types of fear, but we should only afraid of one of them.

August 7, 2010 | Filed under: Personal Development | View Comments |

Saying I Can’t is Easy

Saying I can’t is easy. It absolves us of ownership. When we say we can’t it allows us to avoid the effort. It let’s us stop. Saying we can’t allows us to avoid failure. It’s easy to say I can’t.

The problem is, can’t is almost always code for . . . I don’t know how.

Saying I don’t know how is more difficult. Saying I don’t know how makes the effort ours to fix. It puts the onus on us. It forces us to do something about it. It makes the problem our responsibility. It’s an indictment on our capabilities. It’s admitting a weakness.

Because we don’t like to admit we are incapable of doing things we say we can’t. Saying we can’t let’s us off the hook.

We can’t get to quota, because it’s too high. We can’t beat the competition, because we don’t have that feature. We can’t get to the executives, because we don’t have the right title. We can’t lose weight because we’ve tried everything. We can’t travel to Europe, because we don’t make enough money.

Saying I can’t stops the discussion. Saying I can’t allows us to walk away and feel OK about it.

Saying I don’t know how changes everything. When we say I don’t know how we have to go figure it out. I don’t know how to beat the competition, without that feature. I don’t know how to make this high quota. I don’t know how to get to the executives with my title. I don’t know how to lose anymore weight. I don’t know how to travel to Europe on my salary.

Saying I don’t know how hurts, but at least once you start saying it, you’ll know what to do.

July 28, 2010 | Filed under: Personal Development | View Comments |

My Big Weakness

I have a big weakness. I know it and it got the best of me this a.m. I am very short and impatient with new idea laggards or as Seth Godin put it the “resistance.” I inappropriately tore into someone this a.m. who I felt was being a resistor and it wasn’t fair to them.

I have been working an initiative at work that is different, it is outside the norm. It leverages new tools, communication approaches and engagement. I have been working it since March. The process has been painful in many ways. I’ve encountered the resistant at multiple different stages. The people who say, “I don’t get it,” ”Have you gotten executive approval?” ”This isn’t going to work.” “It’s too risky, what if people do this and that with it.” ” We can’t do this because . . . ” I am continually having to address these people and it makes it hard to be successful in introducing new things. I really struggle with the people who ask these questions and make these types of statements. I see them as being in the way.

The resistance, as Seth Godin calls it, is that part of our brain that wants to be safe, it avoids change, follows the rules and likes the status-quo because it’s predictable.

Seth describes the resistance at work in his book Linchpin like this:

You work with people who are totally at the mercy of the resistance. They assist the devil by being his advocate in meetings. They follow the rule book, even parts you didn’t know about. They love what worked before and fear what might be coming.

He’s right and I don’t handle these people well. My personality is like that of a shark. Not the aggressive nature, but the metaphor by which sharks must keep moving to breathe. Sharks need to keep water moving through their gills in order to breathe. If they stop moving, they run the risk of suffocating. In this manner, I am a lot like a shark. I breath progress, and momentum. I can’t stand the feeling of stagnation. I need things to keep moving.

I bit this persons head off today because I felt like they were being the resistance. It felt like they were slowing things down. They asked me one of those fear based questions. They asked if we had approval and support from another group. It didn’t feel as if it was asked in a way that suggested they were looking to help the effort or improve on it but rather to control the effort. I didn’t handle it well.

I apologized both on the phone and in a separate email. Regardless of his question, I was wrong to respond the way I did.

That being said, moving forward I need to be more cognizant of how I engage with the resistance. No one ever wins by trying to “stamp” out the resistance. It takes tact. Tact, currently I am not very good at.

Selfishly, I wish I didn’t have to deal with it. I wish the resistance would flip the switch and start from the positive, what could be gained, how things could be better, etc. I wish the resistance could see they have more to gain than lose by moving forward, by change.

The biggest irony in this tale, is much of the early resistance has come back and said they were wrong and they like the new effort and the value it is providing. This is always nice to hear. But man, it would be so much nicer if the fight just didn’t have to happen. Until then, I need to get better at managing the resistance, because fighting it just doesn’t work.

Lessons Learned from Seth Godin – Sources of Insight (sourcesofinsight.com)
A Look at Godin’s Linchpin: Get Uncomfortable & Get out the Cowbell (downtheavenue.com)
Book 67: Linchpin (mootbox.com)

July 19, 2010 | Filed under: Career Development,Personal Development,What I Think! | View Comments |

Coaching Matters

Last week I posted my thoughts on people who are coachable. My take, it’s the most important trait you can hire for. You can see the post here.

One of the most interesting things about the post was a comment left by David Brock CEO and Founder of Partners in Excellence, a sales consulting firm. David made the point that just as important to finding good coachable people, was making sure those people had coaches.

. . . Great managers need to both coach and be coachable.

We do face a real challenge, hiring people that are coachable is great, but they need to get the right coaching. Too few managers invest the time in coaching or coach effectively.

While the data is a few years old, we did a survey of several 100 sales managers a few year ago. One question was, “How frequently do you coach each sales person?” The response astounded us, 68% coached their sales people once a quarter or less.

Managers don’t understand coaching and don’t integrate coaching into the fabric of the business. To drive high performance, it’s critical to have coachable people, but it’s as critical to coach them!

David makes a great point. To hire coachable people and then not coach them is not only inefficient, but foolish. We need to coach the coachable.

My management style is to coach. Some people like it and others can’t stand it. To me a coaches job is to bring people along. It is to get as much out of them as possible. Coaching is about providing people the support, feedback, and honesty that will allow them to grow and be the best they can possible be. Not everyone likes to be coached as they don’t like to be told they aren’t good at something, or that they need to improve. A lot of people don’t like the openness and exposure that comes with coaching.

It’s because of this, coaching is hard. Coaching takes an investment in people, management doesn’t. Management isn’t an investment in people, it’s an investment in process, goals, and delivery. People are just another resource to be managed. This can work in the short-term, but not in the long-term.

Coaching is an investment people. To be a coach takes time, commitment and understanding. Coaching requires an understanding of the person as a person, what their motives are, their career aspirations, their strengths and weaknesses, their capabilities, their learning style, their personality, and more. Coaching embraces the individual not the resource.

I like this part of leadership. I get motivated and inspired by watching others reach their goals, grow as individuals and achieve greatness. Because of this, I coach.

I invest in the people that work for me. I challenge them to set higher goals. I look to understand who they are and how they tick. I want to know why they do what they do everyday, how they do it, what they want to do next, what causes them anxiety, what is a breeze, what they use as a crutch and what they avoid. It all helps me to be a better coach. I look to coach my people every chance I get. Like David said, it’s not a quarterly effort, but should be an ongoing process. Coaching happens throughout the days, weeks, and months. Coaching is situationally driven. Coaching is about capitalizing on situations. Coaching requires being on the lookout to provide opportunities for growth or improvement. Good coaches provide support when the opportunities appear, not at some regularly scheduled time.

I like what David said. He’s right. Hiring coachable people is only half of the effort. Coaching them is the other half. Hire coaches and hire coachable people and then coach them. It makes all the difference in the world.

What is Effective Coaching? (socyberty.com)

July 13, 2010 | Filed under: Career Development,Leadership,Personal Development | View Comments |

Ideas

How many new ideas do you have in day, a week, a month or a year that you DON’T act on that would — get more sales, make life easier around the house, make a great new business, be a great book, beat the competition, save money, improve the neighborhood, make a great product, improve meeting effectiveness, eliminate the silos, speed up the process, make customers happier, limit the defects, shorten the sales cycle, sell more product, lower prices?

How many great ideas do you let get away?

Ideas are how we make a mark on family, neighborhoods, work, communities, countries, the world. Without ideas, it’s difficult to leave a mark. Without leaving a mark have we really existed?

Ideas are a gift. They come to us to make things better. Ideas are our way to contribute, to share, to make a difference.

How many ideas have you not acted on in the past? How many are you NOT going to act on in the future?

The answer will determine your mark.

July 11, 2010 | Filed under: Personal Development,What I Think! | View Comments |