Posts Tagged ‘Sales Leadership Training’

NCAA Sales Management: Developing Winning Sales Strategy

March 28th, 2011

NCAA Sales Management: Developing Winning Sales Strategy

Last week it was about golf and putting, this week after indulging in men’s and woman’s NCAA games all weekend it’s all about strategy.

In my view there are several levels of strategy to consider. First, putting the right players on the floor to match up against the competition is key, and is the reason my first book was written: Hiring High Performance Sales Teams. Without talent, you have not chance to win. The good basketball teams are deep with talent and can go “large or they can small and fast” or they can focus on defense as well as offense. Assessing and developing talent is what coaching is all about, watch the Final Four’s next week and evaluate your team and its ability to win.  Are you accepting weak players or can your team push through the tough times and score. I stress that recruiting is the most important job for sales management, build a continuous hiring program to find top talent.

Secondly, strategy and execution during the sale or game time must be brilliant! This is where from a sales strategy your value proposition must sold, your prospect relationship developed and where you must out maneuver the competition.  If they come out man-to-man or in zone defense can your salespeople adapt, if a full court press stresses out your team, can they break it with quick passes and move down the court for an easy layup?  Do you have them trained well enough to react to the situation and not simply lose the sale or give up a turnover?  During this phase Sales Managers also must coach. This is when your experience and creativity must take over by providing advice, insights and hopefully the right tactics to assist your sales team during this phase.  If you would like Acumen’s four page Sales Strategy Guide, send me an email: Ken@AcumenMgmt.com We use it with our clients during their pipeline review and sales strategy meetings.

The third phase of strategy is the last two minutes. During the sales process this could occur during the last week or two when everything is on the line.  The prospect could be confused, undecided or leaning towards your competition; what play would you call? Would you camp out at the prospects office? Have your president call their president? Drop your price?  The best coaches in the NCAA would call a time out and make sure the next two plays are drawn out, ensure everyone understands whom to foul, how many timeouts are still available and who should take the last shot… Those situations are actually rehearsed during normal practice times; nothing is left for chance when the game is on the line.  Do you have your sales training plans designed for a rolling 90 days with all aspects of sales strategies built in? The best sales managers do!

OK, I promise next week, I won’t use a sport’s analogy in my blog, but team work, practice, selection and development will win the 2011 NCAA Final Four.

Acumen Management Group Ltd. “operationalizes” sales management systems and processes that pull revenue out of the doldrums into the fresh zone. During the past 12 years, our consulting, advisory, and platform services have illuminated, motivated, and rejuvenated the sales efforts for partners throughout North America. Move up and move ahead!

Ken Thoreson provides Keynotes, consulting services and products designed to improve business performance.           Ken@AcumenMgmt.com www.AcumenManagement.com

Blog:  www.YourSalesManagementGuru.com

 

Putting for Par’s: Are you practicing properly?

March 21st, 2011

Sales Leadership: Are you practicing properly?

Putting for Par’s

 

I happen to be in Florida this weekend, taking a few days off to visit relatives, play golf and enjoy the weather.  We played 36 holes the past two days, my first real golf of the season so before we came down from Knoxville I went to the driving range at home and hit two buckets of balls to attempt to regain some form of respectability. Prior to my first round I hit another ½ bucket of balls and a few casual strokes on the putting green and boom, then off to the number 1 tee box.   Amazingly my first drive was right down fairway, but as I worked through the 18 holes it was rough as I struggled with some good and some bad, a few bogeys and a few double bogeys.

In your role as a sales manager are you taking your personal and professional development as casual as a few practice swings on the driving range?  Recently in a six week series of sales management training programs for a major client, several participants didn’t complete a variety of reading assignments because they were too busy “closing out the quarter”.  For some reason they could not find 2 hours over six weeks to read 15 pages of content.  Successful sales leaders will commit to reading, attending workshops and attending vendor sponsored workshops on sales management topics.

If you consider yourself a professional, every week you spend hours on the driving range enhancing your abilities with each club in your bag, you practice hitting out of the sand and chipping off the green.  What are you doing to increase your professional skill levels?   There are a variety of resources you can find to improve your sales management expertise.

Several quick idea’s: check out the LinkedIn groups on sales leadership, commit to reading two new books a year,  and visit at least two other sales organizations that are similar to yours and benchmark your organizations against theirs.  For example: our new book: “Leading High Performance Sales Teams” I review a variety of idea’s to enhance your sales teams abilities , concepts to improve your leadership styles and increase the effectiveness of your management systems.  On our website there is a free sales management and sales compensation assessment where you can compare your existing programs, watch several free videos on hiring and training salespeople and read our White Paper on the Job of Sales Management. www.AcumenManagement.com

What is your plan to make more pars’ vs bogeys? I left at least six putts inches short, I am off to the putting green!

Acumen Management Group Ltd. “operationalizes” sales management systems and processes that pull revenue out of the doldrums into the fresh zone. During the past 12 years, our consulting, advisory, and platform services have illuminated, motivated, and rejuvenated the sales efforts for partners throughout North America. Move up and move ahead!

Ken provides Keynotes, consulting services and products designed to improve business performance.           Ken@AcumenMgmt.com www.AcumenManagement.com

Blog:  www.YourSalesManagementGuru.com

Sales Management is the Hardest Job in Sales.Period

March 1st, 2011

Sales Management is the Hardest Job in Sales. Period.

  By Jeb Blount, Author of People Buy You 

 Ken’s Comment: This week’s blog is a guest blog:  When I saw this article published I knew you would enjoy it. It hits the mark and reinforces what I have written in my latest books on Sales Management.
Why is Sales Management so hard?  Sales Managers bear 100% of the responsibility for the performance of their sales team yet receive little glory for their efforts.

In many cases even the best sales managers earn less than their top salespeople. Yet, the best sales managers work longer hours, endure more stress, and have greater responsibility than the salespeople they manage.

 Making things worse is the fact that salespeople are harder to lead and manage than any other employee. They are emotional and often irrational people who demand attention. Because salespeople are essentially in jobs where rejection is the norm, sales managers are often called upon to be coaches, mentors, mothers, fathers, and even amateur psychologists in order to keep their troops motivated, focused, and delivering on sales goals.

 If this isn’t hard enough sales managers are often put in the position of shielding their salespeople from corporate policy wonks, accountants and operators who have absolutely no understanding of the psychology of salespeople.

It is a wonder why any sane human being would voluntarily choose to be a sales manager. Though each year thousands of sales professionals give up their sales roles and accept the promotion. They move into their new office and proudly stare at their newly printed business cards – with little understanding of what it takes to actually lead salespeople. Ill prepared to perform the job of sales manager a high percentage of these newly minted sales leaders are promptly demoted or fired. In many cases they have done so much damage to the sales team (and their own career) that it takes years to repair.
The sales profession is a grave yard littered with the corpses of failed sales managers.

  Who is to blame?

  Everyone! In a recent conversation with a Senior Vice President of Sales for one of the largest companies in the world he lamented that his single biggest worry was for his sales managers. He said matter-of-factly that his sales managers did not have the training to do the job. When I asked him about his training budget for sales management he told me that right now they were investing in training the salespeople. If you were to take a stroll around Corporate America you would discover similar issues most companies. The executives know that they need to provide training for their sales managers but the salespeople always seem to get the training budget. It is a vicious, ongoing cycle which leaves most sales managers in the position of learning on the job.

  Blame also falls on salespeople who delude themselves into thinking that just because they are great salespeople they will be great sales leaders. Studies, including one by the journal of managerial psychology, have concluded that the best salespeople may not be the best sales managers. The actual evidence of this exists in every company that employs sales teams. 

 The sad story goes like this:

The top salesperson is looking for career advancement. She goes to the boss and demands a promotion. The boss, who doesn’t want to lose his rainmaker’s million dollar quota achievement, does his best to talk her out of it. The top sales rep threatens to quit. Concerned that he might lose her to a competitor the boss relents and gives the top sales rep the sales management position. The newly appointed sales manager takes an immediate and frustrating pay cut because she goes on salary. Because she has no clue how to lead people the other salespeople on the team at first stop selling and then either quit or are fired. The company loses those sales plus those of the formerly top sales rep. She now has to hire a new sales team, onboard and train them. She fails at this because she a) does not know how to interview and hire A-Players and b) because she does not know how to teach people how to sell. This creates more turnover. Finally, with sales at an all time low the boss has no choice except to fire his once top sales rep.

 Yet faced with overwhelming evidence of the risk involved in promoting top salespeople to sales managers, salespeople and their companies continue to take the plunge. Today, tomorrow and always top salespeople will be promoted to sales management positions. Why? The answer is simple. Top salespeople have a proven track record – tangible evidence that they can perform. And, these high performers are naturally interested in new challenges and career advancement and demand it from their employers.

The good news is that some of these top salespeople will become superstar managers who build and lead high-performing sales team that deliver year in and year out.

 Why do some top salespeople become top sales managers while others fail so miserably? Most top sales professionals who make the successful transition to sales management will have two things in common:

First they are coachable. They are willing to listen and learn and because of this the are able to find a hands-on mentor or coach willing to take the time to help them develop sales leaderships skills.

  Second they don’t wait on their company for training that will likely never come or at best will be minimal. Instead they invest in their own success through reading, audio programs, and self-funded seminars.
Through coaching, practice, persistence and passion for leadership they eventually become sales managers who top salespeople want to work for and garner the respect and admiration of their people, peers and company.   

     Follow Jeb on Facebook, LinkedIn and Twitter

Jeb Blount is a respected thought leader on sales and sales leadership, and a best-selling author of three books, People Buy You: The Real Secret to what Matters Most in Business, Sales Guy’s 7 Rules for Outselling the Recession, and Power Principles. He is the author of more than 100 articles on sales and sales leadership and the host of the top rated Sales Guy Podcast

 You can find Ken Thoreson’s books on Sales Management at:

http://www.salesgravy.com/shop/manufacturers.php?manufacturerid=131

Building Belief-a key job of sales management

February 14th, 2011

Building Belief

This week’s blog is an excerpt from my latest book: Your Sales Management Guru’s Guide to: Leading High Performance Sales Teams. You can purchase the book on Amazon or at http://www.yoursalesmanagementguru.salesgravy.com

Are your sales inconsistent? Are you losing more opportunities than ever before? Does your sales team seem weak compared to those of your competitors?

Any number of reasons-from rapid growth to hiring mistakes-could be responsible for a “yes” answer to any of those questions. But in working with our clients, we often find that the underlying problem is actually an emotional one: lack of passion. Individual team members or the entire sales organization-or both-simply don’t have the combination of enthusiasm and belief that’s essential for success.

Salespeople have to be emotionally invested in their work with a burning desire to achieve. They must also believe that the company they represent is the best and the solutions or services they sell are of the highest quality. That belief must be genuine. It’s not just a marketing message, and it’s not something that they can fake.

With all the new products many vendors have launched in recent months (and will continue to release this year), that type of authentic belief is more important than ever for partners. Most sales organizations don’t do any belief-building activities, though. Or if they do, they only do so occasionally. Our experience shows that the most successful sales teams constantly undertake belief-building initiatives. Examples include:

Storytelling: People from different cultures and generations pass along stories about their ancestries, traditions and lore. Companies need to take a similar approach to capturing and preserving their histories. To do so, write down customer success stories when they occur. Put together detailed descriptions of your company’s role in helping customers implement new technologies, launch or salvage important projects or earn recognition from Microsoft. Then share these stories at sales meetings and other employee events. You can also use the best stories to recruit top performers and help orient new employees.

Monthly Meetings: When a company launches, its first employees typically feel that they share a mission. Everyone knows everything that’s happening and what’s needed to succeed. But when the staff grows beyond about 15 people, that sense of mission-along with clearly defined expectations and common beliefs-can be difficult to maintain.

We believe that monthly employee meetings are crucial for keeping everyone engaged and informed. (Larger organizations and those with remote offices may want to opt for quarterly day-long events instead.) Such gatherings give you a chance to remind your staff about your business philosophies, plans and expectations. You can also use them to recognize outstanding employees, perhaps honoring a Most Valuable Player chosen by the team at each session. Remember to make the meetings fun as well. Consider sponsoring games or offering door prizes. One company meeting I attended featured a surprise visit from an Elvis impersonator, who sang several songs.

Customer Visits: Each quarter, have your entire sales team visit a customer company that’s successfully implemented your solutions. Ask the customer’s executives to describe the impact your company has had on their competitive position or to review the savings they’ve gained from your products and services. You might also invite customers to share their experiences at some of your monthly meetings.

Reference Letters: Ask your best customers for testimonials. While such letters are, of course, highly useful as tools for future sales presentations, they’re also valuable for building belief in-house. Frame the letters and display them in your lobby or sales presentation area. Have new employees read them as part of the orientation process.

In our business, it’s all too easy to get bogged down with lost sales, missed project dates and other problems. Regularly reinforcing the positives goes a long way toward keeping everyone’s belief and passion strong and moving in the right direction.

 Ken Thoreson “operationalizes” sales management systems and processes that pull revenue out of the doldrums into the fresh zone. During the past 13 years, our consulting, advisory, and platform services have illuminated, motivated, and rejuvenated the sales efforts for partners throughout North America.

Ken provides Keynotes, consulting services and products designed to improve business performance.          

 Ken@AcumenMgmt.com   www.AcumenManagement.com

Blog:  www.YourSalesManagementGuru.com

The Importance of Sales Management in a Recovering Economy

January 24th, 2011

The Importance of Sales Management in a Recovering Economy

During the past two weeks I have been in Miami, Phoenix and this weekend I have been speaking in San Antonio.  We have met with Sales Leaders from around the world, lead workshops, presented keynotes and developed new long term relationships with our client base. It’s been a great few weeks.  I have also noticed an uptick in my own prospects and business opportunities.  Have you?   Based upon my conversations almost every sales leader is optimistic and pipelines are filling. Are you ready to participate in the recovery?

During the past 13 years I have been consulting, writing and speaking on the fact that sales management is the lynch-pin that drives successful organizations; sales leadership sets the tone, the culture and drives the organization to greater levels of revenues and profitability.  And now, during the past six months the topic of participating in the economic recovery and the impact of great sales management on the organization has been a critical and hot topic. The topics of surviving or working in a challenging economic time are over.   “Economic recovery?”.. Yes, just reading the USA Today, on Monday January 24th, the quotes are all over the paper:

  • Are you more or less optimistic than you were 3 months ago about the economic outlook this year?  91% of 46 Economists answered YES.
  • Over the next 12 months, which will have the greatest positive impact on the economy?  48% said BUSINESS, 45% the consumer
  • The US economy is expected to grow at an annual rate between 3.2% to 3.4%, that is up from October forecast of 2.5% to 3.3%
  • They expect employers to add 200,000 jobs a month-more than double last year’s rate.
  • The DOW is over 11,961 at the time of this blog

What is the role or action points for sales manager’s in a recovering economy? I listed a few steps to focus on:

1)      Build your Hiring Plan; Sales Managers should know today when they expect to add new salespeople for the next 18 months. Based upon your revenue goals for the next 24 months you should have a plan set defining what months you will need hire new sales talent to achieve those new higher sales targets. If your next hire date is March, then your recruiting plan must in effect now, is it June? October? Make sure you also plan on members your current team could leave or be fired also.

2)      Get aggressive on increasing your individual salesperson strategy sessions, winning now is critical to build momentum.  Schedule special sales team sessions or hold a small group of salesperson discussions weekly to strategize each sales opportunity.

3)      Increase the culture building and building belief in your offerings and your organization. If you want an article I published on that topic send me an email.  Ken@AcumenMgmt.com  Your sales team needs to believe and feel the change in economic conditions, you want to create their desire to participate in the recovery. “Take advantage of the opportunity of a lifetime, during the life time of the opportunity”.

4)      Retool your sales compensation to ensure it is in alignment with your corporate objectives or if you have already rolled out 2011 compensation plans, create an aggressive sales contest or special incentives to win Net-New clients or upgrade existing clients or hit higher levels of revenues/margin. Drive the sense of urgency to win.

5)      Sales management must now focus, as always, but more importantly now on “Brilliant Execution”. If you and your team are 2 steps ahead of your competition during the next 4 months your summer and fall business opportunities will accelerate. Focus on increased levels of sales management planning i.e. sales training, one on one coaching and  managing the number of calls per month per salesperson and even schedule weekly telephone blitz days to find those businesses that need your solutions to participate in their own recovery.

Sales leaders are the key to success, you can make the difference and NOW is the time to take advantage of opportunity and participate in the economic recovery.

What else do you think you should focus on to grow your business during the next 18 months? Let me know your thoughts….

Ken’s books: http://www.yoursalesmanagementguru.salesgravy.com

Acumen Management Group Ltd. “operationalizes” sales management systems and processes that pull revenue out of the doldrums into the fresh zone. During the past 12 years, our consulting, advisory, and platform services have illuminated, motivated, and rejuvenated the sales efforts for partners throughout North America. Move up and move ahead!

Ken provides Keynotes, consulting services and products designed to improve business performance.           Ken@AcumenMgmt.com   www.AcumenManagement.com

Blog:  www.YourSalesManagementGuru.com

Sales Management: The Need for Creativity

January 17th, 2011

Sales Management: The need for creativity!

This past week I had opportunity to work with a great client at their worldwide sales conference in Miami. During the two days, I spent several hours with their sales management team and four hours with their salespeople, they have a great sales culture and you could feel the attitude in the room.  In the post meeting evaluations several reactions to the programs came out:  1) The importance of understanding the various personality styles, 2) The need to be “greedy with your time/Time Management and 3) the fact that an individual’s creativity can be learned or enhanced.  Past blogs and our monthly newsletters have covered personality styles and time management so this week I thought I would address creativity.

There is no question about it, top performers are more creative that your average salespeople. They seem to come up with unique ideas to prospect, find ways to enhance client relationships and they close more effectively. Sales leadership requires creativity as well, sales managers that are exceeding sales quotas, hiring and developing their teams and building a sales culture require huge levels of a creativity quotient.

The good news? You can enhance your creativity by “working on it”…In my Keynote, No Regret’s, the Do Over Factor, I share three tenets for personal and professional success, creativity is one of those three foundations.  I have listed nine actions you can work on to develop mind patterns that will enhance your creativity power.

  • Track your ideas:  keep a notebook and write down all your ideas-about anything, it is amazing what happens when you build an active list.
  • Inquiring minds want to know: be inquisitive, ask questions, increase your levels of interest
  • Learn about different things: study a language, read a book, take a course, get active
  • Avoid set patterns:  break your habits, floss your teeth differently, brush your teeth in different sequences, drive to work on a new route
  • Be open: listen to others, try to accept new ideas
  • Be patient in observations: take the time to watch a bird fly, look at the woods more closely,  look for new patterns, watch the river flow
  • Engage in hobbies: your mind must dis-engage from normal business stress,
  • Improve sense of humor: learn to laugh, even at yourself
  • Be a risk taker: try something different, the adrenalin will cause a positive impact on your brain.

I would like your comments and thoughts about how you enhance your creativity. What was the most creative sales tactic you have used? What were the results?

THANK YOU   to everyone that has already purchased our new book, we announced it last week; Your Sales Management Guru’s Guide to: Hiring High Performance Sales Teams. http://www.yoursalesmanagementguru.salesgravy.com

Acumen Management Group Ltd. “operationalizes” sales management systems and processes that pull revenue out of the doldrums into the fresh zone. During the past 12 years, our consulting, advisory, and platform services have illuminated, motivated, and rejuvenated the sales efforts for partners throughout North America. Move up and move ahead!

Ken provides Keynotes, consulting services and products designed to improve business performance.           Ken@AcumenMgmt.com   www.AcumenManagement.com

Blog:  www.YourSalesManagementGuru.com

Recruiting High Performance Sales Teams

January 11th, 2011

What’s the number one challenge of sales management?  Recruiting and hiring top talent. Where organizations have focused on quality hiring sales and revenue problems don’t exist, customer satisfaction levels are high and morale/culture is terrific.   While most sales organizations focus on creating a sales process to increase sales performance, they yet fail to develop a recruiting and interviewing process that attracts ensures they Hire the Best, Not the Best Available.  And then they wonder why their sales training and sales process didn’t work?   This book has been designed to assist you in improving your skills and in building the systems and mentality required to increase the performance of your sales team.  It is all about improving your odds.

We have included the tools to help you improve your performance; interview scorecards, interviewing questions, and sample job descriptions.  Plus; a bonus section: the Sales Management Guru has included a  sample three week new hire on-boarding process to ensure you  initially train them properly  and increase their ability to quickly begin to generate revenues.

Why you need this book in your sales management library;

 ·         Learn to develop your ideal salesperson profile

  • How to create  a sales candidate funnel
  • Find out why many sales managers get fired in less than 18 months
  • Knowing the best candidates may not be looking when you are and how to find them
  • Why taking the emotion out of hiring is the key to interviewing
  • Learn how an Interview Scorecard screens out the “empty suits”
  • Why social interviewing is important
  • Why and how to use  a sales case study to evaluate your candidates
  • Learn the differences in using sales assessments and why they  are an important factor in selection
  • How to properly conduct a telephone interview  and use scoring list to assess talent
  • Use social media to evaluate your sales candidates

 

Order your copy today: http://www.yoursalesmanagementguru.salesgravy.com

Leading High Performance Sales Teams will be available later in January

Creating Sales Compensation Plans for High Performance will available in February.

The fourth book is titled: Success Simplified, it will be available in January. This is co-authored book with Stephen Covey, Dr. Tony Alessandra, and Patricia Fripp. My chapter deals with personal success and how coaching and consulting with sales managers lead me to discover that in reality we are developing people as individuals personally and professionally. I cover how to create a Menu for Life.

Have you booked you’re a Sales Keynote Program for the Fourth Quarter, 2011 Kick Off or Customer Conferences?  Ask Ken about:  No Regrets-A Do Over Recipe for Personal & Professional Success

 

Sales Management: How Does March Look?

December 20th, 2010

Sales Management: How Does March Look?

In magazine columns and other blog postings I have written about being a proactive strategic sales manager rather than a reactive, fire-drill crazy, un-organized sales manager. As we close down 2010 and your thoughts about January are nestled in your head, its March that you should be considering.

If you have already built your first quarter sales training programs, have your management systems in place to analyze pipeline values and your recruiting plans are activated then you have some of the systems in place. Just to check, you might like to take a few minutes and take the Sales Management Assessment on our website: www.AcumenManagement.com  .

One of the concepts that I truly believe in is developing “leading indicator” analysis. These statistics are activities that can assist you in either forecasting pipeline values or sales opportunities well in advance of the current month. This view is why; you now should be considering March’s sales potential. If you have created these key indicators, you may have the time to adjust your forecasts or sales/marketing activities to counter act negative potentials or MORE importantly, if they are showing all “green” light indications, you can focus on improving your operations and closing sales opportunities.

I was reading the WSJ the other day and came across an article titled: “New Ways to Read the Economy”, it described how economists read leading indicators.  Here are just a just a few examples: 1) Broadway ticket sales=future tourist revenue, 2) diesel-fuel sales=Industrial production, and 3) subway-passenger traffic near Union Station in San Francisco=sales tax revenue. These kinds of related activity that can predict future results are the kinds of analysis you must determine for your sales organization.

Depending upon your sales/marketing environment you need to consider several pre-sales activities and measure them for a minimum of 6 months before considering them reliable.  These kinds of activities should be the same for each salesperson and your entire sales organization. What else? You need to know the length of your sales cycle and the correlations of activity to results.  In a typical B2B sales environment, consider 1) the number of monthly sales calls that require a Pre-Sale technical Engineer=future number of proposals/quotes, 2) the number of opportunities/pipeline values in Stage 2 as compared to Stage 7(assuming 7 is your final stage) or 3) the number of new prospect Face to Face sales calls/month.

What kinds of leading indicator activities make sense for your firm? Leave a comment and let me know.

As a strategic sales manager with a good perspective or view on managing what is  happening today and knowing its correlation to future  results or revenues you will not only produce greater results but you will sleep better too!

Acumen Management Group Ltd. “operationalizes” sales management systems and processes that pull revenue out of the doldrums into the fresh zone. During the past 12 years, our consulting, advisory, and platform services have illuminated, motivated, and rejuvenated the sales efforts for partners throughout North America. Move up and move ahead!

Ken Thoreson, president of Acumen provides Keynotes, consulting services and products designed to improve business performance.           Ken@AcumenMgmt.com   www.AcumenManagement.com

Blog:  www.YourSalesManagementGuru.com

The Power of Impact: what is your plan for 2011

December 6th, 2010

The Power of Impact; what is your plan for 2011

An interesting Thoreson theorem; the more you personally impact the lives of others, the more you succeed professionally.  One of the points I make during my keynote program is the need for a person to find balance in their lives=both personally and professionally.

When you find an individual that is working on improving others lives, you generally find a person that is also successful from a professional perspective. This does not necessary mean simply financially successful, but successful in manner of a completeness in life. The name of my program: No Regrets: A do-over recipe for success defines a 3 step process to create a better life.  One of the three steps in building a Menu for Life is the need to make this a better world by finding ways to increase your personal ability to positively impact the lives of others.

I actually have created an IMPACT Hall of Fame where I collected names and stories of individuals that I have met or read about; like Michelle Nichols, who has started “National Hug Your Child Day”, or Millard Fuller, from Atlanta that started a program called “Habitat for Humanity” and Ken Haught, who started a small program in St. Louis program called Stephen Ministries, that has now impacted the lives of thousands across North America.

These kinds of individuals have had impacts beyond their wildest visions. Yet others do it in smaller ways; one of my neighbors is active in a program called “Hugs for Soldiers”, another donates hours at the animal shelter, and still another has each grandchild propose each year at Christmas one charity that the entire family will focus on during the New Year. The entire family votes on the best proposal-what a way to teach the power of impact.

 As 2010 ends and we begin to define our new goals for 2011 I challenge our readers to not only set your goals professionally, but seek out an idea designed to have an impact on the world or even on a single person’s life and then act on it!  It will surprise you how you feel and how it will improve your life. For more information: http://www.acumenmgmt.com/seminars.phtml

Let me know what thoughts are for 2011 or if you someone you would like add to my IMPACT Hall of Fame.

Acumen Management Group Ltd. “operationalizes” sales management systems and processes that pull revenue out of the doldrums into the fresh zone. During the past 12 years, our consulting, advisory, and platform services have illuminated, motivated, and rejuvenated the sales efforts for partners throughout North America. Move up and move ahead!

Ken provides Keynotes, consulting services and products designed to improve business performance.           Ken@AcumenMgmt.com   www.AcumenManagement.com

Blog:  www.YourSalesManagementGuru.com

Sales Leadership: Time Management Tips

November 29th, 2010

Sales Leadership: Time Management Tips

 How to Manage a Successful To-Do List

  •  Get in Habit of Doing a To Do List every day
  • Be Realistic and Aware of Your Limitations
  • Don’t Over Schedule Events
  • Allow for Time Cushions
  • Review Your  List Every Morning
  • Ask yourself; “why me?”  Is there someone else that can do this?
  • Group Related Activities: Am I prepared to lead the event?

 How to Analyze Your To-Do List 

Necessity: Scrutinize each task to be sure it is necessary. All to often we hold items past their usefulness.

Appropriateness: Who should perform the task, reassignment to work beneath your skill level helps you and the organization.

 Effectiveness: Once satisfied you are doing necessary, appropriate, and effective work, ask yourself; “is there a better way?”

 Special Tips

  •  Set Life Goals: Limit activities that contribute to those goals
  • Plan Your Day: One hour of planning saves you three
  • Use Your Prime Energy Time for Priority Tasks:
  • Don’t Schedule a Meeting without Start or Ending Times
  • “Work Expands to Fill Time” Parkinson’s Law
  • Skip Useless Meetings
  • Continually Ask Yourself: “What is the best use of my time
  • Know Your Hourly Billing Rate

 Be Greedy about your time.

 Calculate what your time is worth?  If you waste time or are not being productive, this is what it could cost you.  Guru Hint: This exercise is worth doing at your next sales meeting  to impress your salespeople as to their need to be efficient and more productive.

   (A)What is your Hourly Rate?

  (B) How many Management or Sales Hours in year

  • l  Number of hours/week/month
  • l  Number months per year?(10.5 Months)

(C)Yearly Income Goal

 A=C/B

 If you manage to save one hour every business day, you’ve created 245 new hours for yourself in one year. This is 6-40 hour work weeks. How much more money can you make with 6 more weeks added to your year??

 One last Guru Hint:  Set a “weekly goal” for completing a major project.

 Acumen Management Group Ltd. “operationalizes” sales management systems and processes that pull revenue out of the doldrums into the fresh zone. During the past 12 years, our consulting, advisory, and platform services have illuminated, motivated, and rejuvenated the sales efforts for partners throughout North America. Move up and move ahead!

Ken  provides Keynotes, consulting services and products designed to improve business performance.           Ken@AcumenMgmt.com   www.AcumenManagement.com    Blog:  www.YourSalesManagementGuru.com