The Professionals

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					         Welcome:
            to




The Professionals
Presenter:
Zainal Abidin Rahman
Z i l Abidi R h
Appreciative Inquiry, Enneagram, Solutions –
focused, Neuro- Linguistics, Competence
St t i International
Strategies I t    ti   l

Contact: 
zainal@competencestrategies.com
zainal@competencestrategies com
                           i
                       Promise



• the 4 success factors of successful professional sales people 
• understand the ‘talent’ for professionalism 
• the 4 aspects of sales ‘talent’
• a practical way to increase each dimension of sales professionalism  
                        Expectations
•   Express your needs and ask questions.

•   Be open to new ideas different views and new experiences
    Be open to new ideas, different views and new experiences.

•   Contribute to the group’s learning by sharing your experience.

•   Be open to feedback and be honest when giving it.

•   Display sensitivity to the needs of others.

•   Take risks in the pursuit of learning; participate in the exercises.
    Take risks in the pursuit of learning; participate in the exercises

•   Do not be distracted by work matters when class is in session.

•   Have fun!
              A Professional


Definition –
             h i         di         ki d f
1.A person who is engaged in some kind of 
profession.
2.A person who is expert at his or her work.
2.A person who is expert at his or her work.
Every sale has five basic obstacles: no need, no money, no hurry, no 
desire, no trust. – Zig Ziglar , Sales Trainer

I am the world's worst SALESman, therefore, I must make it easy 
for people to buy – F W Woolworth, founder of Woolworth 


Pretend that every single person you meet has a sign around his 
or her neck that says, ''Make me feel important.'' Not only will 
you succeed in SALES, you will succeed in life. – Mary Kay Ash –
you succeed in SALES you will succeed in life Mary Kay Ash
founder of Mary Kay Cosmetics 


Sales is the toughest and most rewarding profession. ‐ Zainal
How Sales Professionals Spend their Time

                         Poor   Successful
 1. Prospecting
        p     g          10 %       25 %

 2. Sales presentation   23 %      35 %

 3. Service
 3 Service               15 %
                         15 %      15 %
                                   15 %

 4. Admin                30 %       5 %

 5. Travel               20 %       10 %

 6. Self improvement     2 %        10 %
The 4 Success Factors of the Professionals
The 4 Success Factors of the Professionals

                 Work
                 W k



    Training                   Skills 


                Talent 
                Talent
                    Talent



1.   Sales drive
2.
2    P bl        l i   bilit
     Problem solving ability
3.   Interpersonal orientation
4.               g                    g
     Personal organization / time management
     orientation
             Four main approaches to sell
             Four main approaches to sell

1.   Process‐oriented sales methods
2.   Relationship – driven sales methods
3.   Linguistic approaches
4.   Tactical methods 
           1. Process‐oriented sales methods


                  p       ,                            p
Treats sales as a process, a series of identifiable steps.
Assumption: when sales people follow the steps correctly, they
will be successful, provided they have a reasonably competitive
product / service. 

Popular because:
• Relatively easy to teach
   Address the needs of sales management
• Address the needs of sales management
• Generally effective in complex sales
   Adopted by big organizations
• Adopted by big organizations
      2. Relationship  driven sales methods 
      2. Relationship – driven sales methods

      p                                 g                   g
Assumption: what matters most in winning a sale is how strong a
bond you have forged with the decision‐maker. 

Popular because:
• People do prefer to buy from people they trust.
• Tend to result in more repeat sales
• Sales person’s value is maximised
   Works well in selling intangibles
• Works well in selling intangibles
                 3. Linguistic approaches 
                 3. Linguistic approaches

                 ,p p                                 /p
For some reasons, people believe that certain words / phrases 
     can
exert tremendous power over a customers’ mind. As a result 
such sales people eagerly seek insights into both verbal and
body language.  Although fewer in number, it has a loyal
following.
following

Rationale:
Often tied to empirical research in cognition.
Testable – try the technique in the course of a sale call.
                    4. Tactical methods 


                            q             g
Focuses on tricks and techniques.  Although some are sound in
making the salesperson’s job easier, tend to be manipulative.

Reasons for using:
• Some sales people believe their success is limited by a 
   particular skill deficiency.
   particular skill deficiency
• Techniques can be taught in short focused sessions.
Sales Drive
Sales Drive

 Assertiveness

 The ability to express your thoughts forcefully and consistently, without 
 having to rely on anger. 
 having to rely on anger.
Sales Drive
Sales Drive

  gg
 Aggressiveness

 ‘Heavy handedness’ in their approach to ‘getting their way’. Usually 
 accompanied with some anger. 
 accompanied with some anger.
Sales Drive
Sales Drive

 Persuasiveness

 ‘The inner need to persuade others as a means of gaining personal 
 gratification. 
 gratification.
Sales Drive
Sales Drive

  g       g (            )
 Ego-strength (resilience)

  The ability to handle rejection and accept criticism in a manner which is 
  positive and growth oriented.
  positive and growth oriented.
Sales Drive
Sales Drive

             g
 Risk – taking

 The degree of comfort one has in taking chances or trying new things. 
Sales Drive
Assertiveness

Confidence
(Aggressiveness)

Persuasiveness

Ego-strength
/ resilience

Risk-taking




                   0               20              40                 60                  80             100
              g/                g
Problem solving / Decision Making 
ability 

Abstract Reasoning
Ab t t R       i


      b     f     ll         d
  a subset of intelligence and an important component in 
  problem solving.
              g/                g
Problem solving / Decision Making 
ability 

Creativity
C ti it


                                bl     l       d                d
  an orientation to creative problem solving, idea generation and 
  concept development.
              g/                g
Problem solving / Decision Making 
ability 

Thoroughness
Th     h


   h      h      h h      h      h         d b          f l d ll
  Those who are high in thoroughness tend to be careful and will 
  take ‘ownership’ of the jobs assigned to them.  Will  do what is 
  necessary to get a job done. 
              g/                g
Problem solving / Decision Making 
ability 

Fl ibilit
Flexibility


    h       h     h h      h      l              ll   ll
   Those who are high in this quality are generally willing to 
   modify their approach as changing conditions or circumstances 
   require. They can easily ‘change gears’ to respond to the input 
   and feedback of others.
   and feedback of others
              g/                g
Problem solving / Decision Making
Abstract Reasoning

Creativity

Thoroughness

Flexibility




                     0             20             40              60               80           100
Interpersonal Orientation
Interpersonal Orientation


 Empathy



  the ability to accurately sense the reactions of another person; able 
  to accurately and objectively perceive another person’s feelings 
  without necessarily agreeing with the person.
  without necessarily agreeing with the person
“Reading” People
Interpersonal Orientation
Interpersonal Orientation



 Sociobility


  Those who score high in this quality enjoy being and working with 
  others. More specifically, they relate well in one‐on‐one situations.
Interpersonal Orientation
Interpersonal Orientation



 Gregariousness


  Those who score high in this quality are extroverted, ebullient and 
  optimistic;  are outgoing and enjoy working with large groups.
Interpersonal Orientation
Interpersonal Orientation



 Accommodation


  Individuals who have high scores in this dimension tend to be 
  accommodating and service oriented. Having a need to be liked, 
  these people respond to recognition and work hard to please others.
  these people respond to recognition and work hard to please others
Interpersonal Orientation
Interpersonal Orientation



 Skepticism


  Highly skeptical individuals tend to be suspicious of the motives of 
  others. In its extreme, it is an emotional perception that others mean 
  to do you harm, or are operating against you. In many roles, a degree 
  to do you harm or are operating against you In many roles a degree
  of skepticism can be helpful in making correct judgments. Low levels 
  on this scale generally suggest a degree of naiveté.
Interpersonal Orientation 
Interpersonal Orientation


Empathy

Sociability

Gregariousness

Accommodation

Skepticism



                 0            20             40               60                 80            100
Personal Organization / Time Management 
Personal Organization / Time Management
orientation 

Self- Structure



 Individuals ranking high in this area are self‐defining. They typically 
 establish and manage their own agendas. 
Personal Organization / Time Management 
Personal Organization / Time Management
orientation 

Urgency


 Urgency is an inner‐directed and focused need to get things done. 
 Extremely high scores indicate impatience or unrealistic expectations. 
Personal Organization / Time Management 
Personal Organization / Time Management
orientation 

Cautiousness


 This relates to the speed with which one evaluates situations or materials 
 and takes action. Very high cautiousness may indicate overly analytical 
 tendency. 
 Personal Organization / Time Management 
 Personal Organization / Time Management
 orientation 

Self-
Self Structure

Urgency

Cautiousness




                 0              20             40               60               80             100

				
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