Sales Understanding

“In particular, [we provide] specific reinforcement that is tied to the vision of that salesperson,” Norman explains. “We might say something like, ‘The fact that you’re getting better at this and asking more open-ended questions is really going to align with your goal of being a top producer this year, because you are going to be more in tune with your clients’ needs.’”

Hakko says there’s a difference between active listening and idly tuning in to the prospect’s words while you plan the next thing you’re going to say. He says sales managers can drive this point home by speaking for the first 10 minutes of a routine meeting, then asking the attendees to spend 30 seconds writing down what they’ve just been told and pass it to the front. Most of those salespeople will be as stunned as deer in the headlights.

“Repeat business is the key to success in the foreseeable future,” he says. “And the only way to get repeat business is to understand what is best for the customer.”

Business Skills for Creative People

Organizations such as Dale Carnegie Training often analyze training and management techniques used at best-in-class organizations. One organization of interest, Norman says, is Northwestern Mutual Financial Network in Milwaukee.

“I’ve never seen an organization with a more effective sales management and sales development program than Northwestern Mutual,” he says. “Our organization looks to them often to see what they have been doing to remain one of the top organizations in their industry.”

What stands out is the way management structures salespeople’s work days. There are schedules and quotas for everything: a certain number of hours on the phone making sales calls, a certain number of referrals, a certain number of meetings. It’s successful, Norman says, because in every industry, there’s a direct relationship between activity and outcome. The Northwestern Mutual system almost forces salespeople to be more successful—despite their right-brained, creative natures.

“A common perception of salespeople is that they’re disorganized and fly by the seat of their pants,” he explains. “But they’ve found that the most effective salespeople are the ones who create structure and rigor in their weekly routine.”