| Sales statistics as well as business statistics are | | | | What I have observed within my business |
| quite interesting. Whether the source is the U.S. | | | | coaching training practice is this fact. As people |
| Small Business Administration, noted business | | | | change their professional roles, they swap their |
| gurus or industry associations, there is a lot of | | | | talents. What used to be a non-talent has |
| data focusing on failure. What would happen if by | | | | suddenly become a weakness. Additionally, a |
| swapping your attitude about how you see things, | | | | weakness now must become a talent due to the |
| you could increase sales? | | | | demands of the new role. In other words, role |
| For example, the SBA and Michael Gerber (author | | | | changes affect talents and thereby determine |
| of The E-Myth) both suggest that at least 90% | | | | ultimate performance. |
| of all small business are no longer in business at | | | | With many organizations having people in their |
| the 10 year mark. LIMRA (an association | | | | sales force wearing a variety of hats, there is |
| connected to financial and insurance services | | | | greater chance for confusion about current |
| industry) reported at least 85% of life insurance | | | | talents, non-talents and weaknesses. For example, |
| agents close their doors before year two. There | | | | as a salesperson I may handle rejection very well. |
| certainly is a lot of focus on failing, is there not? | | | | Now I am promoted into sales management and I |
| However, what would happen if you, as a sales | | | | want everyone to like me and work with me |
| professional, began to focus on success and more | | | | because of the team mentality. All of a sudden, |
| importantly, what you do well instead of all that | | | | this talent of handling rejection has been |
| failure? | | | | negatively affected because of my new role or |
| Of course to have that focus means you already | | | | position. |
| know what you do well. The question is "Do you | | | | Today it is even more important to integrate |
| truly know what you do well?" Before you | | | | proven performance appraisals within the goals of |
| answer that question, consider the last time you | | | | the organization. These instruments should also |
| had a performance appraisal that provided you | | | | look at the decision-making styles of the sales |
| with a list of your talents, non-talents and | | | | professionals. Also, by utilizing the same agreed |
| weaknesses. If you are like many sales | | | | talents, it become easier to help people as they |
| professionals to those in sales management, you | | | | are promoted within organizations. |
| probably are answering never or a while ago. | | | | If you wish to become a sales high performer, |
| To go from where you are now to where you | | | | then invest the time and dollars to truly |
| want to go you, it makes logical sense to know | | | | understand your talents and what talents are |
| where you are right now beyond the traditional | | | | needed within your current sales position. By |
| measurement of sales goals and even skills. Sales | | | | taking this action, you are truly swapping the |
| Coaching Tip: Talents are not necessarily sales | | | | focus from failure to success and ultimately |
| skills. | | | | achieving your goal to significantly increase sales. |