Posts Tagged ‘Making Customers’

Most salespeople today are infected with an ‘anti-sales virus’ and that this ‘virus’ acts as a sales repellant. The ‘virus’ has been infecting salespeople for years and it’s unknowingly

Anti Sales Virus

The Anti-Sale Virus Infects Unknowingly!

handed out by their companies, sales managers and sales trainers? Even more importantly, when a salesperson is left alone they’ll catch this ‘anti-sales virus’ all by themselves, and even help spread it to other salespeople. This ‘anti-sales virus’ is the reason people don’t like, trust or believe salespeople today.

The good news is it can be cured, and must be if you want to increase your sales, achieve and build a thriving career in sales. It must also be managed daily buy sales leaders, business owners and executive if they want their businesses to grow and prosper.

Before we get to the cure you need to know that when sales are weak, or economic conditions get tough, the strength of the ‘anti-sales virus’ increases, more is handed out and it spreads rapidly though most companies? I have found most salespeople think, “Not me, I couldn’t be infected with this virus”. This virus has been growing for decades and if it isn’t treated with the ‘antidote’ it eventually makes salespeople very average. In fact, it makes them all look, sound and act the same. What if I told you the ‘antidote’ has been around for years and really works?  Wouldn’t you be the first in line saying, “Sign me up” and “Where do I get more?”  The cynical salesperson wants to know how much it costs. What if I told you it’s free and the supply is unlimited? Well, guess what, it’s real, you can take it all the time and it will not only increase your sales immediately but help you grow a large healthy customer base.


The Antidote…You’ll Needed It Daily

Remember, the supply of  the ‘antidote’ is unlimited and free! However, even when you know what it is and how to use it, you’ll have to take it every day and you’ll have to keep taking it every time you engage someone in a sales conversation. In short, the ‘antidote’ is simple to use but wears off easily because other people will be trying to give you the ‘anti-sales virus’. This usually happens unknowingly and if you aren’t careful it’s easy to catch this virus!

By now, I know you’re ready for the active ingredient…The ingredient that causes the ‘antidote’ to attract and the ‘virus’ to repel is a salespersons’ intention when engaging people in a sales conversation. Before a salesperson opens their mouth to speak, their intentions are felt (like the scent of a potion) by the people that are attempting to sell. People then decide unknowingly, preconscious, to connect or avoid the salesperson. The salesperson’s intentions create their demeanor, presence and attitudes and cannot be faked. What people feel, and salespeople communicate,  are the genuine intentions of the salesperson.

The effects of the active ingredient in the ‘virus’ the salesperson has is evident when consumers avoid talking to or opening up even when salespeople ask good questions and genuinely cares about the people they are trying to sell but is infected with the ‘virus’.

‘Trying to make a sale’ is the active ingredient in the ‘anti sales virus’. The ‘virus’ even sabotages skilled salespeople who believe in their product and company, care about the consumer, but unknowingly are infected! Even they will repel people more often than they attract them. You can’t hide the virus from people…it is always showing!

The best example of the effects of the ‘anti sales virus’, or intention to make a sale, can be witnessed in a new home sales office when watching the interaction between consumers and salespeople. If there is a salesperson and a temp in the sales office and a consumer comes in, they will most often engage the temp and avoid speaking to the salesperson. I’ve personally witnessed this and over the years had many new home salespeople confirm this behavior by consumers.  It’s amazingly interesting that people are attracted by the ‘antidote’ the temp has taken or repelled by the ‘virus’ the salesperson is infected with. People will engage the person that is not infected with the ‘virus’ from the intention ‘to sell them something’.

Most companies, sales managers and sales trainers want salespeople to say the right things to create a better conversation with consumers.  They want and teach salespeople to ask better questions and be better listeners. The problem is, when salespeople try to do this, while infected with the ‘anti sales virus’, consumers won’t engage them and the engagement or conversation stalls.  As long as a salesperson is infected with the ‘virus’, sales will continue to be difficult and the relationship between consumers and salespeople will grow more dysfunctional. In short, people will keep avoiding salespeople until they become extinct.

The active ingredient in the ‘antidote’ is found in the intentions to help, serve and do what’s best for the consumer. The intention to make customers, not sales, is the missing ingredient. In fact, the intention to sell is the spoiled version of the intention to make a customer. The ‘virus’ wasn’t and never has been anyone conscious intention. It just mutated over the years from paying to much attention to the desired results companies, sales managers, salespeople and sales trainers wanted to create, instead of paying attention to what would create the results. Too much concern over what we want and not enough concern over what customers want. It’s also obvious that in a difficult economy we spend more time worrying and obsessing over the numbers and less time concerned about the customers concerns so the effects of the ‘virus’ worsen and spread.

When the ‘antidote’ is taken, the missing link in the sales conversation happens…a connection between the salesperson and the consumer. This connection causes or allows a conversation or real dialogue to take place so a healthy relationship can begin. This is the power of the ‘sales attraction potion’; it makes the consumer/salesperson connection happen and allows the other ingredients in the ‘sales potion’ to be used to best serve the consumer.

The steps of a sale, which have been taught for many years in various forms, only happen when this connection is made. Consumers only engage salespeople who have taken the ‘antidote’.  When the connection is made, people are served, customers are made and sales increase while business grows. After taking the ‘antidote’, salespeople are free to enjoy the profession of selling as the noble profession of service it was intended to be.

Whether you have taken the ‘antidote’ and whether companies encourage their salespeople to take the ‘antidote’ will determine your sales success!  Keep handing out the ‘virus’ and you will keep struggling to make customers and grow your business. In fact your salespeople will look, sound and act so much like your competition all they can be is average at best.

The intention to help, serve and do what’s best for the customer is the active ingredient in the ‘antidote’ that attracts customers and increases sales. It is the ingredient that leads to your sales success and needs to be handed out daily!

By Mike Moore

Coaches understand if they want to win they can’t focus on the score. Instead they have to identify the causes that produce the score they want and get busy coaching and managing those causes.

Are you running a sales organization or managing salespeople? Are you an executive who needs to improve your company’s sales results? It’s fairly simple, even easy, to identify the sales you want or need to produce. However, sales are a result, and results can’t be managed anymore than the score can be managed. When you wait until the results are in, it’s too late. Increasing sales requires identifying the causes that produce sales and begin coaching and managing those causes.

The first thing to acknowledge is that salespeople are performing artists.  Just like athletes, actors and musicians they need direction, leadership and coaching to produce their results. Once you acknowledge this, you can begin to understand the importance and priority coaching plays in your organizations sales success. In fact, you’ll start to understand what’s missing in most sales organizations. THE SALES COACH!

Here are some key areas and specifics you can get started implementing if you’re going to stop being a frustrated traditional sales manager and become a successful sales coach.

Performance Culture
Instilling an attitude that sales is a performance art will be a key to your success. Building a team of passionate salespeople who care about customers and helping people while being an advocate for the profession of sales will require the full force of your will. Turning mediocrity into excellence always does. You’ll need a firm belief that you are working to leave a legacy, not just working to produce sales numbers. The focus on making customers, instead of sales, can help make this possible by creating a higher purpose in your sales philosophy. I used to advise my clients to only hire people with a passion to be their best and an exceptional work ethic. This doesn’t work any longer because you won’t find enough people with these traits because we’ve experienced too much of a deterioration in what’s considered average. Our standards have eroded.  You’ll need to be prepared to inspire and develop salespeople to learn grow and become peak performers.

Do you know your next salesperson? Do you have a bench, feeder system or know where to look for your next salesperson? A sales coach’s first action should be to recruit salespeople. This has three distinct purposes. First, performers should know if they don’t perform they can be replaced. This will help instill a performance culture in your sales team. Second, you need to find the people you believe you can coach, teach and train. Third, you want to hire differently than your competition to increase your chances of coaching a winning sales organization loaded with top talent.

Attitudes produce actions that generate results. Attitudes are dominant thoughts and beliefs that make up a person’s state-of-mind. Salespeople need a superior state-of-mind to improve their ability to perform at their peak consistently. Sales Coaches manage attitudes that creates the atmosphere or culture of their sales team. This requires personal contact daily with your salespeople to check their attitude. This will give you the time to support the people with positive attitudes, coach up the one’s who need it and make sure they are prepared to perform to their peak.

Teaching/Training…Skills and Knowledge
Sales Coaches are always teaching. They teach to improve the skills and knowledge of their salespeople. They train salespeople by holding them accountable to learn and improve. Training is what your salespeople do and it’s a Sales Coaches responsibility to insure their salespeople train to stay in sales shape. Being a teacher and trainer is an ongoing part of being a Sales Coach.  So, Sales Coaches have to study, learn and grow constantly if they are going lead their team to success. Regularly scheduled sales education are a coaches responsibility. Creating a culture where change, learning and growth are a habit of all salespeople is the real requirement for sustained success.

Managing actions is the exercise of assigning and monitoring the work of your salespeople. The salespeople who don’t want to improve won’t like being held accountable and they’ll often call this micro-management. It’s not micro-management, it’s responsible Sales Coaching. There are two distinct purposes for monitoring work. The first is accountability. The second, and most important, is to create real life opportunities to coach attitudes, teach skills and knowledge while assigning actions to be taken that you can monitor and do this all again. This is the circle of coaching, teaching, training and managing to coach teach and train that will produce the improved results you desire.

These are the actions of successful coaches first taught to me by my father Charles Moore, a successful football coach, added to and reinforced by John Wooden in one-on-one sessions with me. They have been implemented, developed and constantly proven in real life environments during my career for over 38 years. In addition, I have been successfully coaching, teaching and training sales managers and executives using these for over 20 years. They are the skills that successful sales coaches master and practice daily. Peak performing sales management and coaching are often the missing link in a companies sales organization. Get started Coaching today and don’t let that be the case in your company.

Many businesses have been losing money or experiencing shrinking profits for several years, reinvesting from their boom years and waiting for the economy to recover. If you’ve been focused on reducing costs, trying harder than ever to make more sales and waiting for this economy to recover, you’re in for a harsh awakening. If you’ve been saying, “We just need to hold on until the economy recovers”…Stop!  You are suffering from normalcy bias. You believe because what you’re experiencing hasn’t happen before it can’t be happening, so if you can just dig in, hold on and wait for what has become your normal to return it will all be OK, you’ll make it. Every great civilization that has come to an end experienced these same conditions, emotions and challenges. Now it’s our turn, and since it’s a global economy it’s a global issue. It’s a business leadership crisis that has to be faced and won, not just to succeed in the ‘new economy’ but to exist.

If the first step in recovery is acceptance, accept this…We are not in a recession, we are not in a downturn. We are in the GREAT TRANSITION to a ‘NEW ECONOMY’!  Business will not be done successfully as it was in the past…things won’t just return to the good old days because they always have. The old economic models are broken beyond repair and that’s actually a good thing. The past economic model was too selfish, served too few and didn’t provide enough value to people. The past economic model broke too mant natural laws. It didn’t celebrated money as the end result, instead of as a means to serve people. It focused on maximizing profits by using people by manipulation and marketing campaigns instead of marketing the real value a company provided people.

While most companies proclaim thier greatest asset is people, their people, both employees and consumers experience the effects of companies ‘profit first lesadership’ which focuses on new sales, not employee satisfaction and customer loyalty and in the end the relationship that builds a business has become so dysfunctional it ended the old economic model. Consumer and employee loyalty has diminished over the past 30 years until it’s non-existant and  yet we see businesses trying to get back to the basics today…the same old tired basics that destroys trust, confidence and relationships betweens buyers and sellers. In addition since all employees are buyers too, they start with the sense that their company doesn’t care about them or their customers just making a profit. Add these poor business intentions to a maturing growing global economy, changing demographics and the real .com boom, or use of the internet to communicate and do commerce and you have the perfect economic storm. There is hope…Every storm brings with it a new dawn, a new day and opportunity to rebuild.

The great news is there’s tremendous opportunity for businesses to separate themselves and become successful in the ‘new economy’ by becoming ‘customer first companies’. Focusing on making customers instead of making new sales and putting people before profits. This is the best way to increase sales, revenue, profits. Then a company can grow and prosper by continuing to provide real value to their employees and customers. To become a ‘customer first company’ and be successful in the ‘new economy’ requires ’employee first leadership’. This transition isn’t an easy one but it is the best and fastest solution if a business wants to succeed today!

Business leadership is one thing America has stay out front of and been innovators and leaders in…Today we are faced with the decision to change or perish…Our business leadership must change to become ‘people first’ less selfish and more focused on creating real sustainable value by enriching people’s lives. Without this transition companies and the economy will continue to spiral downward and the growing gap between the have’s and have not’s will widen until it destroys the economy completely. It’s really a core capitalist point of view that’s been lost…If you want to succeed, you have to help others succeed, not just profit from them or use them. This isn’t just a business crisis either, what we now deem the ‘American Way of Life’ is doomed and we are destined to be the next great civilization that perishes if we don’t take action to make a successful transition by shifting to new business intentions. Businesses can no longer attempt to market a great story and then deliver an average buying and more importantly ownership experience. In the ‘new economy’ the most powerful marketing messages will written and spread by our customers and if their ownership experience is average your marketing message will be average, nonexistent or negative. If you truly put the ‘customer first’ you can market this and it will grow virally as a positive perfect storm.

In 1954 Peter Drucker said, “The purpose of business was to create a customer.” This has never been more true, needed or obvious than it is today!

It’s time to get real, be honest and become trustworthy!  A successful ‘new economy’ demands that leaders and companies trust and respect employees and the consumer!  I didn’t say, make them “always right”, which was foolish and didn’t work! That was part of the old selfish economic philosophy of making sales and then doing whatever the customer wants to make them happy…All that did was drive up the cost of doing business. Oh, and you can’t just rename your customer service department, customer retention or customer care…that won’t get it done because the consumer never gets over the first impression that you just wanmted to sell them something. It’s all just customer service after the sale and it didn’t make customers and it won’t make your ‘new economy’  successful.

Companies have to be in this with the consumer to make them customers. Stop trying to sell to people and start doing business with people. This actually holds the consumer responsible as well and asks them to participate in their own satisfaction and loyalty. A successful company in the ‘new economy’ isn’t at war with the competition or the consumer but stays focused on finding their place of service and how best to enrich people lives by doing what’s best for their employees and customers.

A successful ‘new economy’ will be built one customer at a time and must start by making them a customer, not a sale. Customer service starts at hello and is your consumers buying journey in the ‘new economy’!

Customers are advocates for your business, they market your business, they are repeat buyers and they bring new customers to your business. Sales come and go, while customers stay and pay. If you want customers, then start with that in mind, make that the focus of your company. Stop try to sell people, it doesn’t work anyway!  Start by trying to make people a customer and that starts by caring about your employees and putting people before profits to drive more  profits to serve more people.  You’ll increase sales immediately by making customers and you’ll make customers with new intentions to help, serve and to do what’s best for them…No I didn’t say whatever they want…That doesn’t work. In fact, it’s made things worse and added to the dysfunctional relationship between companies, salespeople and consumers that exists today.

Filled and focused with new intentions, a new engagement and dialogue with consumers will happen that will create a healthy relationship and generate customers which increases sales. When you make customers, your employees will be motivated, your marketing message will be strong and your business will grow. This is the foundation for a successful ‘new economy’!

By Mike Moore

Sales Leaders…It’s time to challenge your status quo. It’s time to look in the mirror and ask yourself, ‘Why is the buyer and seller relationship so dysfunctional?’. 

I’m finding that most executives, sales managers and salespeople are in such deep rooted routines that they are suffering from tunnel vision. Even when they accept that the traditional methods of selling have damaged the relationship between buyers and sellers, they can’t break their routines or overcome the status quo they’ve created. The status quo has to be overcome if positive change is to be experienced. It’s a critical time and we need to start producing a new relationship that will better serve both the buyer and the seller.

If we keep doing what we’ve been doing, the way we’ve been doing it, we won’t experience positive change. In fact, with all the economic factors, we can expect near disastrous results. The core motive of business and selling needs to shift if the actions of salespeople are going to change enough to be noticeable by buyers.

The traditional method of implementing a sales process just won’t effect enough positive change.  Selling has been taught as a process that was modeled after top producing salespeople, with one missing ingredient…their motives and intentions. If you want to implement a successful sales process, teach the driving motives and intentions of these top performers. Stop trying to teach them how they sell.  Instead, teach them why they sell and they’ll engage and interact with the buyer like a top performer.

The intentions and motives of top salespeople aren’t to sell the buyer. Persuasion makes people retract. Ask any    psychologist. Top performers know that sales are a result, not the goal.  They care enough about the buyer that they want what’s best for them. They aren’t focused on the transaction, so closing isn’t a big deal. They are focused on making customers, not just sales, so they focus on the buyers ownership experience, not the buying experience. This gives them the courage to be open, honest and direct. They serve people and sales happen. These are the motives and intentions that can change salespeople’s behavior and dramatically change their results.

It’s time for sales leaders to rise up, take a stand and start helping their salespeople shift their motives and intentions to create passionate salespeople on a mission to serve buyers that will shine a positive light on the buyer and seller relationship.


Everyday, salespeople show up to their sales appointments and when a prospect asks,”Why should I buy from you?”, they make a feature, advantage, benefit presentation, explain their companies unique selling proposition or tell them why they are the best choice. When this same prospective buyer ask their competitor, “Why should I buy from you?”, the competitors salesperson does and says the same things.

If you want to increase sales, you’ll have to be different from your competitors. You need to look, sound and act different if you want prospective customers to believe you’re different. Businesses selling the same products have to guard against falling into the same routines as their competitors. It’s natural for people doing the same job, with the same human nature, to do the job the same way. That’s the problem, it’s natural. You’ll have to work at not doing what comes naturally if you want to compete, win and increase your sales.

Here’s three ways to separate yourself from your competition, increase sales and grow your business.

Change Your Intentions

Since most salespeople go to work to make sales, and this drives their behavior, change your intentions to making customers, not sales. This will move your focus from your company, products and services, to your customer. It will make you a better listener, slow you down and change your answer to the question, “Why should I buy from you?” You won’t be eager to make a presentation, instead you’ll want to know more about what your prospect wants to accomplish. You’ll start doing business with people instead of just trying to sell them. Since we get what we focus on, you’ll start making customers instead of just sales and your customers will make you more sales.

Change Your Routines

Make sure you stop trying to find the easiest way to do your job. Stop working to be comfortable and start making changes to your routine. In fact, make change a habit. When you get into a routine that feels comfortable and easy, it’s usually the same routine your competitor is in. It’ll make you look, act and sound the same. Change your routine by looking for the best way to do your job, not the easiest way. Again, it’s natural to look for the easy way to do something but that’s what your competitor is doing, so be different.  Stay fresh by changing regularly and stay motivated by knowing you’re doing what your competitor isn’t doing. Besides, routines often become ruts. They are just a grave with both ends knocked out, you can move back and forth but you’re already dead. Change will keep you motivated because change isn’t painful, resistance to change is what causes pain. In fact, if you stay out of ruts and embrace change, you’ll pay more attention and notice new opportunities to make customers.

Change Your Aggressiveness

This isn’t what you think it is…Most salespeople are people pleasers who want to be liked and accepted. Don’t let being liked and accepted keep you from being aggressive. Make a commitment to yourself to be more aggressive by focusing on helping people as if they were your friends. With friends, you trust your instincts, pay attention and know when they need help. When friends need help you don’t stop asking or trying to help them until you succeed. So, change your focus from being an aggressive salesperson to being and aggressive helper. Challenge yourself to make at least one prospect each month tell you to back off…It won’t happen because you’ll be paying attention and back off before they ask, just like you do with a friend when you start to irritate them. Make the attempt to push beyond your comfort level, ask how you can help, ask to do business with them even when you feel uncomfortable doing it. Be assertive and aggressive in attempting to be of help. You can always apologize and start over and this will make you different from your competitors.

You’ll have to be different to get different results…Nothing will improve until you do!

By Mike Moore

Peak performers who successfully achieve their goals or reach the position in life they were pursing, often become comfortable. After reaching a comfort zone, familiarity sets in and breeds boredom which reduces enthusiasm.  This comfort and boredom causes peak performers to stop being curious, learning, growing and pursuing new challenges and achievements.  Comfort isn’t usually the primary goal of peak performers but sneaks in to sabotage future achievements.

We’ve all experienced people who seemed to be comfortable with the status quo even though they talk about wanting better results. Often, these people havebeen peak performers. These same people can agree it’s time for change but go back to what’s familiar and even begin to dig in and fight the change that could create the better results they say they want.

Albert Einstein defined insanity as, “Doing the same thing over and over and expecting a different result.” The crazy thing is that people will choose the easy way, or path of least resistance, and expect exceptional results.  The real challenge lies in rejecting the natural desire to seek comfort and to start pursuing constant change, growth and improvement. It’s really an issue of becoming comfortable with the unfamiliar and staying outside your comfort zone.

Studies have shown people will fight to stay in an unhappy situation rather than move into an unfamiliar or unknown situation that could bring them happiness. It’s giving in to these natural desires for comfort and familiarity that makes most people produce mediocre results. They are the drivers of average behavior. They are the enemies of peak performance.

People are naturally more motivated by discomfort than by the desire to improve. People seek improvement until they are comfortable and then they resist change with the same energy they pursued comfort. Coach John Wooden said, “When you think you’re through learning, you’re through.”  The most deadly words in the world are, ‘I know that’,  because the next thing someone does after they think or say those words is to stop listening, reading or learning.

When things get tough and change is needed, comfort often motivates people to ‘hunker down’ and ‘wait’ until things get better rather than taking actions and looking for alternatives to make things better.  People don’t achieve their goals that make them comfortable with this dig in and don’t change mentality .  Rather, they only stopped moving forward, being innovative thinkers and advocates for change after they achieved their personal goals and reached their comfort level.

When bright, aggressive people who were able to achieve their goals start to ‘hunker down’ and ‘wait’ rather than pursuing their next achievement, it is most definitely a sign of comfort or fear of the unknown. This is a natural cycle that has to be overcome to sustain long term peak performance.

Peak performers treat comfort as a plateau to be reached. They see them as a pause or place to begin moving forward to their next achievement and opportunity to reach new heights. Peak performers keep climbing because they know if they don’t they risk falling becasue fighting to maintain your comfort level is a recipe for unhappiness and failure.

When the time comes that you’d rather be comfortable more than to pursue change, grow and improve, you are at risk of losing what you are so comfortable having.  It’s

learn, change and grow or begin dying, whether in life or in business. For peak performers, the choice is simple, even though it’s not easy. Peak performers change directions and start again with new enthusiasm.

Peak performers are energized by change.  They view resistance to change as painful, not the change itself. Peak performers are great competitors. Great competitors usually lose the will to prepare before they lose the desire to perform. When this happens, performance suffers. Too often, people get comfortable with their past achievements or the position they hold and it creates an unwillingness to embrace the changes needed for them to move forward to new accomplishments.

We are facing unprecedented challenges today and new thinking, attitudes and skills are needed to achieve peak performance. The exciting news is it’s an interesting time to live and work. The challenge is letting go of past success and starting over without allowing your existing knowledge and experience to get in the way of learning new things.

There really isn’t a risk in letting your comfort go because it’s almost impossible to maintain it without change, growth and improvement. Holding on to comfort is like holding water in your hands, it will eventually evaporate, won’t allow you to use your hands for anything else and it’s easier to just find new water when you need it.

A peak performers exercise is to set aside a few minutes each day to suspend what you defend. Set aside your beliefs, knowledge and experience while you attempt to learn something that is unfamiliar or unknown. This can even be looking at what you’ve been resisting, take the other side and try to argue its validity to yourself…Just give yourself a few moments to not be defensive and protect your position to see what’s possible.

Peak performers re-energize by embracing change and stretching themselves outside their comfort zones.  Be careful that the attitude and strategy to ‘hunker down’ and “‘wait’ for things to improve doesn’t sneak in. Be careful you don’t start hiding behind the idea of going, ‘back to basics’ to maintain your existing comfort plateau.  Going back in today’s world is usually a bad strategy. This isn’t the thinking that made you a peak performer in the first place, led to your past success nor will it play any part in your future success.

In the pursuit of peak performance you’ll have to stop pursuing comfort, resisting change and holding on to your status quo. Instead, you’ll need to challenge yourself to think without limits and become a change agent whose pursuit is achieving all that’s possible. Remember your goals are to be plateaus, not destinations and keep pursuing all that’s possible.

By Mike Moore

Consumers are retracting from salespeople more today than ever. They don’t believe salespeople because they believe salespeople only want to sell them something.

Salespeople go to work everyday to make sales and sales managers and companies apply pressure on salespeople to make sales. So, most salespeople start with the same intention and this causes them to behave so similarly that it’s hard to tell them apart. This intention to make a sale is sabotaging sales and chasing consumers away. It’s this intention that makes salespeople needy, desperate and unattractive. New intentions that lead to new behavior are necessary to overcome consumers preconceived beliefs, change this relationship and increase sales.

To be different, think different. Start at the core to change your sales engagement with consumers. If you want to create bold new results from your sales efforts, shift your intentions.

Make this your mantra, focus, purpose, belief system…YOUR INTENTIONS… and watch your sales soar.

I will serve you, not please you. I will help you, not tell you.

I will care more about your reasons for buying, than my reasons for selling.

I will  focus on your ownership experience, not your buying experience.

I will always do what’s best for you.

I will work to make you a customer, not a sale!

By Mike Moore

The biggest challenge salespeople face today is that they are part of a dysfunctional relationship with consumers. Even the salespeople in my seminars, courses and coaching sessions, admit that when they are the consumer, they don’t believe salespeople care about them and because of this they don’t believe most of what the salesperson tells them.

These beliefs are reinforced today because companies continue to increase their innovative marketing, creative advertising campaigns and use of cutting edge technology without changing what consumers believe about salespeople. This has resulted in higher expectations by consumers that salespeople are unprepared to meet, resulting in more disbelief and dysfunction.

To most executives, marketing and advertising people, consumers aren’t individuals with their own needs, wants and desires; they are buying segments, target groups, prospects and revenue streams. In most cases, all they represent are the ‘orders’.

Revenue and profits are generated by the relationship between salespeople and consumers and this relationship is obviously, dramatically, affected by the intentions, attitudes, skills and actions of salespeople. When we started making the bottom line our singular focus and sacrificed the relationship with consumers, this intention spreads to the engagement with consumers and started to sabotage the revenue and profits we were focused on. It’s very much like focusing on winning and not on what produces winning in sports.

Executives, sales managers, sales trainers and salespeople have all been focused on making sales, not making customers. They focus on sales skills, the sales process or sales tactics to increase sales while also increasing the intention to make sales as the focus. As salespeople go to work with the dominant focus of making a sale, consumers rightly decide salespeople don’t care about them and only wanted to sell them their products. They based this on the attitudes and behavior of the salespeople they engaged.  This lack of trust has led consumers to now state in surveys that they just hope the salesperson will stay out of their way. Being knowledgeable, helpful, interested and engaging are not even on buyers’ radar screens of their expectations of salespeople, even as they state that what they want most when shopping, is help!

This intention to make a sale creeps in slowly. No one wanted to damage the consumers opinion of salespeople on purpose. A great example of this, is as Peter Drucker said, “The purpose of business is to make customers”.  In the recent publication, “Selling Is Dead”, the authors paraphrase Mr.Drucker by saying, “The purpose of business is to make  new customers”. This subtle change reinforces and shifts the intention back to making a sale, not a customer.

In every sales engagement, the most powerful communication is non-verbal.  When a salesperson engages a consumer with the intention to a make sale, it is felt by the consumer and they retract from the salesperson. It also creates the salesperson’s behavior and together they have broken the relationship that produces revenue and generates profits.

The consumer and salesperson relationship has deteriorated to the point that consumers no longer believe or trust salespeople. Since everyone is a consumer, this mistrust has spread to the non-sales employees in most companies. Since they believe they can’t trust salespeople, why would they trust the salespeople in their own company? Remember what I said earlier… for nearly two decades, salespeople have told me they don’t trust or believe other salespeople when they’re the consumer!

This culture has also invaded the executive branch in most companies. While most management teams today complain that their salespeople are just order takers, the entire company needs to assume responsibility for the culture that created this. Executives, sales managers and sales trainers must realize they participated in this dysfunction and new intentions will be needed to heal the relationship before the skills they’ve been teaching will produce the best results.

The good news is that it’s easier today than ever before to separate yourself from your competition, increase revenue and profits by shifting your intentions to making customers, not sales.

By Mike Moore

Preconceived notions stop the people in charge from seeing inefficiencies in their businesses. Old habits, traditions or just plain comfort makes them reject the ideas of those who see the inefficiencies and have solutions to improve them. In fact, if their fear of change or pride becomes strong enough they will often reject and attack the people with the solutions too.

The greatest inefficiency in business today is the dysfunctional relationship between salespeople and consumers. It’s caused by the intention to make sales. The good news is it can be corrected by changing this intention, which would heal the relationship and result in increased sales and sustainable growth. It won’t be easy, but it is actually simple, like most changes that produce great improvements, transformations or start new era in business.

We are in transition to the ‘People First Age’ of business and commerce. It’s happening right now. We aren’t in a recession; we’re in this transition to a ‘new economy’. A big lesson form Moneyball is that it’s easy to look at numbers and statistics and then make poor decisions…Success in business is about people, not numbers…When analyzed correctly the numbers should inform leaders how to help their people become successful, or how to select the people who will succeed.

Businesses have to change their intentions or face certain failure…It’s this shift in intentions that allows leaders to see the information that’s in the numbers. Just as Kodak, who invented the digital camera in 1975, but refused to take advantage of it for fear it would damage their traditional film business, only to have their film business cannibalized by their competition with the digital camera they already possessed. They had the numbers but their intentions where misplaced and led to their demise!

If traditional businesses don’t change their intentions at the point of engagement with the buyers of their products they will be cannibalized by new businesses with the right intentions. Like Kodak, existing businesses have the power to be leaders in this new ‘People First Age’ but one way or the other it is happening and the winners will be those who have the right intentions. The intentions to help, serve and do what’s best for the buyer…The intentions to make customers and not just sales.

“People seek to improve until they are comfortable, and when they become comfortable, they stop looking to improve.”

By Mike Moore

I am a coach’s son…My father was a leader, visionary, teacher and coach. I was fortunate to have him raise me, teach me and prepare me to become a coach and teacher. I grew up in his coaching office watching game film with him, helping him do game and practice plans, on the practice field and in the locker room. I was on the sidelines and heard the in-game coaching and halftime adjustments. I watched him prepare his players to perform and heard the pre-game, halftime and post-game speeches. I spent time listening to coaches exchange ideas and heard coaches speak at coaching clinics.

The last time I spoke to legendary Major League Baseball Manager and family friend, Bobby Cox, he reminded me that I was doing what my father raised me to do…In business, rather than in sports.

My father exposed me to many of the great coaches of the past 50 years. Coaches like Vince Lombardi, Bear Bryant, Tom Landry, Red Auerbauch,  Don Shula, Chuck Knoll. Then I began to study coaches like Bill Walsh, Bill Belichick, Pat Riley, Phil Jackson, Tommy Lasorda, Bobby Cox, Bill Cowher, Mike Tomlinson, Pete Carroll and Jim Harbaugh. The one who influenced me the most after my father, was in my opinion the greatest coach of all time…John Wooden.

My Dad spent most of my childhood, teenage years and early adult life preparing me and helping me refine my coaching insights and skills. As an adult, he and I talked for hours on end about how to apply what we both knew to business. We found that all he had taught me applied to coaching, executive leadership, sales management and salespeople. In addition, every coach I ever played for, every person I ever worked for and every client I every consulted with or trained, taught me something…Every single one of them!

I found that life and business was a performing art just like sports. I also learned that salespeople were performing artists just like the athletes he had coached and prepared me to coach. It became obvious to me that Sales Management was a coaching position that required the abilities to recruit, game plan, train, teach, motivate, inspire and prepare salespeople to peak performance while building a team to achieve the best results. After using all I had learned to lead and manage salespeople, I began writing, speaking, teaching and training about what I knew that would help others prepare to perform to their peak to produce their best results.

I was blessed in 1996 that John Wooden took the time to meet with me. We spent hours discussing coaching, leadership and teaching. John graciously spent those hours at his home in Encino, California where we shared ideas about how leaders should view winning, losing, relationships and life. He opened up and shared his wisdom and insights and patiently answered all my questions. I lost my father, Charles Moore, in 1992 and John in 2010. I miss them both and feel very fortunate to have called them my mentors and coaches…I love them both.

Their influence and impact on me and many others is their legacy and the reason they will never be forgotten. The lessons I learned from my father, John Wooden and the other great coaches have served me well and helped me serve others.

The following are some of the highlights from my ‘Locker Room Leadership Course’. I developed it from what I learned studying and sharing with them and by applying these lesson in business. If you learn from these insights, tips and traits of great coaches, they’ll serve you well in your life and business.

  • Great coaching, teaching and managing is the art of leadership
  • Leadership is something you do with people, not to them
  • If you stop learning you’ll stop leading
  • In a locker room, boardroom, sales office or any group, if you pay attention, you can hear, smell and feel the attitudes of the people
  • If you pay attention you can tell if people are ready to perform
  • Peak performance is a Spirit (Attitude), Mind (Knowledge and Skill) and Body (Actions) experience…To win in sports, business and life, they have to always be in that order
  • Leaders don’t worry about averages or excellence they raise the standards…The lowest form of behavior that’s acceptable
  • Who you are as a coach or leader is the lowest form of behavior you except…It’s not your average or top people’s performance but your lowest producing performers…That’s who you are as a leader
  • Winning coaches spend time with the people they least want to engage…The people who need to improve the most
  • Leaders assign, monitor and teach to generate improvement
  • Leaders manage the atmosphere…the air! They do this by managing attitudes because attitudes create behavior that results in winning
  • Leaders inspire, motivate and hold people accountable to be their best
  • Leaders challenge people to change their average thinking, so they can grow and improve
  • Leadership skills can be taught, learned and improved but need insight, intuition and a personal touch to become most effective
  • Great leaders love people…That’s where their insight, intuition and personal touch comes from
  • Most managers and coaches sabotage the results they want by trying to manage the results
  • When you manage results you’re too late to lead
  • Results, the score and winning, can’t be managed. Winning comes from preparing the spirit, mind and body
  • Results, the score and winning come from the intentions, attitudes, skills and actions that were present long before the results
  • Intentions, attitudes, behavior and skills can be taught and managed through the discipline of preparation
  • Winning will take care of itself when leaders manage the things that create the score
  • Leaders lift people to accomplish beyond their own expectations through preparation
  • Never forget that your standards define who you are as a coach or leader
  • Leaders never compromise their standards, instead they use them to teach, motivate and inspire
  • Leadership is about people first but no one pesron is more important than the team
  • Treating everyone the same is the fastest way to show favoritism
  • It takes courage to treat each person the way they deserve to be treated..The way that’s best for them
  • Leader’s help people grow and become their best by working with them, to get them to do the things they don’t want to do, that will create the results they both want
  • Leaders manage people’s intentions, attitudes and dominant thoughts that create the behavior that produces the results
  • Leaders pay attention and listen to manage the atmosphere by managing the attitudes and state-of-mind of people
  • Great leaders get uncommon results from common people by requiring them to do the work to become uncommonly prepared
  • In the absence of leadership, mediocrity will lead and failure is assured

By Mike Moore

The greatest challenge facing salespeople today is how to overcome consumer’s preconceived belief that salespeople only want to sell them something, do not care about them and after they sell them, only care about their next sale. This belief is causing consumers to avoid engaging salespeople.

It’s also accurate…If you’re a salesperson, don’t get upset, I know you’re different or at least think you are. Ask yourself one question…What’s your intention when you go to work, greet a possible buyer and when you’re making a presentation?

If you want to overcome consumers existing beliefs and increase sales, you’ll need to engage people with new intentions. You’ll need to truly intend to help, serve and do what’s best for them and not attempt to sell or persuade them to buy.  Changing your intentions will begin to create trust, open communication and allow you to use your skills…But you can’t fake this, it has to be real!

Currently, this preconceived belief, stifles quality communication, productive relationships and damages the buying experience. Consumers (buyers) don’t feel comfortable opening up and sharing with salespeople so it becomes nearly impossible to help them.

Unfortunately most companies send their salespeople out each day with the primary goal of making sales and armed with this intention salespeople reinforce the consumer’s belief because they can’t hide their intentions. Since most communication is non-verbal our intentions speak louder than our words.

How many sales leaders and sales trainers are really willing to do something different?  I am concerned that businesses and sales leaders will continue to try to do what they’ve always done and expect things to get better.  The evidence of this is seen in executives, sales management, salespeople and sales trainers willingness to go, “back to basics” when it comes to sales training, even though it is those “basics” practiced with the intention to make a sale that created the consumers preconceived beliefs and broke the relationship that exists today.

People feel what we feel and believe us, only if they believe we care about them and believe ourselves.  To be present in a conversation, become a better listener and add value to the buying process, first stop trying to sell or convince people of your reasons to buy and start paying attention to their reasons. Start your day and each sales engagement with the intention to help, serve and do what’s best for people. You can do this to everyone you talk with, feel successful and energized which we know increases sales. The decision to serve, to care about the consumer makes a salesperson someone consumers will want to talk with. These new intentions will activate your listening skills and the consumers comfort level in sharing with you.

People will open up to a salesperson or any person if they believe they care about them.  This isn’t a skill set to be practiced; it is an intentions change and shift in thinking that must take place as a core belief of  a salesperson to effectively change the conversation and relationship with consumers or buyers.

This shift in intentions will help you slow down and focus on making  customers, not just sales. It will help you focus on the buyers ownership experience, not buying experience and it will make the buying and ownership experience more satisfying.

By Mike Moore

Raised by a father who coached for 35 years, the first lesson he taught me was to walk into a locker room and take in or feel the atmosphere and the energy.  He was teaching me what winning coaches did to be successful and I’ve learned how they can be applied by business leaders to create a successful business. He explained that you could “feel” this winning atmosphere if you were paying attention.   He also said coaches and leaders manage this atmosphere and it’s in the air all the time. He said it was more important than any of the x’s and o’s of coaching.
Growing up listening to coaches’ share their views, thoughts and leadership styles was a huge advantage later in my business career. Listening to pregame, halftime and postgame speeches taught me how to manage and maintain this atmosphere and I share this as often as I can with other leaders.
I was always amazed to watch a game or practice with my father or other coaches as they constantly paid attention to how things felt. I realized later that the average ones were focused on their process and not their players. This is similar to business, as we too often get lost in our process and forget about the people involved.
Next time you walk into a sales office, store or business, see how it feels.  Leaders manage the air.  They do this by managing the attitudes, feelings and beliefs of the people in their business, organization or life.  This is why a business that wants to make customers must manage its people’s attitudes, feelings and beliefs first. Consumers won’t believe your company is different if your people aren’t and your people won’t act different if their attitude isn’t different. ‘People first leaders’ manage the air or atmosphere generated by people’s attitudes.
‘People first leadership’, isn’t a fluffy fad or esoteric idea, but the first step in increasing sales and growth in business in the ‘new economy’.  Its ‘people first’ focus means a leader has to have strong enough conviction to stick to a game plan or strategy when others around them are growing weary or wanting to overreact to unwanted results.
‘People first leaders’ develop people in their business who are mentally tough enough to execute the strategy when others would falter or take the path of least resistance.
By managing the attitudes, feelings and beliefs of your people, you are leading from where results are born.   From the attitudes that lead to actions, the results will be seen in your increase revenue, profits and growth.  You are leading from an advanced position and not waiting to react to unwanted results that were generated from behavior that was caused by attitudes that were ignored.
Leadership at its essence, generates results by getting people to perform at their highest level of competence. When leaders do this they are also growing the level of people’s competence and insuring growth and higher performance in the future.
Use the attitudes, skills and actions of great coaches who have led their teams to championships by instilling a winning attitude, mental toughness and the ability to overcome the excuses their competitors accept to be average.  Coaches like John Wooden, Vince Lombardi, Pat Riley, Don Shula, Pat Summit, Phil Jackson, Bill Walsh, Bill Parcells, Bill Belichick and many others, win and have won because they ‘manage the air’ or attitudes that produce winners. Ultimately, they are ‘people first leaders’ who challenge others to be better than they would be without their influence. They move people to do the things they don’t want to do that produce the results they want.
Business in the ‘new economy’ requires an attitude to make customers, not just sales. Instill this in the hearts of people so that it permeates the air in your business and it will generate improved results and growth.
Stop, listen and feel the attitudes in your business. Can you sense the ‘winning air’? If not, get busy and make it a priority, then manage it daily for the best results.
By Mike Moore