Sales training… are you a believer? What about your company?
On average, firms invest about 3% of their budget in training. But the most successful sales organizations invest closer to 10%.
But there’s one big catch: there are certain situations in which training can actually limit your success as a sales rep (or a marketer, or a manager, or a customer service guru, or any other job in the world of competitive B2B biz-dev).
In fact, in those scenarios, it can actually pay to be untrainable.
The cold call Gatekeeper is a menacing specter for the intrepid sales hunter.
Maybe that’s because most sales training treats the Gatekeeper as a quasi-mythical beast that must be slain in order to reach the prospect and set the appointment, viciously frothing and snapping to ward off intruders.
But these days, it turns out the Gatekeeper is a fairly mild-mannered adversary. While receptionists and assistants still exist, today’s decision makers increasingly rely on caller ID and voicemail as their defense against unsolicited calls. And the rise of the robot Gatekeepers creates a new opportunity to get a leg up on your competitors. Here’s how:
I know my answer: the results aren’t always consistent.
Yes, dealing with resistant prospects can be challenging, frustrating, and unpleasant. But it’s all worth it for a steady stream of appointments.
So how can you create more reliable results? Science.
Specifically, you can use Robert Cialdini’s 6 Principles of Persuasion—the proven psychological triggers that increase the odds your prospects will say “yes” to your request—to boost your cold calling success. Here’s how:
When you look at your sales results and they’re not where you want them to be, what do you do?
Do you scream “work harder!” to your team (or yourself), and hope the numbers will get better?
News flash: that’s not good enough.
As we discussed at the August session of Business Wise Insiders, smart sales leaders create energy with proven strategies that prepare, coach, and energize their teams.
Among other things, we discussed the importance of a feedback environment that leads to continuous improvement (rather than simmering resentment), including this critical tactic most managers overlook: