The Secrets of Top Producers
By Garrison Wynn
popular belief, the most successful salespeople were not those who
made the most phone calls or were the best presenters and closers.
There seemed to be no common ground with
best practices. We saw many top producers who had low closing ratios
but set ten times more appointments and made more money than their
competitors by being in front of more people.
Also, we saw many number-one salespeople
who could not cold-call or even work their referrals that well. They
went where their customers were: to networking meetings, golf
courses, and so forth. They met face to face with fewer people but
were very successful.
We saw people who managed their time well
and many who did not, but who made up for it by what we can only
refer to as “wasting their time with the right people.”
What they had in common went
beyond best practices. They focused on their strengths and were more
competitive by getting better at what they already did well.
The key to success is doing very little of what you do badly.
We found a group we called the
strugglers—people who work very hard to produce average results.
They seemed to focus all their strength in areas where they just
didn’t have any. We saw them working on their shortcomings over and
over again, hoping for a different result.
As it turns
out, hope is not a strategy. The difference is that the top
producers used their strengths to improve a weakness.
If you do nothing but focus on your weaknesses, you will ultimately
however, uncover seven beyond-best practices that we believe may be
the keys to sales success.
They explain the value of their
service clearly in about 20 seconds.
They develop simple and easy to
maintain organizational processes that create client care.
They are able to stay persistent
because they have clearly defined outcomes.
They spend approximately 50% of their
time building relationships with top customers.
They leverage existing relationships
by being a solutions provider.
They survey their customers to find
out what services they like best and then focus their offering
in those areas.
They manage expectations and emotions
by setting those expectations and making sure their customers
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