Often being pulled into the world of managing your company is quick to fail to focus .... Have your actions improved or reduced the worth of your company during this quarter?
If you're not sure ... we're here to help you prevent costly errors in through your company. I also joined up with my Stony Hill Advisors colleague Paul Visokey.
As a trader, exit strategy expert and M&A agent Paul is constantly having questions like: How do I really know what my company is worth?
What is the best sale time for my business?
What process does it take to sell my business? ... and more If you are willing to sell your company in the next 2 years or not for another 10 years, you want to make sure that you take the correct measures to create optimum interest of your business.
Paul illustrates the # 1 most forgotten trick to doing just that in this brief video answer.
Part II: Details Here is the housekeeping tid-bits — FYI material you want everybody to be informed of and find in their schedules, project files, etc. Here section of the selling meeting is for you to discuss items like: here are two different communication opportunities for you now.
Coming deadlines are here in our business... Reminder... etc Part III: INSTRUCTION Always underestimate the value of continued training. Often I learn from those expanding the company that they don't need to educate their top selling staff because they have been doing their work for 10 years, and they know what they are doing.
I completely disagree!
That's like asking professional football players to miss the training camp and bring them into the kickoff game straight away – poor plan! During your weekly selling team sessions, invest 30-45 min to help your employees develop one specific talent they use and use, so that they can do well in their work. Trust me, but you'll never run out of drill-for-skill material for your experienced sales reps.
Part IV: INSPIRATION Maybe it's more important for the employees to be motivated by their own peers' achievements than simply being addressed by their manager at the whole conference.
They want to exploit the idea that sales draw individuals who seem to have a competitive attitude, and having the best student of the week to educate their colleagues is a great incentive for both training the individual and making notes with their peers.
The teaching person ends up feeling as though they already have a name that they will protect. So their friends wind up saying — "oh, if they can do it, I can do it" or "I can do it much better."
So, ask one of the team members to discuss how they accomplished for 5-15 minutes.
Although most work ads for sales positions usually state the employee is more "self-motivated," as a company owner you've already learned by now it's wishful thinking that only recruiting "self-motivated" individuals would build high-performance sales teams of their own.
Whether you as the company owner or a sales manager (if you have one) ought to play a critical role in keeping the selling team fully engaged, if you have either one or two sales reps or you have many hundreds.
One means of holding the staff strongly engaged is to have frequent, successful selling sessions with your manager. "Success" is the main word here. So, how does one insure that your sales meeting is effective?
It creates a good mood and enthusiasm to kick off the sales meeting with genuine appreciation, whether you're making a team of 11 individuals, 80 or only 4 salesmen. Within any or more of the conference members, consider something to remember. It's essential to include visuals as well as verbally remembering people. Citizens want to see their titles penned down. This may be as easy as composing and plastering congratulatory letters on poster boards in the meeting room or as formal as getting a new name graved on a sales recognition plaque every week or month.
You should reiterate your appreciation of the sales staff in bi-weekly newsletters as well as have that in the written edition of the sales meeting agenda.
Recognition is especially rewarding to sales staff so make sure to delegate kindly to the squad. Recognizing good action creates some of the same constructive behaviour.
Stop slipping into the pit of cynical thought like—"why would I respect them for doing only their job? "And you're likely to wind up moving for several weeks without offering some acknowledgment when you take the theory.
As a mother, if my husband or children inform me that I had a wonderful dinner it not only makes me feel loved (though it is my responsibility to feed them), it also motivates me to make the next meal even better.
It goes a long way to making the sales staff feel respected.
If you're not sure ... we're here to help you prevent costly errors in through your company. I also joined up with my Stony Hill Advisors colleague Paul Visokey.
As a trader, exit strategy expert and M&A agent Paul is constantly having questions like: How do I really know what my company is worth?
What is the best sale time for my business?
What process does it take to sell my business? ... and more If you are willing to sell your company in the next 2 years or not for another 10 years, you want to make sure that you take the correct measures to create optimum interest of your business.
Paul illustrates the # 1 most forgotten trick to doing just that in this brief video answer.
Part II: Details Here is the housekeeping tid-bits — FYI material you want everybody to be informed of and find in their schedules, project files, etc. Here section of the selling meeting is for you to discuss items like: here are two different communication opportunities for you now.
Coming deadlines are here in our business... Reminder... etc Part III: INSTRUCTION Always underestimate the value of continued training. Often I learn from those expanding the company that they don't need to educate their top selling staff because they have been doing their work for 10 years, and they know what they are doing.
I completely disagree!
That's like asking professional football players to miss the training camp and bring them into the kickoff game straight away – poor plan! During your weekly selling team sessions, invest 30-45 min to help your employees develop one specific talent they use and use, so that they can do well in their work. Trust me, but you'll never run out of drill-for-skill material for your experienced sales reps.
Part IV: INSPIRATION Maybe it's more important for the employees to be motivated by their own peers' achievements than simply being addressed by their manager at the whole conference.
They want to exploit the idea that sales draw individuals who seem to have a competitive attitude, and having the best student of the week to educate their colleagues is a great incentive for both training the individual and making notes with their peers.
The teaching person ends up feeling as though they already have a name that they will protect. So their friends wind up saying — "oh, if they can do it, I can do it" or "I can do it much better."
So, ask one of the team members to discuss how they accomplished for 5-15 minutes.
Although most work ads for sales positions usually state the employee is more "self-motivated," as a company owner you've already learned by now it's wishful thinking that only recruiting "self-motivated" individuals would build high-performance sales teams of their own.
Whether you as the company owner or a sales manager (if you have one) ought to play a critical role in keeping the selling team fully engaged, if you have either one or two sales reps or you have many hundreds.
One means of holding the staff strongly engaged is to have frequent, successful selling sessions with your manager. "Success" is the main word here. So, how does one insure that your sales meeting is effective?
It creates a good mood and enthusiasm to kick off the sales meeting with genuine appreciation, whether you're making a team of 11 individuals, 80 or only 4 salesmen. Within any or more of the conference members, consider something to remember. It's essential to include visuals as well as verbally remembering people. Citizens want to see their titles penned down. This may be as easy as composing and plastering congratulatory letters on poster boards in the meeting room or as formal as getting a new name graved on a sales recognition plaque every week or month.
You should reiterate your appreciation of the sales staff in bi-weekly newsletters as well as have that in the written edition of the sales meeting agenda.
Recognition is especially rewarding to sales staff so make sure to delegate kindly to the squad. Recognizing good action creates some of the same constructive behaviour.
Stop slipping into the pit of cynical thought like—"why would I respect them for doing only their job? "And you're likely to wind up moving for several weeks without offering some acknowledgment when you take the theory.
As a mother, if my husband or children inform me that I had a wonderful dinner it not only makes me feel loved (though it is my responsibility to feed them), it also motivates me to make the next meal even better.
It goes a long way to making the sales staff feel respected.
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