Find Your Motivator

We all have a specific way of doing things, for better or for worse. Rather than using the generic term, though, we’ll focus specifically on sales and a sales process. When it comes to sales there are a few paths that organizations depend on in order to generate leads to lead them to success. And it’s easy to conflate the duties of marketing, to passively generate leads that come in, with sales, the process which should bring in new clients or referrals. The truth is, though, without a sales force that is organized and committed to their duties, a sales team is a closing team, and they inadvertently focus on what comes in the door and leaves a large amount of money on the table from those unaware of the services that an organization provides.

The importance of knowing your processes extends to those who you manage. And if you don’t ask questions and probe into that process then you may be allowing a fundamental mistake in your pursuit to effectively drum up new business. The problem with helping someone else build an effective process is that it requires you to know what works in your industry. The reality that many people fail to recognize, though, is no matter the industry—sales is the same. If you are not doing the behaviors necessary, then you are sacrificing grit for hope.

But the behaviors necessary to make sales successful is a longer and more involved conversation. For that you would do best to contact myself or a Sandler representative if you’re interested in our process, instead we focus here on the process of making the behaviors and what it looks like to track what you need to do to be successful. It all depends on the tracking mechanism that you decide works to keep you motivated and committed. Your commitment, your employees’ commitments, are the keystone in making sure that any activity worth doing is done.

The key to building buy-in with your team is the same key to building buy-in with yourself. (Don’t remind me that sometimes when something starts working, we stop doing it, because it’s working. That’s another dilemma). A resolution to change doesn’t work because it should work or because it is the right time for change. A resolution to change works because we commit ourselves and our resources to a course of action that is beneficial to what perceived adjustments we must make in order to achieve what we want.

There is the key: what we want. If staying the same is less painful then change, we won’t change. If you want your people to change or if you want to change, you need to spend time determining why the path you are on is more detrimental to you, long term, than the one you perceive. There is a secret sauce to success. It’s you, but if you can’t spend the time necessary to discover what ingredients make up your success, then you’re doomed to be stuck in a perpetual status quo and likely to fall prey to victim traps—woe is me—rather than to reach the apex of your destiny.

The only person keeping yourself from success is you.

If you measure it, you will manage it,