3 Things That Make a Successful Salesperson

May 19, 2016

 What are the 3 things that make a good GREAT salesperson?

When it comes to great sales people there are three key things you need to pay attention to:

1. Skillset - do you have the skills necessary to make the sale?

2. Activity - Are you doing the right level of activity to get the results you want?

3. State - How you feel. (energy, belief, confidence, etc.)

It's important to remember that not all of the above are easily measurable, and in fact can be quite subjective. So, the best place to start is with the activity. By measuring those tangible items such as call, meetings, conversions, etc. you can then determine where the deficiency is - and it will either be in state or skillset. Watch the video to find out how to combat these deficiencies and ensure your salespeople are great.

Cheers

Business Lessons From the Bike Trail #1 – Knowing Where to Focus

Mar 30, 2016

 

 

There's a basic object to enjoying a safe ride on a mountain bike: Look where your going.

While the same can be said for business, it's amazing how many people focus on the obstacles in front of them instead of focusing on the track, but when you fixate on the obstacles which are in your way - they tend to magnify - which makes your changes of hitting one fairly high.

The same goes for them you start riding faster on the trail. The faster you go (ie: the more you grow) the further down the track you need to look. Just don't look so far down the track that you get blindsided from something you didn't see just up ahead.

Have a think about your business. How far down the track are you looking? What obstacles do you face that you could find the answer to if you just ventured to look a little beyond them? Are you getting blindsided by other things that are stopping you from making progress?

If so, you may need a growth check. Take our free 7-minute test to find out how to sail past the things holding you back and create the business you dream of.

The Secret to Managing Attitudes at Work

Mar 28, 2016

 

The number one stressors in business are (and may always be) money, and people. In fact, you likely know first hand how much emotional energy and loss of team synergy is wasted on a member of your team that just doesn't fit the bill.

It turns out - the key to managing attitudes in the workplace is as simple as communication and follow-up. Sounds easy, right? Well it can be more difficult that you expect to implement, but once the expectations are set, it can become remarkably easy to keep momentum in your team.

The tools we need start with creating our core value and culture. You see, if expectations for every member of your organization aren't clear, and we don't hold people accountable, you will always have an organizational culture that is driven by the quality of people within it.

A good starting point is to check out "The Advantage: Why Organizational Health Trumps Everything Else in Business", by Patrick Lencioni it is a fantastic read about the concrete advantage that can be gained by having a healthy organization.

 

Culture Shift: An Interview with Aaron Lavell

Jul 28, 2015

[two_thirds]Today, we sat down with Aaron Lavell, Managing Director with WMS Chartered Accountants, to speak about the shift in workplace culture which led to the creation of WMS, and their fantastic culture growth which has seen them grow to be one of the Gold Coast's largest professional firms.

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Aaron tells us why principles matter in business planning - and what impact that has on retaining the best talent.

Enjoy! [/two_thirds]

 

 

J: Give us a bit of an overview of WMS and how you came to be...

A: We started in May 1994. 2 partners and 5 staff left a Big 4 accounting firm at the same time after an extended down turn period emanating from the “Recession we had to have”. The “W” and “M” stand for the surnames of the founding partners and the “S” stands for Staff. From day 1, the staff have been recognised as the core ingredient of what the firm is about.

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J: What led you to embark on formally developing your culture?

A: Day 1 was easy. We simply looked at where we had come from and assessed the merits of doing the opposite. That isn’t intended to be a criticism per se of the former firm, it was just a result of an extended down turn and their former policies around transparency in numbers and decision making processes. For example at WMS for over a decade, we were totally open book and staff set their own salaries. As the firm grew we found it harder to keep everyone on the same page and certain newer staff didn’t appreciate the history and the fragile nature of a true open book approach. We found staff making ambit claims for pay rises expecting to be shaved back. In the first 5 years of operations, not one pay rise was knocked back, because the requests were fair.

Around 2006 we implemented the “WMS Culture Wheel”. This was 10 core cultural concepts usually expressed as one word. We received immediate positive impact with same. A true test of any culture is hard times, with the onset of the GFC we found that some of the one word concepts could be interpreted in different ways and some were aspirational. As an example, our final concept was “Fairness” which was the outline of the wheel and designed to be a tie breaker provision. What is “Fair” can vary depending on your perspective. So with that by way of background, in 2014, we embarked on a fresh approach trying to keep the genesis of the firm’s origins whilst introducing an explanatory framework for each core principle. It coincided with a brand and web site refresh.

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J: Can you give us an overview of the process?

A: We grabbed our 6 partners and a range of 6 staff. By range, we covered from our next partner in waiting to the leader of our Secretarial team. We were facilitated by someone external and we had regular break out groups of 3 armed with butcher’s paper to brain storm concepts and associated explanation. We had decided to include 3 to 5 core principles with about 3 explanatory lines per principle. This was designed to address the ambiguous nature of the original one word concepts. By day’s end we had a draft list of 5. We met again internally the following week and then again the week later with the entire office (approximately 50). During that workshop, which was again facilitated by the same external party, we updated the proposed imagery for the core principles to go onto our new website. We workshopped on a Friday afternoon and the website went live on Monday. This gave us bang for our buck internally and also drew attention to it for visitors to our new website.

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J: How did the team engage/react to the process/outcome?

A: You could feel the energy in the room which was great to be part of. As it was designed in-house, we all had ownership of it.

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J: What have been the benefits of the process?

A: Straight up, it gave us to have a focused above the line discussion as a group as to “what type of work place would you want to come to everyday?”. You then assessed each principle as to whether we as a group were prepared to commit to live and breathe it in both good and bad times. We have a go to framework to assess any key decision facing the firm.

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J: How do you keep it alive?

A: It has to come into your daily vernacular. As an example, every email our HR manager sends contains a footer with some different play on words of one of the principles. We filled an entire wall of our main break out area with graphics of the 5 principles. Our screen savers are a rotation of the core principles. We had about a dozen of the staff do a culture video which sits on our website. The framework was allocated in terms of what principle each team member would cover, but what they said was completely unscripted. We wanted it to be real and the only way to do that was to have it come from the coal face.

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J: What are some of the setbacks or pitfalls you’ve experienced around developing your culture?

A: We adopted two broad approaches pre the present framework. Both were entirely appropriate for the firm at that stage of the firm’s evolution, however, for broad reasons outlined above, they both ran their course.

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J: How has it impacted your ability to attract or retain talent?

A: Huge impact. 99% of applicants make reference to the culture video on the website and the initial perception of what it is like to work here is very high. Our challenge of course is to provide the tools and environment to enable the reality to match the brochure.

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J: How has it impacted performance and happiness of the team?

A: Our last financial year results were great. The staff turnover here has always been good compared to industry standard but has further been enhanced. I think the staff trust the culture and we encourage them to “shoot straight” if they feel we have slipped up as a partner group. We all work hard and deadlines can stretch the odd friendship, however the group get along very well because we have a common goal to understand our client’s business and make a difference to their lives.

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J: How did you get all leaders aligned to buy into the process?

A: That was easy, as our own observations combined with our 360 degree reviews told us the old Culture Wheel had run its race. When you get that feedback, you ignore it at your own peril. None of our partner group are perfect, but we all understand that if you don’t have the foundation right, anything you try and build on it will be fragile.

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[two_thirds]Aaron Lavell is the firms Managing Partner, and has over 20 years experience in the accounting industry with his initial years at Ernst & Young, before commencing as a founding member of WMS.

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Aaron has a strong focus in the property sector and heads the firm's Corporate Finance Team, which holds and AFSL

For more about Aaron, click HERE. [/two_thirds]

[one_third_last]Aaron Lavell [/one_third_last]

How to Hire Top Performing Sales People

May 12, 2015

If every there was a holy grail, this would be it. If only there was a way to consistently hire top performing sales people!!

Well I'd love to say I've got the silver bullet for you ... but I think you'd know I'd be lying. What I have got though, are some juicy tips and tricks shared from recruiting veteran Kristen Harcourt. Kristen is a senior consultant with The McQuaig Institute. The McQuaig Institute are leaders in the field of profiling and assessments with respect to recruiting. While The McQuaig Institute can and do help companies assess a variety of roles, their grass roots and expertise is with sales people.

In this interview, Kristen shares with us the 'tells', tricks and tips on finding, filtering and identifying top performers. The whole interview is 37 minutes long and it is packed with gems to help you find the sales people you are looking for.

Enjoy the listen. Please share your thoughts and ideas on the content of the interview below, we'd love to hear your take.

And...if you want to take this podcast on the go and have a listen later, you can! Right click the link HERE and save it to your device.