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    Time Management: An Essential Sales Warrior's Survival Guide
    Time Management: An Essential Sales Warrior's Survival Guide
    Time Management: An Essential Sales Warrior's Survival Guide
    Ebook75 pages59 minutes

    Time Management: An Essential Sales Warrior's Survival Guide

    By Dave Kahle

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    About this ebook

    The life of a 21st-century salesperson is a battle…with an overwhelming number of things to do, ever-rising expectations, and conflicting pressures. Customers are more sophisticated, more demanding, and harder to see then ever. Voice mail has made it necessary for many salespeople to spend an inordinate amount of time on the phone. Salespeople are being asked to collect more information about their customers, report in ever-more sophisticated ways, use more and more complex computer programs, and take part in more meetings than ever before.
    LanguageEnglish
    PublisherCareer Press
    Release dateAug 22, 2013
    ISBN9781601635044
    Time Management: An Essential Sales Warrior's Survival Guide
    Author

    Dave Kahle

    Dave Kahle has been the top salesperson in the nation for two companies in two distinct industries. He has authored nine books, presented in 47 states and nine countries, and has personally and contractually worked with more than 300 companies to help them increase their sales. Specializing in the B2B environment, Dave creates customized training programs, speaks at national conventions, and consults in areas of sales system design and sales force compensation. He splits his time between Grand Rapids, Michigan, and Sarasota, Florida. You can connect with him at www.davekahle.com.

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      Book preview

      Time Management - Dave Kahle

      Nugget 1

      The Practice of Sales

      Time management ultimately proceeds from a mindset. If we are going to become effective managers of our time, we need to start by brushing up our beliefs—specifically our beliefs about the job that we do.

      Every profession expects the serious practitioner of that profession to continually seek out the best practices of that profession, and then to roll them into his or her routine with discipline. That statement comes out of my mouth in almost every seminar or keynote address that I present. Sometimes, I follow it up with the ironic observation that there is, apparently, one exception to that rule, and that is the profession of sales, where we don’t expect anyone to improve.

      That is, of course, nonsense. The truth is that better salespeople produce better results. The best salespeople produce the best results. And better salespeople continually imbed best practices into their habits. That’s how they become better. They practice.

      I just got off the phone with one of my clients. We were discussing the deplorable state of the market in his industry, which is down about 35 percent from two years ago. Yet, he observed that four of his 12 salespeople were having record years.

      It’s easy to do well when the market is growing, he observed. Most salespeople don’t know what they did to gain business when the market was growing, and they don’t know what to do when the market is shrinking. The good salespeople, though, know how to sell. And that brings them results.

      Good salespeople sell more than mediocre salespeople. That is such a blatantly obvious truth that I’m embarrassed to even mention it. And how salespeople get good is just like how every other professional becomes good—they practice!

      Good doctors practice their craft and continually improve. So do good social workers, teachers, accountants, and lawyers. Ditto for ministers, nurses, airline pilots, chefs, and executives. The list goes on and on. No reasonably mature person thinks that after just a year on the job they know it all. On the contrary, they expect to learn, grow, and improve for the balance of their careers.

      According to the Encarta Dictionary, the word practice means repetition in order to improve; process of carrying out an idea; work of a professional person; and usual pattern of action. All of these accurately describe the behavior that separates the good salesperson from the mediocre. Let’s expand on each of these definitions:

      1. Repetition in order to improve. A good salesperson studies the best practices of his profession, and repeats them in order to improve. This expresses itself in such activities as learning to ask a series of good questions, or implementing some time management disciplines. You work at it and repeat it until it becomes a habit, and you have improved. Or, you create a memorized 30-second introduction to your company. You repeat it until you have it down perfectly and it comes out of your mouth smoothly and persuasively. Another good idea is to practice a presentation for a key product or service. Repeat it until you are confident and competent. It’s just like golf, tennis, or any area of human endeavor. If you are going to become good at it, you must practice.

      2. Process of carrying out an idea. The good salesperson is continually on the lookout for good ideas. He collects them, sorts through them, prioritizes them, and then implements them. For example, he may come across the idea of prioritizing his accounts based on the potential for business in those accounts. That’s a different idea than the typical sorting by the amount of business they did in the past. It is, for some, a new idea. The good salesperson takes that idea, works it out, applies it to his territory, and then focuses on the high-potential accounts. As a result, his production improves, and he becomes more effective. Then he looks for the next good idea. That’s

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