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1.) THE "EDITOR'S CHOICE"
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2.) HEADLINE ARTICLE
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 How To Use A Potent Leadership Tool To Step Up Sales Results
by Brent Filson

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Good sales people can close, but few "step up" 
for even more sales from that close. Yet stepping up 
should be one of the easiest accomplishments in sales — 
that is if you know how to build the staircase. 

Do it by applying a leadership tool I have taught 
thousands of leaders worldwide during the past 20 years. 
The tool is simply to foster a particular viewpoint, which is this: 

Challenge people not simply to do a task but to take leadership of that task. 

The difference in results-producing effectiveness 
between doing a task and taking leadership of a task is 
the difference between the lightning bug and lightning. 

This change in viewpoint may seem simple even simplistic; 
but when put into action many times daily, it can work wonders. 

For instance, I worked with a manufacturing leader whose workers 
were constantly falling short of productivity goals. I told him he 
was leading the workers in the wrong way; he was ordering them 
to get productivity advancements. I told him that he should have 
the workers sign on as leaders of productivity advancements. 
When the workers began seeing themselves as such leaders, 
they started hitting the goals consistently.

Now, let's apply this leadership tool to the sales process. 
I'll show you how to get step-ups in results that go far beyond 
the results achieved from closes. Here are three ways to do it. 

(1) Don't Just Sell Products, Get Cause Leaders: Salespeople 
often fail to get step-ups because they have a short-sighted view of the customer. 
They view the customer as only a customer! Whereas, if we want to 
get step-ups, we must see the customer not just as a customer 
but as a "cause leader," one who can lead our cause both inside 
and outside their company. Instead of aiming just to sell a product, 
to get a close, aim to turn your customer into your cause leader. 

For instance, I consulted with a materials supplier that wanted to 
acquire new customers in the computer industry. The salespeople 
of the materials company not only worked diligently on closing with 
the engineer-customers but also on creating step-ups by persuading 
those engineers to be the cause leaders for their materials within the company. 

Here is the way that they enlisted that leadership. They discovered 
that the engineers needed increased productivity and faster cycle-times -- 
and to do it with fewer resources. 

In response, the sales people developed a materials performance 
package for the engineers that increased their productivity and cycle-times. 
In addition, they brought in productivity experts from their own company 
to help the engineers streamline their design processes. 
They're not only selling their materials. They're selling productivity as well. 
Seeing that the sales people were helping them meet their vital needs, 
the engineers became the sales people's cause leaders within their company — 
unleashing a torrent of step-ups. 

(2) Start Early: George Burns said, "I had to work hard for 20 years 
in vaudeville before I became an overnight success in radio." 
That's a lesson in stepping up. Stepping up sales results with 
my leadership tool doesn't just happen overnight. You must prepare 
to get those step-ups starting in the early stages of the sales process: 
when prospecting for new clients, identifying decision makers, and making initial calls. 

In this early stage, ask yourself: "What is the close in this sale? 
And how can that close lead to the customer not simply buying my product 
but also becoming the product's cause leader, both inside and outside 
his/her organization?" 

For instance, the sales people of the materials company I mentioned 
aimed to replace their competitors' materials with their materials in 
computer housing applications. With that focus, they would have gotten closes — 
but not step-ups. The differences between their competitor’s materials 
and their materials were negligible in cost and performance. 

The sales people continued to develop the traditional channels to 
their customers' purchasing departments. But they also began building 
step-ups early by including design engineers in their first-stage sales activities. 
They focused on being their customers' "design partners" — not simply 
showing them where they could save costs and achieve performance 
advantages but also showing them how they could get market share 
through the innovative uses of those materials. 

Getting in early as their customers' design partners, they not only 
got closes but step-ups from those closes by integrating their materials 
into new generations of housings. 

(3) Link to "Must-Have" Results: Step-ups happen only when you answer 
the vital needs of your customers — not the nice-to-have needs. 
Discover those needs by asking and answering: "What are your 
customer’s absolute must-have results?"

Those "must-haves" are your great step-up opportunities, because when 
you are delivering on the must-haves, your customers are more likely 
to become your cause leaders. 

In the above example, the sales people were able to get step-ups 
because they focused on their customer's "must-haves", 
productivity and cycle-time. 

Here's another example dealing with another business sector: 
I consulted with an insurance company whose growth had flattened out. 
We found out a key reason why. Their products were not meeting 
the must-have results of their customers. The must-have results of 
their customers were that they absolutely had to grow their businesses. 
Yet the company's products did not materially address the growth needs of their customers. 

Only when the sales people convinced their own company to develop 
and sell products that met the growth needs of their customers were 
they able to turn those customers into cause leaders. Once those 
new products were offered to the customers, they far outsold the old products. 

Don't sell yourself short by focusing exclusively on the close. 
Liberate the step-up opportunities that are embedded in most 
closes by using this powerful leadership tool of challenging people 
to lead not simply do. By getting customer cause leaders, starting early, 
and linking to must-have results, you can multiply sales far beyond 
what closes achieve. 

=============================
2005 © The Filson Leadership Group, Inc. 
All rights reserved. 
=============================


The author of 23 books, Brent Filson's recent books are, 
THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL 
and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. 
He is founder and president of The Filson Leadership Group, Inc. – 
and has worked with thousands of leaders worldwide during 
the past 20 years helping them achieve sizable increases in hard, 
measured results. Sign up for his f(r)ee leadership ezine and 
get a f(r)ee guide, "49 Ways To Turn Action Into Results," 
at www.actionleadership.com  

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4.) PARENTS TIME-OUT
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Time Out for Parents

Welcome Parents. It is time for a little Time-Out. Running an online business or working outside of the home takes much time and effort away from your family.
This weekly feature is committed to helping parents take back that quality time and devote it more fully to spending it with their children.

Check out this week's features:

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Time Out for the Week - Puzzle time
What's for Dinner? - One-Dish Baked Chicken and Dumplings 
Just for You - Real Mothers
Site of the Week - A Link to Space 
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Follow the link below to see what it is all about!  You owe it to yourself and your children!

http://www.parentstime-out.com

This page is designed to be simple and easy to follow.  Our goal is to keep it short and simple each week, allowing you to maximize your family time.

You can find all of our Time Out editions archived at http://www.parentstime-out.com/archives.htm
 

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5.) HOT BIZ*TIP
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EZINE BUSINESS DIRECTORY
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CONTACT INFORMATION-

Editor: Debbie Solomon
Publisher: Sara Hardy
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support@marketingtrendz.com

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DISCLAIMER-

THIS DOCUMENT IS PROVIDED FOR INFORMATIONAL PURPOSES ONLY.
The information contained in this document represents the current view of MarketingTrendz on the issues discussed as of the date of publication. Because MarketingTrendz must respond to change in market conditions, it should not be interpreted to be a commitment on the part of MarketingTrendz and MarketingTrendz cannot guarantee the accuracy of any information presented after the date of publication. Information provided in this document is provided "AS IS" without warranty of any kind, either express or implied, including but not limited to the implied warranties of merchantability, fitness for a particular purpose and freedom from infringement. The user assumes the entire risk as to the accuracy and the use of this document.

All opinions and viewpoints in each editorial of The OnLine Exchange Ezine is expressed solely by the editor and writer, Debbie Solomon. The opinions set forth by the editor is not necessarily an interpretation of viewpoints made by the company.

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