Motivational Business Advice from Sales and Marketing

TOP
Performers
Motivational Business Advice
from Sales and Marketing
Performance Experts
4411 Paradise Circle
Atlanta, GA 30339
solutions@symmetricsgroup.com
As you might expect,
we come across some incredible
people in our line of work who
demonstrate best-in-class
qualities. Since we can all learn
from them to become better
ourselves, we’ve written a
series of Top Performer articles
highlighting what sets them
apart from the rest.
While these articles span multiple
industries and sales-related functions,
you’ll see that our Top Performers
share commonalities in their business
approaches and work ethic.
So, whether you read just one article or
the entire series, our intention is for you
to either learn something new or at least
be reminded of the qualities that will take
you and your team to the next level.
There is a Top Performer in all of us…
Enjoy!
3 Eric Tresh: Three Steps to Effective Business Development
7 Sean Lawrie: Succeed in the Competitive World of
Management Consulting
11
Molly Fletcher: Getting Out of Your Comfort Zone in
Pro Sports and Pro Sales
15
Mo Bunnell: Effective Tools for Changing Habits
19
Michael Merlin: Four Non-Sales Best
Practices that Add Value to Sales
23
Mark Hawn: Sales Team Transformation
27
Jason Hudnall: From Collegiate Athlete to
Sales Leader
31
Sonny Thielbar: Sales is a Byproduct of
Passion
35
Amy Manchester: Best of Class
39
Dave Duffield: Inspired by Core Values, Ahead
of Technology Curve
43
Jim Champy: Selling with Ideas
47
Glennis Beacham: At the Pinnacle of Residential Real
Estate
51
Johnny Van: Cultivate a Master List of Referrals
It’s one thing for a fulltime salesperson to master
the art of the deal. But it’s something else when a
professional from another discipline excels in sales. This
rare “double threat” possesses technical competence,
as well as the Emotional Intelligence (EQ) to develop
new business and sustain relationships with large,
sophisticated clients.
Three Steps to Effective
Business Development
Eric Tresh
Most colleges and graduate
acquisitions, and testified on state
impacts almost every aspect of a
schools don’t teach selling. No law
and local tax policy matters.
business. As a tax lawyer, you have
the opportunity to see how different
school does. So, how did tax attorney
businesses work.
Eric Tresh learn to land new clients
“Everyone thinks they are going to
and keep current ones coming back
be a litigator like Clarence Darrow,
to the global law firm of Sutherland
representing good versus evil in front
Spend a little time with Eric and you’ll
a jury of their peers,” says Eric. But
see that he’s an expert tax attorney
sented many of the country’s largest
‘‘
after completing an internship in tax
who knows how to listen and who
businesses in state and local tax con-
law while in law school, Eric found his
can help clients arrive at a better un-
troversies before Federal and state
niche. “I found tax law to be intel-
derstanding of their own issues. “Cli-
courts throughout the United States,
lectually challenging and interesting,”
ents don’t always come right out and
provided tax advice on mergers and
he says. Part of its appeal is that tax
tell you what the problem is,” he says.
Asbill & Brennan LLP? By applying a
thoughtful mix of IQ and EQ to back
up his legal expertise.
Eric is a partner in Sutherland’s tax
practice and represents national and
international companies in their state
and local tax matters. He has repre-
Clients don’t always come right out and
tell you what the problem is. Or in the
middle of a project, they might not tell
you that you aren’t doing well.”
3
“Or in the middle of a project, they
hurdle is cleared, says Eric, for buyers
addition to expertise and a willing-
might not tell you that you aren’t
it becomes a question of whom they
ness to dive in, Eric has learned to
doing well.” It’s that combination of
can trust. Who will dive in at a mo-
gain trust by building relationships.
know-how and emotional smarts that
ment’s notice? Who will be available
differentiates Eric and his team at
Sutherland from a pack of otherwise
well qualified lawyers.
Three qualities for
successful business
development
‘‘
“We make sure to spend time with
Team is everything.”
at 6 am on a Friday or 2 pm on a Sun-
our clients – grabbing lunch or dinner,
day? Some years ago, early in Eric’s
or coffee for 20 minutes to under-
How does a high-level attorney
career, he was working for KPMG. “A
stand what’s important to them,” he
switch gears from providing complex
national wireless carrier put out an
says. “And we do a lot of follow up.
legal services to developing new
RFP,” he recalls. “They were looking
When a subject is important to our
business? According to Eric, it takes
for a firm to assist them in conduct-
clients, we’ll write about it, publish
three qualities, each of which can be
ing a company-wide review of all the
articles about it. There are develop-
developed with some practice and a
state and local taxes they paid.” This
ments in state and local tax that
little patience.
was a huge project. KPMG bid against
occur every week. If we know a client
six other firms. After several meetings
has a California apportionment issue,
IQ plus EQ = Successful
1. Go beyond technical proficiency with solid teamwork.
with their steering committee, includ-
we make sure we track it so we can
ing the Vice President of Tax, the CFO
follow up with personal emails about
“You are not going to get hired as tax
and the General Council, they called
how the particular development
counsel to a Fortune 500 without a
Eric on Friday afternoon and asked
impacts our clients’ business.”
high level of technical proficiency,”
him if he would fly in on a Saturday. “I
says Eric. “These are sophisticated
did that. I called in our team, worked
2. Be a specialist. As Fortune 500
buyers. They can afford whatever
through the night on Friday to put
companies spend more on internal
tax advice they need. They can hire
together a presentation and got on
resources, their budgets for out-
any law firm in the country.” Sure,
a plane Saturday 7 am,” he says. This
side vendors decrease, Eric notes.
there’s a threshold level of technical
happened early in his career. Eric ran
But there’s a silver lining for some
competence. You have to be really
with the project, met with company
vendors. “They spend more money
good at what you do. Professional
leadership and – thanks to the sup-
to hire more sophisticated people –
excellence is required, but it’s not
port of his team – closed the deal.
accomplished specialists and thought
sufficient. Once the competency
“Team,” he says, “is everything.” In
leaders in their industries – and that
4
is good for us.” Therefore, become an
Eric’s 3-point methodology
for business development:
expert, and be able to communicate
about your specialty. Be able to write
well, speak well and present well.
Write articles, says Eric. Speak at conferences. People who can write and
speak well, who can make an effective presentation, are the ones who
generate more business, says Eric.
Seek opportunities to make presentations at professional conferences
and anywhere else that will get you
1
2
3
Be an expert in your field and know your client’s
issues.
Be able to communicate and follow-up effectively.
Build relationships and gain your client’s trust.
out there and give you some exposure. “When I was three or four years
questions. “It felt good,” he says. “It
talked about California apportion-
out of law school, working at [the
was well received. And it allowed me
ment, and here’s an article that might
accounting firm] Arthur Andersen,
to grow and have confidence.” Bot-
interest you’” goes a lot further. “We
probably around 1998, the firm par-
tom line: If your managers don’t offer
require our team to read tax publica-
ticipated in a conference called ‘The
to let you make a presentation, ask
tions every day. The goal is for each
Taxation of Cyberspace,” Eric recalls.
for the opportunity – and show them
team member to read a new ruling or
l Business Development
The theme was how sales over the
that you’re prepared with a high level
an article and provide comments to
Internet would eventually be taxed –
of expertise in a subject that matters
our team members and clients. We
something everyone was (and still is)
to your clients.
send around comments on the most
concerned with. An Andersen partner
allowed Eric to give a speech. “This
partner gave me a shot.” A lot of peo-
‘‘
ple came up to Eric afterward, asking
interesting pieces. There are all sorts
3. Follow up with something
relevant. “‘Nice meeting you’ is ok,”
of technical comments around each
says Eric. “But ‘nice meeting you, we
me, our team and our clients smart-
day’s developments. And that makes
er.” There’s no hierarchy involved.
Everyone – from first-year associates
It’s a people business. You have to
to senior partners –weighs in. It’s a
understand their problems and have
daily conversation around current,
a way to solve them.”
complex issues that keeps everyone
on their toes and makes a great impression on clients.
5
None of it works unless
you obtain clients
to understand their problems and
ent’s issues; be able to communicate
have a way to solve them.”
and follow-up effectively; build relationships and gain your client’s trust.
“My job is to be a good lawyer and
get the answers right,” says Eric. “But
For professionals in any industry who
It’s a simple equation: IQ plus EQ =
over time you realize none of it works
need to – or want to – develop new
Successful Business Development
unless you have sophisticated clients
business, keep in mind Eric Tresh’s
for anyone, and especially those in
with interesting issues.” According to
three-point methodology: be an
professional services.
Eric, “It’s a people business. You have
expert in your field and know your cli-
6
What makes Sean Lawrie tick? Is it
his genuine interest in the lives of his clients? The
competitive drive he developed playing hockey in
his native Canada? Or perhaps it’s a combination of
both. Sean’s unique blend of collaboration and
competitiveness has earned him a reputation as
a leading consultant to the energy industry.
How to Succeed in the
Competitive World of
Management Consulting
Sean Lawrie
As a partner at the management-
after Sean steps clients through a
tend to want to hang around. That’s
consulting firm of ScottMadden, Sean
series of processes, they can do it
not my style.”
advises electric utility companies
themselves and will no longer need
on how to improve their operations
ScottMadden. But that’s where word-
After college, Sean began his career
while becoming more productive,
of-mouth, referrals, and of course
in banking. “I’ve always thrived on
more responsive to customers and
new projects for past clients come
competition and winning,” he says.
more compliant with an ever-growing
into play. Sean takes pride in not be-
Soon, he went to work for GE and
thicket of regulations.
ing the kind of consultant who digs in
then for the electrical utilities in Can-
and never leaves. “I like nothing bet-
ada. Before long, he decided to go to
ter than to work with a client, come
the United States, where he earned
Exceptional results
First and foremost, Sean brings a
sense of collaboration to his projects.
“We work side by side with the client
so they won’t need us anymore,” he
‘‘
I’ve always thrived on competition
and winning.”
says. “We make sure they can do the
in under budget with exceptional
an MBA in finance. As fortune would
job after we leave.” You won’t hear a
results, and leave with our heads held
have it, ScottMadden was recruiting
lot of consultants talk like that. True,
high,” says Sean. “Other consultants
on campus. The firm wanted
7
someone with an electrical utili-
of management consulting:
puts out about energy. The ‘A’ and
ties background, a good connection
1. Protemoi lists. From legendary
‘B’ group gets a holiday card.” He
with people, and the ability to learn
quickly. Sean fit the bill. “I started as
an associate and worked with electric
utilities solving operational, financial,
‘‘
and strategy-related problems.”
trainer Mo Bunnell, Sean picked up
the simple discipline of maintaining
what Mo calls a “protemoi list.” Mo
coined the term, based on an ancient
for business development. Plus, he
schedules “drop-by days,” where he
visits with his A-list clients. “We talk
about life, about things outside of
work,” says Sean. “I let them know
My ‘A’ clients I’m in touch with all the
time; at least quarterly I send an article
they are special and top of mind. And
I do care. Eventually they might be
buyers or not, but I may need to lean
on them.”
with value.”
As simple as a smile
says he dedicates three days a month
2. People power. On those dropGreek word meaning “first among
by visits, “I never ask people about
Collaboration and competitiveness:
equals.” A protemoi list comprises
work, but about their vacations or
quite a pairing. But there’s something
your entire professional contact
their families,” says Sean. “No one
else that factors into Sean’s success
base—not only clients and prospects,
wants to talk about work; they want
with clients—genuine friendliness. “I
but contacts such as people you’ve
to talk about outside of work.” And
don’t know where it came from—my
met at conferences. Sean’s list has
while working on projects, Sean takes
grandfather, my dad, or my mom,”
about 500 names – “people I have
an out-of-the-box approach as well. “I
says Sean. “It’s sense of living by the
worked with on a project or those I
like to do things one-on-one outside
golden rule, smiling, being happy eve-
met at a conference.” He force ranks
of meetings, so that the meetings are
ry day. There’s bad stuff that happens
them every quarter. “My ‘A’ clients
simple.” Sean will talk with everyone
His unique blend of collabor
has earned Sean a reputation as a lead
all the time, but if you carry yourself
I’m in touch with all the time; at
involved before the meeting. He
with a level of confidence… It’s a
least quarterly I send an article with
addresses their issues and gets their
simple thing to smile at people in the
value.” Sean doesn’t email his 100 or
buy-in, and then they have the meet-
hallways, but it works.”
so A-list clients these articles. Instead,
ing, after which they feel as though
he prints them out and sends them
something actually got accomplished.
More specifically, Sean points to
in the mail with a handwritten note.
“I like to come out of that meeting
three practices that have helped him
“Everyone on my list gets an email
with a real solution,” he says.
to succeed in the competitive world
link to a publication ScottMadden
8
Sean’s 3 practices for succeeding in
management consulting:
1
2
3
Protemoi lists. Comprising your entire professional contact base, a protemoi
list gives you the structure to create top-of-mind activities with your most
important clients.
People power. Keep meetings simple by addressing issues and getting buy-in
one-on-one before meetings.
Preparation. Put yourselves in your client’s shoes to understand the
questions they will have.
3. Preparation. This approach
put himself in his clients’ shoes and
workload, “Pierre needed to see the
requires some upfront preparation.
begin to see the questions they’ll
whole picture,” says Sean. “I was a
Sean uses a sales meeting tool he
have. “You have to be prepared to an-
new associate. We worked side by
learned from Mo Bunnell to develop
swer,” he says. “They obviously called
side for months. I’m sure he wanted
good questions to ask his clients.
you because they had some kind of
to kill me some days for the ques-
Asking questions such as, “What do
worry. You need to be prepared for
tions I asked him.” But as time went
you think is the best way to do this?”
that.”
on, Pierre gained confidence in Sean,
oration and competitiveness
ding consultant to the energy industry.
whose discipline, professionalism,
signals to clients that the ultimate solution resides with them – and Sean’s
Most memorable project
and friendliness broke through the
just there to guide them through.
Some years ago, Sean worked with
hard exterior.
Preparation is the key. “Be confident
a mid-level manager named Pierre
and be prepared for any interaction,”
who was generally negative about
Ultimately, it was Pierre who present-
Sean advises. “If you’re not confident,
having consultants assisting his
ed to management, not Sean. “All the
how do you expect someone else to
company. Put in charge of restructur-
recommendations were approved,”
be confident in you?” Sean likes to
ing the organization and his group’s
says Sean. “He was promoted two
9
positions above to plant manager.
sustain their business models with
Sean Lawrie, it means that too. But
That promotion meant more to me
the integration of a portfolio of safe,
there’s more. It also means exceeding
than my own promotion later that
reliable sources of generation—all
your competition and performing so
year.” While he hasn’t worked with
while creating value for consumers,
well—with a smile on your face—that
Pierre since that project, according to
regulators and other stakeholders. To
clients can’t stop talking about you.
Sean, “he has been a great source of
recommendations for future opportunities.”
Sustainability means different things
to different people. For utilities, it’s
about clean technologies and how to
10
‘‘
If you’re not confident, how do you expect
someone else to be confident in you?”
Hailed as “the Female Jerry Maguire,”
Molly Fletcher spent nearly two decades as one of
the world’s only female sports agents, recruiting and
representing hundreds of top athletes and coaches,
including John Smoltz, Joe Theismann, Tom Izzo,
and Doc Rivers.
Getting Out of Your
Comfort Zone in
Pro Sports and Pro Sales
Molly Fletcher
The author of three books, Molly
what elite athletes and successful
what do these world-class performers
currently heads up her own company
sales people have in common – and
have that others don’t? Three things,
where she consults and coaches
what separates the top pros from the
she says, all of which can be learned.
business leaders on the lessons she
also-rans in both worlds.
First is confidence. They believe they
learned from the sports industry.
In a far ranging conversation, Molly
talked from a sports agent’s
perspective
about
can change. Second, they’re willing
Confidence, feedback,
purpose
to discover what their gaps are and
get authentic feedback from people
While most people will do whatever
with whom they have good relation-
they can to avoid change, she says,
ships. Third, they approach change
premiere athletes – and premiere
with a sense of clarity and purpose.
sales people – are the opposite. They
In a sales context, says Molly, “This is
push themselves out of their comfort
about being relational, not transac-
zones to new levels in the absence
tional. It’s behaving with tremendous
of a crisis. “I think the best athletes say ‘no one is telling me
discipline, being intentional about
being present.” Success in both sports
to change, but I know I can
and sales requires constant improve-
get better,’” she says. So,
ment. “If you are selling, you have to
11
‘‘
the world, but they had trust and
This is about being relational, not
accountability, and clarity about what
they wanted to accomplish. They had
transactional. It’s behaving with
the foundation, they had the trust,
tremendous discipline, being
and they won the championship.”
intentional about being present.”
Or consider Michigan State’s Tom
discover what your gaps are, which
business leaders. “When we work
Izzo, who sits down with each player
sales make the most sense, which de-
with teams, we’ll put them in adverse
and asks what success will look like
serve your energy, and which don’t.”
situations physically and mentally,
at the end of the season. “He gets a
Elite athletes and successful
in common-Molly knows what separates the
The byproduct of trust
and try to get them to make great
lot when he asks that,” says Molly.
According to Molly, the keys to im-
choices under stress and pressure.
“’Win a national championship, a
provement – whether in the field or
We try to get them to build trust
Big 10 championship. Graduate with
on it – are credibility, reliability and
quickly.” She helps her clients build
honors…’” Then he drills down, get-
trust. “Great teams have the cour-
environments where people feel safe
ting the player to acknowledge that
age to hold each other accountable,”
enough to give meaningful feedback
skipping class or missing study halls
‘‘
that stimulates real growth.
will spoil their vision of success. “He
she says. The byproduct of trust and
gets the athletes to frame up what
they want, then he asks their permis-
Great teams have the courage to hold
each other accountable.”
sion to hold them accountable,” she
says. “His players love him. They’ll do
anything for him. They create their
accountability is feedback, a powerful
A great example of a foundation of
own platform for success, and he
platform for action and change. “The
trust in the sports world, she says, is
holds them accountable.”
best athletes in the world have taken
the San Antonio Spurs. “To have three
a lot of advice about how they should
guys wearing one jersey for their
swing the bat or field the ball.” What
entire career is incredibly unique,”
impedes a great team? Largely, she
says Molly. “The trust among the
In addition to willingness to change
says, a lack of accountability and
players and the trust with [head
and an environment that supports
trust. To that end, she uses team-
coach] Gregg Popovich is profound.
it, Molly stresses the importance of
building exercises when working with
They didn’t have the best players in
knowing how to negotiate. “Fifty-five
12
Negotiations:
building a bridge
percent of people say they taught
side.” You build the bridge by being
you want to raise your voice and
themselves everything they know
authentically curious, she says. To get
argue. I don’t think it’s necessary.”
about negotiating, and eighty-six
to the other side, “You have to get
percent say they want to learn how
inside their heads.”
to be a better negotiator,” she says,
A bigger influence
After so much success in the world
citing a recent salary.com survey. “So
Negotiations are difficult conversa-
of sports, why transition to business?
there’s a need in the market for this
tions, says Molly. “But it doesn’t need
More opportunities, says Molly. “I
skill.” Not surprisingly, Molly links suc-
to be adversarial. It’s not a battle-
got into the sports agent business
cessful negotiations back to building
field.” Instead, it’s about building
because I loved the people, but when
trust. “There are people who love
relationships, about being curious
I had the opportunity to take the les-
sales people have something
e top pros from the also-rans in both worlds.
to argue,” she says. “But you should
and empathetic, and understand-
sons I’d learned and deliver them to
stay focused on the task at hand and
ing what’s driving the other person.
business people – to a bigger space
why you are there. There’s a bridge.
“People think if you are negotiating
than sports – I got to be an influence
You are trying to connect to the other
in a bigger way. I loved managing the
Molly’s 3 insights into
what elite athletes and successful
sales people have in common:
1
2
3
The will to change. They push themselves out of their
comfort zones to new levels in the absence of a crisis.
A foundation of trust. The byproduct of trust and accountability is feedback, a powerful platform for action and change.
The ability to negotiate. Build relationships, be curious and
empathetic, and understand what’s driving the other person
to be an effective negotiator.
13
athletes ‘relationships, but I was talk-
to over 2,500 people. You get to the
made athletes a ton of money? Is
ing with twenty-five guys a week. On
point where you say to yourself, ‘am
that enough?’ As much as I love the
the other hand, this week I’ve spoken
I just going to go to my grave having
agent space, I love this more.”
‘‘
...stay focused on the task at hand and
why you are there. There’s a bridge. You
are trying to connect to the other side.”
14
For a long time, Mo Bunnell carried
around an 1899 silver dollar that had once
belonged to his grandfather. If you’d seen Mo’s
daily ritual of clutching the coin in his palm
every morning and then slipping it into his pocket,
you might have guessed he was superstitious,
or that he had a touch of OCD.
Effective Tools for
Changing Habits
Hardly. Mo’s daily silver dollar ritual
was a deliberate act that helped
Putting research
into practice
Mo Bunnell
development. While that baffles Mo,
he doesn’t sit around wondering
make him the successful sales con-
According to Mo, not many profes-
about it. Instead, he consults and
sultant and entrepreneur he is today.
sionals treat sales like a discipline.
trains sales leaders in exactly that
“In the mornings I used to pick that
And that’s a shame. “There are lots
through his consultancy, the Atlanta-
coin up and think of the most proac-
of MBAs in strategy or operations
based Bunnell Idea Group. “We’ve
tive thing I could do that day,” he
or general management, all kinds
done research into different disci-
says. “Then, I didn’t allow myself to
put it in my pocket until I knew what
that thing was –and I couldn’t take it
out again until I’d done it.”
That’s not superstition; it’s discipline.
Mo continued this practice until he
no longer needed the silver dollar to
remind him. Fast forward to today:
committing to and taking at least
‘‘
of things where they treat it like it’s
plines: Why do people do what they
If you’re managing a business development
force, how do you get the behavior change?
Unlearning old habits and adopting new ones
is a low-tech effort. But it is an effort.”
scientific,” he says. Yet, there are very
do? How do buyers think about mon-
one proactive step every day is an
few schools where you can get an
ey? How do people make decisions?”
ingrained habit.
advanced degree in sales or business
While there’s plenty of research on
15
these topics, he says, it wasn’t in one
were expecting cool, sexy apps,
“Usually she’s at her desk, looking at
place until the Bunnell Idea Group
webinars and videos,” he says. “But
a computer screen all day.” Again, no
put it there. They call it the GrowBIG®
through a series of questions we
flashy app was required, just a cus-
Integrated System. “We found the
guided them to the idea that none of
tomized post-it note with the firm’s
research and synthesized it,” he says.
these things come close to the power
name on it on her computer. Before
“First we track people who do busi-
of the people in the room sticking
she began work each day, she’d write
ness development the right way; and
with the program and not getting
down her proactive commitment on
second, if you’re managing a business
distracted by the next shiny object
the post-it, and she couldn’t throw it
development force, how do you get
two months later.”
away until she completed the task. It
We build systems aroun
was a simple solution that required
the behavior change? How do you
Mo’s group often works with in-
a sustained effort and some coach-
dividuals who are struggling with
ing. She stuck with it, and eventually,
The answers may come as a surprise:
the “seller-doer model” – high-end
she no longer needed the note, but
Unlearning old habits and adopting
professionals such as attorneys and
her proactive business development
new ones is a low-tech effort. But
senior-level marketing people whose
became routine.
it is an effort. It’s as simple as tak-
jobs involve some aspect of selling
ing a silver dollar out of your pocket
and some aspect of doing. In that
unlearn the old habits?”
‘‘
and holding it in your hand until you
role, he says, it’s easy to become
Good values and
applied math
Mo’s early influences help to explain
his belief in finding the right method
Seller-doers have jobs that involve some
aspect of selling and some aspect of
doing. It’s easy to become reactive - not
proactive - in such roles.”
and sticking with it. Growing up in
rural Indiana, in a town of 80 people,
“I saw my parents work really hard,
and today I feel uncomfortable when
I don’t have a lot to do.” Both of his
parents were teachers, and his dad
come up with one proactive task for
reactive, not proactive. “We build
coached basketball and also owned a
the day. The challenge is sticking with
systems around remaining proactive,”
restaurant. From fifth grade on, Mo
it. Mo recalls a recent final approval
he says.
worked there on weekends and dur-
meeting with a C-suite team. “They’d
ing summers. “That’s the mid west-
vetted us, audited us and validated
For example, a high-end litigator
ern work ethic,” he says. “You give it
us. We were a good fit.” The head of
at a prestigious law firm wanted a
your best shot and you always have a
the client’s team wanted Mo to give
version of Mo’s silver dollar ritual.
helpful mindset.”
an hour-long presentation. “They
“She doesn’t travel much,” says Mo.
16
cidentally left by the copy machine!”
Mo’s second influence was his early
he could read a few books that would
career as an actuary. Becoming an
teach him how to be a better ac-
actuary takes about 10,000 hours
count manager. “But all the books
As Mo’s knowledge and experience
of study over eight to 10 years. It
were soft,” he says. “You know, treat
evolved, and he began to share his
requires the work ethic Mo learned
the customer right and business will
methods more widely, he formed
as a child. And it can help to build
come. Or cheesy sales books on doing
three basic principles of business de-
the discipline required to lose the old
whatever you can to close the deal.”
velopment around which he has built
habits and acquire new ones – like
Mo sought mentors, and he began
his behavior-changing techniques.
taking a proactive step every day.
writing white papers for himself as a
nd remaining proactive.
way to learn how to have a great first
According to Mo, people get excited
At the time Mo became an actuary
meeting, how to do long-term plan-
about developing the tools his firm
he worked for Hewitt Associates –
ning for a client, how to add value
provides because they see that the
“an awesome HR firm,” he says. As
and create a buzz. “Eventually,” he
tools will help them. The problem
his role changed from technical to
says, “I was asked to give a talk about
comes about four weeks in, when
business development, he assumed
a white paper I’d written that I’d ac-
they fall back into their old routines.
1
2
3
Mo’s 3 basic principles of business development
(behavior-changing techniques):
Work with the right clients. “I think it’s really easy to be reactive and go
after the companies we know,” he says, “but it’s better to do a hardcore
analytical process about who we should go after.” Here Mo walks the talk:
he won’t take on a new client until he knows it’s a good fit.
Lead with value. “Most people lead by begging. ‘Did you get my emails?
Did you get my phone messages?’ Instead, we ask, ‘what can we build that
will make people want to talk with us?’”
Put your best and coolest resources up front. “Give bite-sized pieces of
expertise away so that people will want to work with you,” says Mo. “Give
to get. After lead generation, you want clients to want you around. If you
give away bite-sized pieces, they’ll want to be around you more and more.
Unfortunately, most people do the opposite!”
17
“They’ll be getting ready for a client
Mo’s got a program that does just
Changing habits takes time – two or
meeting and they’ll do the same
that – one that keeps front line
three months of one-on-one coach-
boring pitch, the same ‘pillars of our
managers in the trenches with their
ing, sometimes even longer, before
business,’ the clients’ logos – the
teams, shaping those behaviors to
the sales person no longer needs to
‘‘
take that metaphorical coin out of his
Ingraining new habits is a long,
or her pocket every day. Ingraining
new habits is a long, unglamorous
unglamorous slog. But once it
slog. But once it happens, once the
happens...everything changes.”
seller “owns” the right behaviors,
everything changes. Mo Bunnell
same things the buyer saw in 10
the right ones. “You do that by shar-
doesn’t just teach this; he lives it, day
other sellers. You’re talking about you
ing data, sharing leading indicators,
in and day out – giving to getting,
instead of them; you’re not leading
using give-to-gets, doing the weekly
sharing his expertise and teaching
with value.” The trick, he says, is to
planning, using lead generation tech-
sales leaders about how to lose old
stick with the tools, practice the ritu-
niques.”
habits, gain new ones and GrowBig®
als and build new behaviors.
18
– one silver dollar at a time.
Michael is a Managing Director with
the Atlanta-based Hansberger & Merlin at Morgan
Stanley, the largest discretionary manager of assets
within Morgan Stanley and among the top 10
wealth management teams within the firm.
4 Non-Sales Best Practices
that Add Value to Sales
Michael Merlin
Michael joined Morgan Stanley
seek to understand your vision, your
In a far-ranging conversation, Michael
in 1998, just a year out of Northwest-
preferences and your unique cir-
spoke not only about sales, but also
ern University where he earned a
cumstances before we formulate the
about some of the personal values
bachelor’s degree in economics. In
wealth strategy that helps meet your
and best practices from outside of
2009, he became an Advisor in Mor-
needs.” And he’s got the track record
sales that can have a powerful, long-
gan Stanley’s Family Office, a practice
to show it: In 2012 and 2013, Michael
term influence on the art and science
was listed among Barron’s top 1,000
of selling.
‘‘
that provides customized services
1. Be well rounded
Be well versed and well read on a
“Be well versed and well read on
myriad of topics.”
a myriad of topics,” Michael says,
noting that he brings home reams of
reading material every weekend – not
to high net-worth individuals. “Our
advisors in America. He was also
just about his industry, but his clients’
goal is for our clients and their future
recently named one of America’s top
industries. Had he known what he
generations to enjoy their wealth
advisors under 40 in On Wall Street
was going to do in his career, he says
without worry,” says Michael. “Our
magazine.
he’d have been more of a generalist
consultative approach means we
in college. “I’d have studied
19
more philosophy and psychology, not
just finance.” After all, since relationship managers deal with people
from multiple industries, they should
be well read enough to know how
those industries work so they can ask
intelligent questions. Being in money
‘‘
Clients respect you when you have an
opinion, and that opinion doesn’t have to
be the same as theirs.”
management means you need to
actually feel. “We had a new prospect
know how the world works, not just
come in, he was really excited, but
investing. He says, “I’ll be reading
then he changed his mind and said
something that wasn’t for investment
he was not coming back,” Michael
purposes, an interview in The Econo-
recalls. It turned out that the client
mist, for example, and it will tip me
didn’t like some of Michael’s advice.
off to a trend or an opportunity.”
Michael called him and explained,
“At an earlier point in my career, I
2. Have an opinion, even
if it doesn’t square with
the client’s opinion
wouldn’t have told you this, but it’s
what you should do. It’s the best advice.” The prospect listened – and he
“Clients respect you when you have
became a client of the firm, because
an opinion,” says Michael. “And that
he respected Michael for standing
opinion doesn’t have to be the same
by his point of view. Opinions aren’t
as theirs.” While it may be tempting
written in stone, of course. They
to appease a client by conveniently
may change from time to time for
aligning your point of view with his
the right reasons, such as when new
or hers, in the long run you will be
information arises, but not to win a
better off if you express the way you
client’s favor.
20
Good values
Michael’s 4 value-added best practices:
1
2
3
4
Be well-rounded (and well-read). Be well versed enough to ask
intelligent questions.
Be opinionated. Don’t change your opinion just to win a client’s favor.
Do what’s in the client’s best interest.
Be involved. Community involvement helps make you a well-rounded
individual – and that’s always good for sales.
Learn from failures. Everyone makes mistakes. Learn from these to
become better at what you do.
3. Get involved in your
community
“Have a value proposition outside
of Directors of several non-profit
had he gotten into the business at
organizations, including The Atlanta
any other time. “After 9/11, then
Symphony Orchestra.
the first recession, then the financial
crisis, if your relationships weren’t
of the business context,” Michael
advises. “Have good values and
4. Learn from failure
strong, you could not survive.” Com-
show them. People care about that.
“My first year in the business was
pounding the financial challenges,
Regardless of what you are selling,
1998,” says Michael. After experi-
Michael’s partner retired in 2008.
sales is about relationships, not just
encing the final year and a half of
And yet, he says, the team retained
transactions. Community involve-
the markets going up, they stalled.
98% of its clients and doubled the
ment helps make you a well-rounded
“Then I had a 10 year period that was
size of the business over the past five
individual – and that’s always good
the worst in 167 years!” The most
years. Like most firms, his made some
for sales.” Michael served as the
valuable thing to Michael is the deep
bad investments during the financial
Southeast Regional Board Chair of
relationships he has with his clients
crisis that they couldn’t get out of.
the Anti-Defamation League in 2012
– and, ironically, he says he could not
But that taught him two valuable les-
and 2013. He also sits on the Board
have developed such relationships
sons: To focus on the relationships
are good for sales.
21
and to concentrate even more on
customization and transparency on
Good values add
real value
hundred thousand.” But Michael
took the meeting seriously, spend-
the advisory and money manage-
As our conversation drew to a close,
ing about two hours answering the
ment side. Even for the highest net
Michael was reminded of the first
young man’s questions. “He called
worth individuals, investing does not
client he ever pitched – a young man
the next day and told me that I’d
have to be complicated. The owner-
who had been referred by another
passed the test. He actually had a
ship of a great business is the best
client. “He explained that he had a
couple million dollars, and he’d want-
way to grow and retain wealth.
small amount of money – a couple
ed to be sure I was the right guy.” The
‘‘
Regardless of what you are selling, sales is
about relationships, not just transactions.”
22
client liked that Michael had taken
his time and treated him like the high
net-worth client he actually was. “It
doesn’t matter what you are selling,”
he says. “This is the level of integrity
that people notice and respect.”
Bottom line: Good values are good
for sales.
Mark Hawn joined a major global
business consulting and outsourcing company
in 1985, immediately upon graduation from the
University of North Carolina at Chapel Hill.
He remained with the organization for
27 years.
Sales Team
Transformation
Mark Hawn
“I grew up there,” he says today.
worst methodology, you’ll still get
a very large business at double digit
After “carrying a bag” in sales – “win-
better results than if you hadn’t used
rates. We did a good job of reducing
ning some and losing some”– he
any,” he says. Along the way, Mark
selling, general and administrative
made partner and took on bigger and
became known as a good judge of
expenses, so profits were good, but
more complex deals.
business. “A lot of big firms were sell-
the pressure to continually grow
‘‘
sales by $2 billion+ each and every
year was very difficult.” On the heels
... the pressure to continually grow sales
by $2 billion+ each and every year was
was selected to lead an internal sales
effectiveness and change program as
well as run sales operations for the
very difficult.”
company.
Working his way through the ranks,
ing,” he says, “but not selling profit-
Mark learned a lot about the sales
ably.”
Senior management decided it
wanted something big, not just in-
process, ultimately getting involved
in outsourcing sales and working with
of an updated strategic plan, Mark
As-is analysis
cremental changes. “We gathered 30
the firm’s governing committee. He’s
In the early 2000s, he recalls, “we
people across all the business units,”
a true believer in methodology – any
were performing well but constantly
Mark recalls. The team’s goal was to
methodology. “Even if you use the
faced with the challenges of growing
transform the sales organization and
23
The team’s goal was to trans
and gear it for consistent double-digit
typically in the high single digits.
gear it for consistent double-digit
and wasted pursuit investments more
that close is good enough. “We de-
growth—above its peers who were
about competitors or not qualifying
veloped a saying: ‘We’re consistently
typically in the high single digits. “A
opportunities with clients well?
inaccurate.’ We knew that many of
lot of people aren’t compelled by
4.Sales management: Are our
the underlying metrics weren’t very
numbers,” he says. “So we started a
sales leaders effective in managing
accurate, but that we were inaccurate
qualitative and a quantitative side. A
the ever-growing and sophisticated
on a consistent basis, which allowed
lot of the qualitative had to do with
sales force? Are they spending time
us to know what direction things
the soft side, the sales pursuit and
on the right things and do they have
were going.”
client interaction.” Mark’s group also
the skills to lead?
did a traditional as-is analysis across a
5.Offering development: Do we
Closing a large account
number of areas on both a qualitative
have the right offerings or products
Because it was critical to demonstrate
and quantitative basis.
and are they competitive in the mar-
to the organization that these best
ket? What do we need to invest in to
practices worked, Mark’s team would
ensure they are?
seed the larger, more complex com-
Five buckets comprised
the as-is analysis:
petitive opportunities with someone
1.Client portfolio management:
It wasn’t hard to gather data in each
from the core transformation team
Do we have the right number and mix
of the five areas. “We had to put a lot
to ensure the use of best practices.
of clients in the portfolio?
of elbow grease into finding data and
The power of the new approaches
2.Quality pipeline: Is our pipeline
collating it and understanding the
resulted in one of the largest wins
growing in the right way to support
growth aspirations? Are the underlying metrics like deal size and volume
improving in a way to achieve growth
and cost goals? Is the pipeline coming from the right mix of clients and
‘‘
We never deluded ourselves about how
hard it would be to win. So we were able
to do things that allowed us to win.”
types of services?
picture,” says Mark. When you have a
ever at a major international food
3.Winning deals: Are we winning
disparate set of systems and informa-
and commodities company that
enough and consistent with our
tion, you can’t rely on the accuracy
had strong incumbent competitors
brand and capability? Are our losses
and have to be comfortable knowing
already working with them. “You’d
24
sform the sales organization
t growth—above its peers who were
have thought one of the incumbents
encouraging the client to go as fast as
the chance, he would do three things
would win it,” says Mark. “We never
they could. One of Mark’s jobs was
differently.
deluded ourselves about how hard it
to find opportunities to get to know
would be to win. So we were able to
the prospect. “We had a relationship
1.Spend more time on client
portfolio management. “It’s
do things that allowed us to win.” For
development program. Find out what
so strong. I’d push the principle of
example, Mark’s company extended
hotels they were staying at, and try to
having fewer clients harder than we
the time of the pursuit. “We knew
stay there; find out where they were
pushed it. In my most recent consult-
we wouldn’t win without extensive
having coffee, and we’d just happen
ing experiences, we had a services
involvement with the client. That
to be there. It’s a diligent process –
company who cut their portfolio in
was a big part of sales transforma-
about thinking how do you find time
half and they’ve had back-to-back
tion that we incorporated. When
with them and then getting it.”
25% growth.”
always trying to confirm hunches and
By extending the time frame and
get to an answer so you can move on
getting to know the prospect, Mark’s
2.Find one business unit that
would be a guinea pig on everything. “I’d have found that business
and get things done.” Mark’s team
firm surpassed its competitors and
unit earlier. You need to be able to
persuaded the client to extend their
won the business.
point to something and say ‘See, it
you make a buying decision you are
analysis and spend more time with
worked!’ Some things you can man-
From infrequent to
standard
date, but some must be encouraged.
in making similar decisions so they
Of course, no engagement is perfect.
could see they were moving too fast.”
Looking back on a successful sales
3.Get people to believe in the
concept earlier. “One of the busi-
Meantime, the competitors were
transformation, Mark says if he had
ness units that adopted the method
the bidders. “One thing we showed
them was what other companies did
I’d have gotten participants earlier.”
Mark’s 5 buckets of as-is analysis:
1
Client portfolio
management
2
Quality
pipeline
3
Winning
deals
4
Sales
management
5
Offering
development
25
ology got good results, but we didn’t
As-is analysis, transformation, flex-
“We did well at turning that from an
push it enough. It would have been
ibility and even relationship develop-
infrequent occurrence to a standard
smarter, in hindsight, to get help from
ment programs: sure, everyone does
occurrence on large deal pursuits,”
the leadership team on it.”
it. But not everyone does it consist-
says Mark. “We wanted to turn our
ently; not everyone does it well.
best day into every day.”
‘‘
We wanted to turn our best day into
every day.”
26
Success, whether on the playing field or
the sales field, requires a set of skills and a set
of values. Most of us can acquire the skills. And
chances are, we already know the values.
From Collegiate Athlete
to Sales Leader
Jason Hudnall
But, like freshmen athletes who
at football practice. A woman from a
to education and I wanted to be a
sometimes forget what they learned
local elementary school approached
teacher and a coach. They supported
the moment the ball goes into play,
Jason. “She said they had a handful of
me one hundred percent.”
salespeople may fail to remember
kids who didn’t have father figures,”
those values when they matter the
and she asked if Jason could spare
Enthralled with classroom teaching
most. Those who remember will gain
an hour a week to hang out with
and technology, Jason wrote grants,
a competitive edge.
these boys. He agreed. “It was awe-
explored new technologies and
some,” he says. Jason stuck with the
built a computer lab in the school.
Which brings us to Jason Hudnall,
senior strategic account executive at
IT services provider, Savvis. Growing
up in St. Louis, the former collegiate
athlete and coach – and current sales
phenom – planned on a career in
‘‘
Be meticulously organized about every
aspect of what you do.”
sports medicine. “I love sports, sci-
program, recruiting other student-
Eventually he earned a master’s in IT
ence and math,” he says. “I was pre-
athletes to participate. Before long,
administration and switched from the
med. I wanted to be the guy on the
he had a change of heart – and career
classroom to a full-time IT job in the
field for the Rams or the Cardinals.”
direction. “I called my parents, told
school district. The career move kept
But a funny thing happened one day
them I was switching from pre-med
him in a school environment, but
27
as an industry specialist he earned
sion and confidence. Little wonder
to keep the team that supports you
more than a teacher’s salary. Before
the former football and track & field
organized and aware of what’s going
long, Southwest Bell recruited Jason
athlete found his way to the competi-
on, so that the client knows what you
to join its team as a consultant. In
tive arena of sales.
have in store for them. “Be meticu-
‘‘
lously organized about every aspect
of what you do,” he advises.
...if you work hard, follow-up relentlessly,
stay organized and ethical, and bring
2. Listen and adapt. Although it
character to the deal, success may have
gets a lot of lip service, listening is
less to do with what you’re selling than
who you are.”
Jason Hudnall’s playbook is com-
organizations, worked trade shows
prised of three basic principles:
and delivered keynotes. And then
“I was sending them so much business, he suggested I come over to the
sales side.”
when the pressure’s on. “’Here is
what I heard today,’” Jason makes
that role he consulted public sector
one of the salespeople reached out.
another key skill that can slip away
sure he says at every client meeting. “’Did I miss anything?’” People
talk, he notes, but they don’t always
listen. “Often a client will say, ‘Yeah
1. Be organized. Like a coach with
there was something else we wanted
a game plan, Jason puts an agenda
to talk about today.’” Listening, says
together for every meeting. “One
Jason, is the number one communi-
client told me recently that other
cation tool in sales. Another indis-
Success, whether on the p
field, requires a set of ski
Good game plan,
good character
Working in sales for Southern Bell,
AT&T and ultimately Savvis, Jason
has continually achieved President’s
Club status while leading his group in
sales year after year. He talks about
deal-making the way an athlete or a
coach talks about sports – with pas-
28
vendors don’t bring in agendas,” he
pensable tool is adaptability. “You
says. That’s ironic to Jason, because
have an agenda, but you have to be
everyone knows they’re supposed
flexible too, like a coach,” he says.
to, but when the pressure’s on, many
Recently, Jason’s team responded to
players simply forget the basics.
an RFP. Things were looking up, but
“It takes time to pull together an
at the last minute, the client’s parent
agenda,” he admits, especially since
company said it wanted a Savvis com-
there’s a different game plan for each
petitor to bid too. “We couldn’t close
engagement. That’s why it’s critical
by the end of the year,” he says. “We
thought we had it, but then everything changed – and we had to adjust
our expectations.” Jason’s team
adapted, showing the client class
and tenacity. Recently he got the nod
that the engagement will go their
Jason’s 3 principles for sales success:
1
way. “We came out of an executive
briefing and the client said he knew
we’d worked hard and had done an
incredible job.” The client appreciated
that Jason’s team had reset its expec-
2
tations and avoided high-pressure
techniques while the new vendor’s
proposal was vetted.
3. Maintain integrity and good
character. When Jason was a
3
Be organized. It’s critical to keep the team that
supports you organized and aware of what’s going
on, so that the client knows what you have in store
for them.
Listen and adapt. Listening is the number one
communication tool in sales. Another indispensable
tool is adaptability — you need an agenda, but you
have to be flexible, too.
Maintain integrity and good character. “When
you say No and walk away, people recognize that
you’re not going to get twisted up in something
that goes sideways.”
high school and college athlete, his
away, people recognize that you’re
his assertions inaccurate, but he also
coaches expected him to show char-
not going to get twisted up in some-
displayed bad sportsmanship. The
acter on and off the field “by wearing
thing that goes sideways,” he says.
CIO forwarded that email to the Sav-
shirts and ties to pre-game meals,
“They respect you for that.” And he’s
vis team, to the other vendors who’d
behaving a certain, way, getting good
seen firsthand how a lack of integrity
been maligned and to the sender’s
grades,” he says. “The whole piece
can undermine not just deals, but
boss. “The original sender’s repu-
about integrity means so much, but
careers as well. During a recent bid
tation and brand were impacted,”
you might not realize it until you’re
for a project at a major telecommu-
says Jason. “He lost his job.” Plus, he
in a business environment where it’s
nications company, a competitor sent
lost respect across the industry. The
not happening.” He points out that
the prospect’s CIO a note in which he
message, says Jason, is that a lack of
there are times when the deal’s not
insulted Savvis and the other vendors
integrity can impact a lot of things
right. “When you say ‘no’ and walk
who’d bid on the job. Not only were
including the current deal. “But if you
playing field or the sales
ills and a set of values.
29
work hard, follow-up relentlessly, stay
way. “One of my clients had a son in
ferent levels. “It builds the relation-
organized and ethical, and bring char-
track and field,” he recalls. “He was
ship and the trust,” he says.
acter to the deal, success may have
thinking about pole-vaulting, which
less to do with what you’re selling
is what I did and coached in college. I
“Sales,” according to Jason Hudnall,
than who you are.”
offered to help the son and his team.
“is the closest I can get to sports.
We set up a date after work. I came
Every day I go out there and either
out and worked with his son a couple
win or lose.” And every day, win or
times.” The message isn’t that you
lose, he lives by the basic principles
Sometimes it’s hard for Jason to dis-
have to get involved in your clients’
he learned from his coaches. It’s a dif-
tinguish work life from personal life.
kids’ sporting events, but that you
ferent field requiring different skills,
should engage with the client at dif-
but the values are the same as ever.
Build relationships
and trust
‘‘
And he wouldn’t have it any other
Sales is the closest I can get to sports.
Every day I go out there and either
win or lose.”
30
In 1999, Sonny Thielbar arrived in
the Napa Valley from Kansas City to work a grape
harvest during a vacation. Thirteen years later,
he’s still there, gainfully employed as a Direct Sales
Manager for a legendary Vineyard.
Sales is a Byproduct
of Passion
Sonny Thielbar
Sonny’s love affair with wine
jobs, “I can find people that are ef-
wine is sold by engaging the guest
began in college. Before long, he was
fectual and pleasant,” he says, “but
than by forcing a sale.”
head over heels for every aspect of
they literally need a heart that wants
wine making. Empathetic and people-
to meet people and connect. If they
In a cautious world where people
oriented, it’s no surprise Sonny
don’t have empathy, then sales don’t
have natural defenses against being
landed in sales. “My sales ability
happen – and empathy is a quality I
sold to, Sonny’s sales-as-a-byproduct
draws me back to what I do best,” he
says. “But I don’t think of it as sales.
Sales are a byproduct of the passion
I have for telling people about what I
love.”
Empathy first
‘‘
Sales are a byproduct of the passion I
have for telling people about what I love.”
can’t teach.” Empathetic salespeople
style turns salespeople into advo-
If you believe in the product and
have a natural curiosity about their
cates. “The quicker you communicate
frame it with your passion, the sales
customers. What are their tastes? Are
integrity,” he says, “the quicker that
will come, says Sonny. The main
they collectors? Where do they come
defense comes down.” Sonny be-
ingredient – the grape of a salesper-
from? “They might not buy wine at
lieves he began to develop empathy
son, so to speak – is empathy. When
all but will be evangelists if you listen
while waiting tables in college. “I
he interviews candidates for sales
to the guest first,” says Sonny. “More
learned to understand needs,” he
31
Product knowledge,
people knowledge
tion and interested in wine, so Sonny
doesn’t meet with much skepticism.
There are more than 500 wineries in
But when he does, he enjoys turning
the renowned Napa Valley. “Every-
it around. Knowledge of both wine
one here makes exceptional wine,”
and guests is key. “I’ve got a glass of
observes Sonny. Ultimately, he says,
People a
it’s your people – not your wines –
that will differentiate you from your
competitors. Sure, Sonny knows
wine. But he knows people too. One
time a married couple returned to
the winery for their second visit. “It
Find this in
was really hot and we walked into the
says. “I made
money by filling
gaps that exceeded
expectations. And I did that
by listening.” If you listen to what’s
important to the customer, even if
your product isn’t right for them,
your empathy will put them at ease.
“I tell my team to be themselves, to
use their authentic voice,” he says.
If you are formulaic, those defenses
‘‘
won’t come down. But if you’re
cellar,” Sonny recalls. “I was watch-
wine, beautiful scenery – it’s always
ing the wife’s body language and I
fun to be challenged and eventually
could tell that this is not what she
figure out what’s important to this
came for. Last time they were here,
person, and to draw them out.” It’s
they were sitting in the rocking chairs
not as calculated as it sounds, adds
on the porch.” Sonny knew that the
Sonny. “It’s in my nature to want to
wife wanted to recreate her previous
find a way to make this happen. Sales
experience, not roam the cellar. “It
are just tangible signs of the connec-
was 105 degrees and it was the last
tion.”
thing I wanted, but it was important
to her.” What do the guests need?
One of Sonny’s best learning experi-
What are they asking for? What do
ences came out of a disastrous mo-
they remember about their previ-
ment. A team of pharmaceutical sales
professionals who were new to wine
made a visit to the winery. Sonny felt
I tell my team to be themselves, to use
their authentic voice.”
that they made a few compromises
in their purchase decisions. “As I was
putting the wine into their vehicle,
I commented that they weren’t big
authentic, what might have been
ous visits? What are they expecting
buyers,” he recalls. Unfortunately,
a three-bottle sale can turn into a
today? These are key questions for
one of them overheard him. “They
two-case sale based on a customer’s
Sonny and his sales staff.
loved the winery, but the minute they
emotional connection to the place
and to the seller.
32
heard that, everything was destroyed.
Most vineyard guests are on vaca-
I was devastated. Then they viewed
everything else based on that one
captivate audiences over the driest
he says, wear down a buyer’s natural
comment. My gut turns just thinking
subject.” This exposed young Sonny
defenses against being sold to.
about that now.” Sonny wrote a letter
to the power of language, the power
of apology, but he acknowledges,
of the pause and to the value of sto-
The bottom line for Sonny is pretty
“You can’t recover from those types
ries and parables. “Students adored
basic: “Find something that you ab-
are drawn to passion.
n your life and it will work.
of moments. It’s how you learn and
my dad,” he says. “They couldn’t help
solutely love and want to talk about
grow, these human moments.”
but be drawn to him. It was beautiful
every day, even when you’re not on
to watch.” A natural storyteller, Sonny
the clock,” he advises. “People are
is still a bit surprised at how well it
drawn to passion. Find this in your life
The son of a college professor, Sonny
works. “In this business, you need to
and it will work.”
grew up listening to his father’s
tell stories,” he says. “And just watch
lectures on quantitative methods in
people connect with them!” Stories,
The power of language
statistics. “At age 8, I watched him
For Sonny Thielbar, the nuance and
detail in a glass of wine is the perfect
Sonny’s top 5 characteristics
shared by all good sales people:
1 Passionate. Love what you do.
2 Empathetic. Have a natural curiosity about your customers.
Communicate integrity in your interactions
3 Authentic.
and conversations.
4 Knowledgeable. Know your products and know your customers.
Good Storyteller. Connect with your customers on a
5 Apersonal
level.
33
metaphor for living in the present
better,” he says. “And when people
and shows guests how to think
moment. “When I spend more time
see that, I’m setting an agenda for
about wines and what that can do to
in the moment, whatever I’m discuss-
when they return home.” Sonny sets
improve the quality of their lives. And
an example, exemplifies a lifestyle
the sales? Just a happy byproduct.
‘‘
ing, wine or food, there is nothing
Find something that you absolutely
love and want to talk about every day,
even when you’re not on the clock.”
34
At first blush, you’d think
Amy Manchester’s initial career was a major
departure from her present one. Early on,
as a special education teacher, “I dealt with
emotionally disturbed teenage boys,” she
recalls.
Best of Class
Today, she sells Workday’s business
Amy Manchester
Team effort
improve myself, learn from others,
applications to large, complex Wall
Having sold multi-millions of dollars
and always move forward profes-
Street organizations and to other
in software during her career, Amy
sionally and personally.” Amy learns
strategic accounts in the northeast.
believes that selling, like teaching, is
from the losses, “which I don’t see
“Same skills, different audience,”
about developing confidence and a
as personal failures,” she says. “It’s
says Amy. “I’m selling to people with
plan – for oneself, as well as for the
never one person doing the sale. It’s
unique and special needs. It requires
client. “It’s about doing,” she says,
a team effort. It’s the team who wins.
me to communicate, establish objec-
“not just thinking.” Teachers partici-
Losses are a result of not listening
‘‘
carefully for cues and clues. Go with
Every single day there is room for
your gut and focus on the people
who are not on your side. If you don’t
improvement. I want to improve myself,
pay attention to the challengers, you
learn from others, and always move
will almost always lose the deal.” Amy
forward professionally and personally.”
advises sales professionals to continuously set goals and consistently
tives, develop trust, set strategy, and
pate in ongoing professional develop-
achieve them. “I am not afraid of
make strategic decisions that will
ment, and so should sales profession-
challenges,” she says. “They energize
have an impact for the future. This is
als, she urges. “Every single day there
me. I am results-oriented. My kids say
not much different than teaching.”
is room for improvement. I want to
I think in lists and goals, which is true.
35
Having sold multi-million
during her career, Amy believes that
developing confidence and a plan – f
It’s not that I know more but that I do
Amy began her software career at
know about Workday, which was
more.” Amy has energy to spare.
mainframe financial software vendor
founded by visionaries Dave Duffield
McCormack & Dodge, where she
and Aneel Bhusri. The efforts have
Selling, like education, is a team ef-
moved from customer education
paid off, and Workday is exploding
fort. Amy takes time to recognize the
to sales. A decade later she joined
in growth. Amy is proud of her track
efforts of others she works with. She
PeopleSoft, where she gained criti-
record delivering results quarter after
prides herself on not only working
cal experience managing complex
quarter.
to sell the customer but also to sell
global sales to the largest financial
the team. “It’s about bringing in the
services organizations on Wall Street.
‘‘
Honesty, passion
Amy likes to set the tone with new
If you don’t pay attention to the
challengers, you will almost always
clients by establishing an honest,
trusting relationship early on. “Trust
is critical,” she notes. “When the
prospect has had early negative
lose the deal.”
impressions about the company or
right people at the right time,” she
When Oracle acquired PeopleSoft,
product, it’s very hard to turn that
says. “I appreciate the opportunity
Amy joined SAP where she managed
around.” Nonetheless, she has man-
to keep teams engaged with one an-
several teams, including a National
aged to turn around a few big cus-
other as well as with the client,” she
HR Sales team. She saw the need for
tomers through persistence, consist-
says. “The product does not always
the next technology shift to meet
ency, and frequent face-to-face visits.
sell itself, no matter how good it is.
the needs of today’s complex global
In turn, she asks the prospect to
Orchestrating and coordinating the
workforce. Workday’s Software-as-a-
agree to a plan. “Making a decision of
team effectively provides you with
Service model was that next genera-
this magnitude requires personal and
an additional competitive advantage.
tion of software, and she felt fortu-
professional trust,” she says. It’s not
The people factor can differentiate
nate when she joined the company
always easy to say “no,” but it builds
you, your product, your company,
early in 2007. At the time, she says,
trust. She wants her customers to
and your personal values. That’s what
there was a tremendous need to de-
win, and they know it. And she sticks
our team does and how we beat the
velop awareness, educate the market
by their side after the sale – another
competition!”
on cloud computing, and let people
area where she differentiates herself.
36
ns of dollars in software
t selling, like teaching, is about
for oneself, as well as for the client.
“The good and bad is that I don’t go
fantastic positions upon graduation.
someone on her team. For example,
away after the sale,” she says with
She’s proud of their success and who
she’ll often invite customers to dinner
a laugh. Amy is always available to
they have become as adults. This, she
as a way of showing her appreciation
make sure that her customers are
says, is her greatest achievement and
and encourage them to network.
successful.
biggest win.
Additionally, she recognizes the effort
of her team members and tries to
Growing up as a middle child, Amy
There are some things even former
reward and recognize them appropri-
says her parents respected each of
teachers can’t teach. Amy is often
ately. “Wouldn’t you want someone
their children’s unique strengths.
asked about her keys to success and
to do that for you?” she asks. “You’d
The result: she has always believed
how others can learn from her expe-
do it for someone you are trying to
anything was possible, as long as she
riences. She believes that sometimes
sell to, so why wouldn’t you do this
worked for it. “If I wanted something,
you have to go with your instinct and
for your own team who helps you
and I was willing to work hard and be
that salespeople, like teachers, love
succeed?”
honest, I was made to believe I could
a good challenge. “I have a tremen-
accomplish it,” she says. “My parents
dous amount of energy and love the
Looking back on her big wins over
were always supportive and thought
dynamics of complex relationships.”
the years, Amy cites the core values
achievement was based on effort.”
Those relationships need constant
she learned from her parents as criti-
She has tried to instill the same val-
“care and feeding” and by nature, she
cal keys to success. When she first
ues in her two grown children, who
tries to “fix problems” and take care
began selling financial systems, she
have achieved great success academi-
of those she is closest to- whether
was the only salesperson who lacked
cally and entered the job market in
it’s a customer, a family member, or
a background in accounting or
Amy’s 4 virtues required for a successful sales career:
1
Integrity
2
Teamwork
3
Self-improvement
4
Humility
37
computer science. Her expertise was
hospice. In order to move the deal
the financial rewards, although the
in understanding people and their
along post 9/11, at year-end, Amy’s
payoff has provided a comfortable life
unique needs. “Family Circle maga-
boss told her to discount the price
for her family. Amy is truly passion-
zine was my first deal that I closed
significantly at the 11th hour. “When
ate about the company and her job.
as a salesperson,” Amy recalls. “The
I called the procurement contact on
“Some people like gambling,” she
CFO wanted to meet me at the end
the phone, voicemail picked up ,and
says. “I like selling.” Selling as a career
of a competitive sales cycle, and I
I just fell apart,” she recalls. “I tried
is risky for many people since there is
was scared to death he would ask
to erase the sobs from the message,
no textbook for how to handle each
me about debits and credits!” Amy’s
but I knew it had been recorded.
opportunity or situation. As a sales-
VP was planning to go with her in
When the client called back, I was
person, you are either wildly success-
hopes of closing the deal, but at the
so embarrassed! But because of
ful or just getting by. The challenge
last minute she came down with
our strong relationship, we laughed
is being consistently successful and
the flu. “I begged her to get up and
come with me,” says Amy. “I brought
orange juice and flowers hoping she
would recover enough to join me. But
she told me I could do it on my own,”
she says, “and gave me confidence
‘‘
I know I have truly won when I am not
just a vendor, but a trusted partner.”
that I can fly solo and win. During the
together, and he swore never to tell
constantly driving revenue. “You have
meeting, the CFO awarded us the
anyone about my voice mail! That
to know your customers, support
business…it was so exciting! I knew
was one sale I will always remember,”
your team, and feel passionate about
my product; I understood my custom-
says Amy. “The best part about this
your product,” she says. “I know I
er, and I had the support and trust of
significant competitive win was when
have truly won when I am not just a
my management. I got my first win,
the top executive said that we were
vendor, but a trusted partner.”
and it felt great.”
a company that delivers on their
promises and that he’d never seen a
In addition to integrity, teamwork,
salesperson who reflected the values
and self-improvement, we need
Many of Amy’s large opportunities
of her company like me. I was very
to add one more trait to the list of
take time and patience. Closing one
proud of that.”
virtues required for a successful sales
The right values
career: Humility, which, of course,
of the biggest deals of her career
took five years. The deal was in
“My success stems from working
Amy does not cite by name. “I’m not
progress while 9/11 hit New York
for great companies that I believe
smart enough to do this on my own,”
City and while her greatest sup-
in. Plus, I work with some amazing
she replies when asked to expound
porter, her mother, was dying. It
people.” In fact, she says, at Workday,
on her success. “You should interview
was an enormously draining time,
the reward is being part of the team.
my team. They are the true keys to
both with the prospect and with
Her wins are not focused only on
my success.”
38
Fresh out of Cornell, armed with a
bachelor’s degree and an MBA, Dave Duffield
joined IBM as a sales rep. “I was extremely
fortunate to be hired by the most admired
company at the time,” he says.
Inspired by Core Values,
Ahead of Technology Curve
Dave Duffield
Being exposed to the “IBM Way”
ship – hallmarks at IBM – became
decided to leave IBM after four years
and its core tenets and values
a mantra throughout a career that
to launch his first company, Informa-
(“Think,” “Respect,” and a focus on
includes launching five companies.
tion Associates. By now, Dave and his
partner were developing their second
innovation) have shaped the type of
cultures and companies that Dave
Applying the core values
product, a payroll application. Dave
has built over a 40-year career. IBM
While at IBM, Dave began a side
received an RFP from Rutgers, sold
was the “epitome of customer serv-
project in collaboration with a bril-
them the system, and moved into the
ice,” he says. “Living this right out of
liant technologist colleague: an exam
college dorm while implementing it.
‘‘
Employees are the key, and if you
really, truly care about people, they
will truly care about your customers.”
college was an incredible experience.
scheduling system for higher educa-
I worked around the clock and would
tion. Not long after they developed
never let a customer or partner
the product, Dave made his first
down.” Corporate ethics, core values,
sale – to the University of Roches-
a good reputation, and strong leader-
ter. More customers followed. Dave
After splitting with his partner, who
kept the exam scheduling application,
Dave focused on the payroll application and founded his next company,
Integral Systems. He continued selling to universities and then moving
onsite to implement the application.
Integral Systems grew to be a large
business, but it was a “consulting
business with code,” which led Dave
39
in 1979 to pause and package the
his expectations, Dave leveraged his
the culture, then they were not good
solution. This established another
prior entrepreneurial experiences
for the team.”
one of Dave’s core values: a great
along with his IBM background to
company must have a differentiable
shape and build a culture that would
‘‘
product.
survive rapid growth – “knowing
Teamwork and respect
According to Dave, sales are a team
effort. “You don’t sell by yourself,” he
urges. “Many groups are involved:
You don’t sell by yourself. It takes a
sales, pre-sales, finance, product,
team to convince the customer that
executives, and services. It takes a
they’re making the best decision.”
Employees are the key
After taking Integral Systems public,
team to convince the customer that
they’re making the best decision.”
The company must have a reliable
what can happen can let you prevent
and differentiable product, but it
problems.”
requires the full team to give cus-
Dave recognized that a new technol-
tomers confidence in their decision,
ogy shift was taking place: the move
Throughout his early entrepreneurial
which is important, since the wrong
from mainframe to client/server
experiences, Dave learned about
enterprise-software decision can cost
computing. Dave began assembling
building teams, hiring and firing peo-
people their jobs.
a team that would form PeopleSoft.
ple, creating a company culture, and
Under his leadership, PeopleSoft
taking care of customers. He feels
Dave cites Jim Collins as a key influ-
grew to 12,000 employees and
passionately that “employees are the
ence, noting that the idea of defining
became the #2 software company
key, and if you really, truly care about
an organization’s core values was
in the world. Dave’s original vision
people, they will truly care about
presented to him more than 20 years
for the company was to focus on a
your customers.” Employees must
ago in Collins’ book, Beyond Entre-
payroll application that ran on a PC
be respected, empowered, and great
preneurship: Turning Your Business
and competed with ADP for small
to work with. “They’ve got to want
Into an Enduring Great Company. A
The most rewarding sales
a customer moves to a new compa
and medium-sized customers. His
to be a part of a winning team,” he
big fan of Collins’ Level 5 Leadership,
strategy was to stay small (less than
says. “I have fired people that acted
Dave says, “You can’t fake this, and it
50 people) to maintain a great culture
badly or in ways that went against the
has to be part of your DNA.”
and avoid politics and bureaucracy.
culture we were building, even if they
As the company grew even beyond
were top performers. If they didn’t fit
40
In addition to core values and brilliant
1
2
3
4
Dave’s 4-part mantra for business success:
Corporate ethics
• Create a company culture – employees must be respected, empowered,
and great to work with.
• Take care of customers – give them confidence in their purchase decision
and support once they have purchased.
Core values
• Learned in his early days at IBM: Think, Respect, and Focus on innovation.
• A great company must have a differentiable product.
Good reputation – of both people and products
• Success is driven by what your customers say about you.
• If you have a good product that’s well represented to the prospect, you
have a good chance at being successful.
Strong leadership – Build a strong culture and focus on employees who
want to be a part of a winning team.
collaborators, Dave brings prescience
has a keen eye for shifts in technol-
that signed on recently: “Why did
to the table: His companies have
ogy and the expertise to capitalize on
you select Workday?” The decision
always leveraged changes in technol-
them.
maker told him: First, the user experience; second, the company culture;
ogy, from early HR and payroll applications for mainframe, to PeopleSoft
Dave believes that success is driven
and third was what other Workday
for client/server, and ultimately to
by “what your customers say about
customers had said. “She personally
s success for Dave is when
any and buys from him again.
Workday, a company he co-founded
you.” If you have a good product
called 71 other Workday customers
with Aneel Bhusri, with its Software-
that’s well represented to the pros-
for references!” recalls Dave.
as-a-Service model. Maybe it was
pect, you have a good chance at be-
Dave’s training as an engineer or his
ing successful. At his current compa-
The most rewarding sales success for
early experiences with IBM. Dave
ny, Workday, Dave asked a customer
Dave is when a customer moves to
41
a new company and buys from him
lion to build one of the nation’s most
community, as well as the corporate
again. He’s had multiple customers
sophisticated research and teaching
world. “Build a strong culture and
work with him at Integral Systems,
facilities for nanotechnology – Cornell
focus on employees,” he says. “They
then PeopleSoft and now Workday.
University’s Duffield Hall. He also do-
will take care of your customers, and
nated $15.3 million to maintain this
the rest falls into place.” And it has:
state-of-the art facility in perpetuity.
Workday was recently recognized
In 1996, Dave was named Cornell’s
as the #1 Best Place to Work among
Entrepreneur of the Year.
large companies by the San Francisco
‘Entrepreneur
of the year’
Dave Duffield’s core values transcend
Business Times and Silicon/San Jose
the C-suite. In 1994, he and his wife,
Cheryl, created Maddie’s Fund to
Thanks to the core values and tenets
Business Journal. It is the fifth con-
help subsidize the creation of a no-kill
he learned years ago, Dave Duff-
secutive year Workday has received
nation for companion animals. To
ield has distinguished himself in his
recognition on the list.
date, the Duffields have endowed the
foundation with close to $300 million.
Among numerous other philanthropic
contributions, Dave donated $27 mil-
‘‘
Build a strong culture and focus on
employees. They will take care of your
customers, and the rest falls into place.”
42
After arriving for a meeting in the executive
suite of a Fortune 50 company, it took Jim Champy a
while to get the CEO’s attention. “It looked like Darth
Vader’s headquarters. There was a huge desk, pictures
of him and Arab sheiks, a $20 million painting
on wall… and he’s reading the newspaper.
Selling with Ideas
Jim Champy
“I’m the only person in the office,
boss, the senior team had called on
Jim Champy has been waking people
and I’m trying and get his attention
Jim – who first had to figure out how
up for most of his career. Legendary
so he’ll put the paper down,”recalls
to get the CEO to put down his news-
for his work in leadership and or-
the bestselling author, management
paper. “I needed a hook, I needed
ganizational change, his first book,
consultant and former chairman and
to wake him up,” he says. The senior
Reengineering the Corporation: A
CEO of CSC Index, the management-
team wasn’t aboard with what the
Manifesto for Business Revolution,
consulting arm of Computer Science
CEO was trying to accomplish. There
sold 3 million+ copies and spent more
Corporation, and later Chairman of
was system-wide confusion; but the
than a year on The New York Times
Consulting for Perot Systems.
CEO had no idea until Jim told him.
bestseller list.
‘‘
‘A dignity about work’
I’ve always thought about reengineering,
Growing up in Lawrence, Massa-
not as downsizing but as a way of
chusetts, an industrial city north of
creating better jobs.”
Boston, Jim worked for his family’s
construction business as a teen. “I
The company was undergoing a
“That,” he says, “woke him up.” The
was always struck by the work ethic
major restructuring and there was a
meeting, originally scheduled to last
of people in Lawrence,” he says.
serious lack of clarity about what was
one hour, went for nearly three.
“There was a dignity about work.”
going on. Reluctant to confront their
43
The purest form
of selling
That job-centered perspective stuck
with him. “I’ve always thought about
nually. The goal, says Jim, wasn’t to
make money on the research pro-
reengineering, not as downsizing,” he
With all that analytical and legal
grams, but for them to drive the busi-
says, “but as a way of creating better
training, it’s no surprise that Jim’s
ness. Calling this a “wonderful model;
jobs.”
approach to sales isn’t your typical
we sold with ideas,” Jim says the sales
features-and-benefits, close-the-deal
process was more about listening to
model. That just doesn’t interest him.
problems and needs of clients than
In 1959 Jim arrived at MIT where he
studied civil engineering, eventually
earning a BS and MS. “Not many students had ever come to MIT from the
public high school in Lawrence, and
it was a challenging transition,” he
‘‘
Thought leadership is the purest
form of selling.”
says. MIT’s motto is mens et manus,
Besides, he figured out a better way.
serving as “box salesmen.” Jim pio-
“hands and mind.” The people he
At CSC Index, he says, “I ran one of
neered this approach at CSC Index.
met inspired him by their brilliance
the few consulting firms that had a
“Thought leadership,” he says, “is the
and their practicality. “There was
sales group who knocked on doors.”
purest form of selling.”
theory,” he recalls. “There were of
This team sold $40 million in research
With all that analytical a
surprise that Jim’s approach to sales
benefits, close-the-deal model. That
Delivering value
course theoretical mathematicians,
services. “Programs were sold by a
but most people wanted to solve
skilled sales force that could talk to
Listening to a client’s key problems
real problems.” After graduation, Jim
tech and line executives about their
and helping to design a solution is a
earned his JD at Boston College Law
issues. And while selling these serv-
psychological practice, he says, not a
School. In 1969, he and two former
ices, they would identify consulting
scripted “box salesman” pitch. And
MIT classmates founded CSC Index
leads.” The engineer in Jim applied
of course, this will likely involve more
(originally Index Systems) with an
“hands and mind” to devising mecha-
than one listening session. “It might
initial investment of $370 each. Jim
nisms to generate selling opportuni-
take a year or longer to generate a
served as chairman and CEO until CSC
ties.
lead.” The key to successful selling at
acquired the $200 million practice in
1988.
44
CSC Index, he says, was for the sales
CSC Index grew by 25% to 30% an-
rep to develop an almost personal
relationship with the prospect, to
“continue to visit and have enough
Jim’s 4 mandates for building
a sustainable business:
knowledge of the prospect’s business to have an intelligent discussion
about their industry” even if there’s
no immediate opportunity. “You
need not have done a great deal of
1
research,” he says, “but you should
know enough to have intelligent
conversations” that deliver value.
“Offer a perspective or advice on
what they’re going through” during
the first conversation, he says. This,
he says, “wakes up the person you
are talking with, and you have the opportunity of engaging them.” But the
2
3
4
Sell with ideas... offer perspective or advice...
have intelligent conversations.
Walk in the marketplace.
Identify dysfunctional behaviors.
Be empathetic and listen.
wake-up call, he warns, comes with
and legal training, it’s no
s isn’t your typical features-andjust doesn’t interest him.
a caveat: “Look at the fragility of the
that he practices to this day: “Go
included the late Tony Athos who
person that you’re speaking to,” Jim
walk in the marketplace,” says Jim,
headed up Harvard School of Busi-
cautions. “I always choose my words
recalling Drucker’s guidance. “Get
ness’ behavioral group. “Tony was the
carefully. For some people, the unvar-
out there and really talk to people.
most brilliant behaviorist around peo-
nished is the best, but you can’t be a
There’s a huge amount of stuff going
ple and enterprises,” he says, noting
straight shooter in every case.”
on out there, and a lot will not be
that the study of behaviorism taught
successful, but you can learn from
him how to identify behaviors in an
it. Pick a market and get to know its
organization that are causing dysfunc-
behaviors.”
tion or limiting growth. Typically, he’s
Hands and mind –
from the heart
brought in because the company’s
Years ago, management guru Peter
Drucker gave Jim a piece of advice
Besides Drucker, Jim’s mentors
struggling with change. If he can iden
45
tify the cause of the dysfunction, he
2000,” he says, “there’s been a real
you are trying to advise are going
says, he can engineer a solution.
failure to think about sustainability”
through.” Everyone has a story to tell.
– about developing people in their or-
Knowing how to listen is mission criti-
The resulting engagement builds a
ganizations and understanding what
cal. “Always realize how much you
sustainable business better than any
they want and need over time. This
don’t know,” says the eternally hum-
“get-rich-quick opportunity” Jim’s
requires empathy, says Jim. “You have
ble 70-year-old bestselling author and
ever seen. “Since the last bubble in
to really understand what the people
consultant. “Every day, I’m struck by
‘‘
how much I’m still learning.”
Always realize how much you don’t
know. Every day, I’m struck by how
much I’m still learning.”
46
Imagine a club with only 18 members and
more than 70,000 hopefuls clamoring to get in.
The rule for admission is straightforward: Sell
upward of $1 billion in residential real estate. No
surprise, it’s a tough feat. And as you can imagine,
the rest of us can learn a thing or two from those
exceptional 18.
At the Pinnacle of
Residential Real Estate
Glennis Beacham
Glennis Beacham, founder of
first member from Georgia, and
They called her ‘Big Deal’
Buckhead-based Beacham & Com-
only the second from the American
By age 11, Glennis was accompanying
pany, Realtors, was recently inducted
Southeast.
her father on hospital rounds at 4:00
into The Billionaires’ Club of Who’s
am, carrying his charts and waiting
Who in Luxury Real Estate, an inter-
How did she achieve this? Through a
outside rooms where she recalls her
national association of the world’s
well-honed combination of solid work
father delivering “news that people
top luxury real estate firms. Members
habits, deep industry knowledge, a
did not want to hear.” People respect-
of this exclusive club have sold more
profound commitment to her clients
ed him for his bedside manner, she
than $1 billion in residential real
and, most important, the good values
says. “What we are doing today is not
she learned as a girl. Glennis was the
life or death, but it is critical to the
middle of five children born within
clients’ financial well-being. For most
seven years to a physician father and
people, buying or selling a home is
nurse mother. “There was no foolish-
the largest financial decision of their
ness in my house,” she says. “When
lives.”
estate in their careers.
Glennis is the
club’s
we were told to do something, we
did it.” At the time, she didn’t
Glennis’s nickname growing up was
know that trait would be her
“Big Deal.” Her father said she was
hallmark as a sales profes-
always “wheeling and dealing.” He
sional.
thought she’d be a great attorney
47
‘‘
Glennis and her agents nurture the
Be honest and trustworthy. Treat
bond with clients through reliability
and integrity at every step. Along
people with respect. Maintain
the way, they maintain client rela-
confidentiality. Return calls.”
tionships through birthday phone
calls, quarterly newsletters, monthly
because she was constantly asking
Another key to selling luxury real es-
market updates, social functions and
questions. But instead of law, Glennis
tate Glennis learned from her doctor
a “very large Christmas party where I
studied business – and she’s lived up
father: discretion. “I never talk about
invite people into my home.”
to her childhood nickname.
my clients and they will never see
But wheeling and dealing alone won’t
their names in print,” says Glennis.
Glennis lets her clients know that
get you into The Billionaires’ Club.
“This business is not about me. It’s
they are her priority. “Never let
This business is not about
I am a facilitator. I am a counselor.
That’s where values and discipline
about my clients. I am a facilitator.
people think that you are too busy for
come in – such as doing what you
I am a counselor.” Indeed, much of
them,” she advises. “Even when you
say you’ll do. “Be honest and trust-
her work these days involves sensi-
are busy, ask, ‘When is a convenient
worthy,” says Glennis. “Treat people
tive conversations with clients who
time for you?’” If their suggested
with respect. Maintain confidential-
purchased homes from 2003 through
time doesn’t work, she says, you can
ity. Return calls,” she adds, noting
2006 and are now underwater. This
offer an alternative, but only after
‘‘
you’ve asked, which shows that their
You only have a chance to debut one
time. The first impression lasts.”
needs came first.
Honing her skills
After graduating from Auburn Uni-
that she rarely goes to bed without
is where trust is critical. “If someone
versity, Glennis worked as a manu-
following up on that day’s emails
trusts you,” she says, “then they will
facturers sales rep. “I really honed
and phone calls. “My mother would
work with you for years.”
my skills,” she says. “I learned to ask
open-ended questions and then not
address problems immediately – and
I am exactly like that,” says Glennis,
Building trust with a client, she says,
interrupt. If you interrupt, you make
who, in conversation, exudes a quiet
begins at the first meeting. “You only
the person feel that you are more im-
magnetism.
have a chance to debut one time. The
portant than them.” But if you ask a
first impression lasts.” From there,
good question, “and shut your mouth
48
and listen,” she says, people will tell
ers of luxury homes need the exact-
out saying: hard work, and lots of it.
you how to sell to them.
ing, one-on-one service that only a
Glennis recalls working almost every
smaller, boutique firm can provide.
weekend and many evenings when
Transitioning to real estate, Glennis
Beacham & Company has the high-
she started out. Second, she says, is
quickly grasped how to apply her
est average sales prices in the Atlanta
treating everyone with equal respect.
“sales personality” and her life les-
metro area, and Glennis is believed
Spend a little time with her and you’ll
sons to a new market. For 13 years
to have sold more $1 million homes
soon see she’s genuinely apprecia-
she was the top agent at Atlanta’s
than anyone else in Atlanta history.
tive of others, regardless of whether
they’re clients or cleaning staff. “I
oldest and largest real estate firm,
Harry Norman, Realtors. In 2006,
Aside from integrity, reliability and
care deeply about people,” she says.
Glennis founded Beacham & Compa-
highly personalized customer service,
And it shows. Lastly, Glennis follows
ny, Realtors, a firm specializing in At-
what else does it take to get into the
the Golden Rule of doing unto others,
me. It’s about my clients.
lanta luxury real estate. The company
Billionaires’ Club? Glennis is quick to
especially other real estate agents.
is the product of her unique insight
cite a few more habits she learned
“My most important client is the
into the local real estate market and
as a girl. The first almost goes with-
other agent,” she says, noting that
the recognition that buyers and sell-
her success has been linked to
Glennis answers the question:
What does it take to make it into
the Billionaire’s Club?
1
2
3
4
Build trust with clients by always practicing integrity and
reliability.
Give each client highly personalized customer service.
Don’t be afraid of hard work, and lots of it.
Treat everyone equally with respect - genuinely appreciate
others, regardless of who they are and what they do for a
living.
49
how other agents perceive and work
A force of nature, Glennis Beacham
do us part.” And make no mistake
with her. “I like to see other agents do
is more river than hurricane: Steady.
about it: That’s the kind of commit-
well,” she notes, “especially in today’s
Persistent. Strong. “Relationships are
ment that separates 18 Billionaires’
market.”
like a marriage,” she says. “’Till death
Club members from all the rest.
‘‘
Never let people think that you are too
busy for them.”
50
Call it obsession, or a singleness of
purpose. Call it discipline. Go ahead, call it crazy
– you wouldn’t be the first. Call it what you will,
but there’s a method to master car salesman
Johnny Van’s madness.
4 Non-Sales Best Practices
that Add Value to Sales
Johnny Van
every month. And I called them every
sure each customer was followed up
Over a 38-year career, Johnny has
month to ask for referrals. I didn’t
on properly. “ When Johnny had 150
turned follow-up into an art form.
want to take people coming in the
customers, he made three calls a day.
Along the way, he’s become an insti-
door.” Instead, Johnny cultivated a
But he found it was worth the time
tution in Western New York. “From
master list of referrals.
and effort – even as his customer
The Art of the Follow Up
ranks swelled. Within three years,
1973 to ‘76,” he says, “I became the
#1 Pontiac salesman on the East
‘‘
At first, no one believed Johnny’s
Johnny had 250 families buying a car
a year from him. And he continues
to follow up with each and every
My hobby has always been the sales
game.”
customer.
Sales Is His Hobby
“I don’t have hobbies,” notes Johnny.
Coast.” How did Johnny sell his way
follow-ups would pay off. “My boss
“My hobby has always been the sales
to the top among 92 dealerships?
told me I was crazy and that the
game. A new guy sells one or three
“For six months I sold cars like every-
system would never work,” he says.
out of 10 customers. I sell eight out of
one else,” he recalls. “Then I started a
“But I stuck to my plan and kept mak-
10. This is my golf game.” Like a base-
newsletter that I mailed to my clients
ing calls to friends and family, making
ball fan who can reel off batting
51
averages from 1964, Johnny Van can
tell you how many cars he sold in a
given month decades ago. He’s like a
living, breathing CRM!
Not that it’s been an easy road. Sell-
‘‘
ing cars in blue-collar Buffalo, New
I’m available 24×7, 365. And my clients
have all my numbers.”
York in a bad economy is enough to
stances, he has sold to three genera-
curb most salespeople’s enthusiasm.
tions of the same family. Even people
Back in 1973, the oil crisis and gas ra-
new in town will hear of Johnny
tioning threatened the industry. Even
Van. “I always know somebody that
worse, at the time, Buffalo’s industrial
they know,” he says. “It’s just a few
base was collapsing, with factories
degrees of separation.” His custom-
closing and consumers tightening
ers’ loyalty is so fierce that some have
their belts. Thousands were leaving
apologized to him for buying a car
the region in search of better oppor-
from someone else!
tunities. It was Johnny’s fourth month
on the job. No one was walking into
Johnny Is Always On
the dealership, so he worked the
Johnny is virtually always available to
phone and brought people in – peo-
his clients, working six-day weeks and
ple he knew, and people they knew.
outhustling everyone in the business.
“I’m available 24×7, 365,” he says.
Selling as a Family Affair
“And my clients have all my num-
After all these years, Johnny works
bers.” Call Johnny, reach his voicemail
his system daily. “I only sell to people
and this is what you’ll hear: “This is
that know me,” he says. In many in-
Johnny Van from Johnny Van Auto
Most people view car sa
Johnny Van sees it as relational.
52
Johnny’s top 3 tips for someone new to sales:
1
2
3
Read motivational
Always carry “an
Constantly seek
literature
order form” and a
new leads
business card
Connection. You have reached this
and integrity are his hallmarks. If a
Along the way, there have been
recording for one of four reasons: I
customer can get a better deal else-
obstacles. Car buyers traded in more
am in church, I am in a morning ro-
where, Johnny will tell them to go for
often when warranties ran out after
tary meeting on Wednesday, I am on
it. “Everyone has been hurt somehow
just one year. Today, cars are built to
a conference call with customers and
buying a car,” he says. “Or they have
last longer. Still, Johnny Van works
the phone won’t let you get through,
heard a horror story. People bring
his system, following up diligently
or I am in the air on an airplane. I will
that baggage to the sale and you have
with every customer. And from those
always call you back.” And he always
to recognize it while trying to make
follow-ups come the qualified leads
does! Even when we invited him to
them comfortable.”
that can make or break a sales career.
be interviewed for this profile, he
replied, “I am available for you any
weekday after 9:15 p.m., Saturdays
10,000 Birthday Calls
a Year
An early riser, Johnny reads moti-
after 6:00, and until midnight on
Each year, Johnny makes about
vational literature every morning, a
Sunday.” Translation: Sure, but not
10,000 “birthday calls” to clients.
practice he recommends to young
when I am selling cars and serving my
“It’s a good time to find out what’s
salespeople. Other useful habits
families.
good with the family and their cars,”
include always carrying an order
he says. “I check contact info and I
form and business card, and con-
Most people view car sales as
update files – who got married, who
stantly seeking new leads. “A guy who
transactional, but Johnny Van sees
moved…”
bought a Mustang called me. He was
it as relational. Honesty, reliability
ales as transactional, but
53
It’s 90% How You React
mad,” Johnny recalls. “He said, ‘If you
miss a beat. “What kind of car is your
don’t fix this, I’m going to have you
attorney looking for?” he asked. Not
Johnny lives by a credo best de-
talk to my attorney!’” Johnny didn’t
long after that, he actually sold the
scribed by one of his chief inspira-
attorney a car!
tions – pastor, author and educator
‘‘
I am convinced that life is 10% what
happens to me and 90% how I react
to it.”
Charles “Chuck” Swindoll. “We cannot change our past,” wrote Swindoll.
“We cannot change the fact that
people will act in a certain way… The
only thing we can do is play on the
one string we have, and that is our
attitude… I am convinced that life is
10% what happens to me and 90%
how I react to it.”
54
Are you a
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in your field? If so, we’d
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