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Age Old Lawn Bowls Turns New With Social Media

September 6, 2011 in Attitudes & Behaviours, Culture, Social Media, Strategy, Success

Lawn Bowls clubs are innovating to attract new members, even running bare-foot bowls and speed dating bowls for new and existing members.  If the sport of Lawn Bowls can embrace the internet and  social media to reinvigorate its brand, increase participation, grow its members and lift revenues, then so can we all.

Ben McArthur JunChamps 2008

Ben McArthur JunChamps 2008

Lawn Bowls has been around for hundreds of years with its origins supposedly dating back to Ancient Egyptian times along with its cousins, Bocce and Pétanque.   It’s often been seen as a traditional sport for older people with rigid rules and recognisable but rather unattractive white uniforms.  I can remember my grandmother, Clare playing bowls for years all around Victoria and South Australia.  As a child and teenager it appeared to me to be a rather stiff and formal pursuit, certainly not aimed for youth participation.  We were in fact actively discouraged from pursuing it as a suitable sport.  You would think this perception as a recipe for a dying brand, yet Australian Lawn Bowls is seeing a strong resurgence like never before at both the elite and social level.

Memberships are growing, participation is high across a wide range of age groups and revenues are strong.  So what have they done to reinvigorate their brand?

I came across this good news story while listening to ABC radio on one of my early morning walks which coincidentally passes right by our local Lawn Bowls club. I was delighted to hear the Chief Executive of Bowls Victoria, Peter Hanlon telling us that the sport of Lawn Bowls now has a whole new lease of life: especially in attracting a much younger demographic from teenagers to Gen X ‘s & Y’s.  In fact some of their current national champions and elite players are teenagers and Gen Y’ers.

Lawn Bowling Tim Mason

Lawn Bowling Tim Mason

Bowls Australia and its state entities realised some time ago that the sport wasn’t growing and this was largely due to its brand perception; ‘strict rules, old person, white uniform’ image.  They commissioned extensive research and found that there were many people of many ages and abilities who wanted to play Lawn Bowls and the beauty about the sport is that almost anyone can play. So the answer was simple: communicate with the people that want to play.

Australian Lawn Bowls clubs quickly flung open their doors to  people of all persuasions; people with disabilities, teenagers, families, community groups, even speed dating agencies; providing a venue and activity great for introducing people to one another. Corporates and businesses were also quick to see the benefits of lawn balls as a team building exercise and social outlet for out-of-office activities. The sport read the signals right and embraced its new members. So much so, clubs have even introduced Barefoot Bowling to make it even easier to participate.

There are no longer barriers to playing Lawn Bowls now.  Anyone can play and anyone is welcome.

Here is what Bowls Australia now stands for:

Our vision
BOWLS – THE SPORT FOR ALL AUSTRALIANS
We will stimulate innovation of the business and sport of bowls so that peak bodies and clubs become known for their delivery of excellent services and resources and facilities become contemporary community venues and the game attracts people of all ages and backgrounds.

Our mission
To provide leadership and facilitate a collaborative approach for the growth, development and success of the sport and business of bowls in Australia.

Core values

  • Teamwork – national unity through constructive relationships;
  • Autonomy of state and territory associations;
  • Professionalism – demonstrated through integrity;
  • Progressive – adapt to the changing needs of society through the coordinated efforts of BA, state and territory associations and clubs;
  • Innovative – proactive culture attuned to environmental changes within and outside the sport.

‘A new game plan’
In March 2009, Bowls Australia released the strategic plan for 2009 – 2012 entitled ‘A new game plan’.  No longer considered an old person’s pastime, the sport now has a whole-of-community approach. Other sporting bodies have taken Bowls Australia’s lead and done the same, an example of this flow-on effect is Swimming Victoria, now ensuring everyone, at every level has an opportunity to participate.

Once the signals were read, it was time to communicate. Social media has been a large part of Bowls Australia’s strategy for connecting with its new members and potential new members. The organisation embraced the online phenomena. Social media tools proved to suit its needs and Facebook, YouTube and Twitter proved to be the best way to connect with a new audience, promote events and report results, all the while bringing people together to share in a revitalised sport and social activity. By embracing new media, the brand breathed new life into what was becoming a tired and tried age-old activity. Check out their website to see how they did it.

Lawn Bowls is now one of the most socially inclusive sports across all levels across Australia.  It gives people of all persuasions a place to socialise, participate and compete.   As the Chief Executive of Bowls Victoria, Peter Hanlon said ‘it takes five minutes to learn and a lifetime to master’.

Thanks to Peter Hanlon, Bowls Victoria and Bowls Australia, my husband and I are now looking at getting into the sport much earlier than we would have otherwise anticipated and who knows we might just get the whole family involved too.   Bring it on.

Remember everybody lives by selling something.

Author: Sue Barrett, MD of www.barrett.com.au

How your procurement practices affect your sales and brand

July 6, 2011 in Attitudes & Behaviours, Culture, Ethics & Values, Procurement

Ethical selling and procurement (purchasing) is now in the spotlight. Harvey Norman’s recent publicity surrounding their supposed sourcing and use of Australian native old growth forest timbers in their Chinese made furniture has drawn light on retail procurement practices.

Harvey Norman have been asked by activist groups NGO Markets for Change and GetUp.org.au to explain themselves.  GetUp.org.au has even gone to the lengths of creating and distributing a viral advertisement, ‘No Harvey No’ via the internet after the Television Classification Board refused to classify the ad, concerned about potential legal action if they did so.  GetUp.org.au have not been deterred and their internet advertisement has reached its nearly 600,000 members Australia-wide. Who’s right? Who’s wrong? What will be the impact? Who knows?

Whether or not GetUp or Harvey Norman are ethically and legally right in their actions, the matter of ethical procurement practices it not going to go away.  More frequently people are asking questions about where goods come from, what they are made of, transportation miles, etc. Many people are demanding that businesses act more responsibly when it comes to sourcing and distributing their products.

Procurement is now fairly and squarely in the spotlight and choices surrounding sourcing and  distribution activities can have a dramatic effect on a company’s brand, reputation and sales revenue.

Let’s look at another recent example of public influence; Australia’s live export cattle trade is now under intense scrutiny. Why did they let cattle go to these abattoirs? Didn’t they know about the poor work practices in play?  No one can escape the net.

Whether you’re sourcing product or supplying product it’s important to acknowledge that in the blink of an eye, the stroke of a key or the post of a tweet, can have you and your practices under the microscope.

Sourcing, supply and distribution should never be simply about managing costs but also about managing consumer expectations.

Professional bodies such as The Chartered Institute of Purchasing and Supply (CIPSA) are now rightly asking questions about how we manage and guarantee supply in an ever changing, often unpredictable and volatile world that is laced with moral causes, principles and philosophies.

The messages are clear; people want frank, measurable, transparent and ethical selling and procurement practices which discourage inhuman and immoral practices, human and environmental degradation and exploitation, excessive consumption and greed.  The focus is moving towards forging legitimate business relationships which serve the environment, people, business and communities recognising that ‘we’re all in this together’.

If we are to meet current economic, environmental and social demands and expectations without compromising the ability of future generations to meet their needs, we need to engage in ethical and sustainable selling and procurement practices which support the concept of Sustainable Development as part of our business and community strategies moving forward.

So do your procurement, distribution and selling practices stand you in good stead for the future?  Could you stand up to the scrutiny experienced by Harvey Norman?

Remember everybody lives by selling something.

Author: Sue Barrett, MD of www.barrett.com.au

What can women and men learn from each other about selling?

May 19, 2011 in Attitudes & Behaviours, Communication, Culture, Success

The world of selling is transforming before our eyes and there are many lessons for the taking.  The latest focus is on the emergence of social media and the internet and its impact on customers’ purchase decisions. However, to date little light has been shone on lessons learnt by men and women about gender differences and selling.

I recently had the opportunity to present my latest project focusing on women in sales at an AMCHAM event which, to my delight, was sold out.  Attended by men and women, although the weighting was in favour of the women, the 2.5 hour interactive workshop presented some of the latest research from around the world on women in sales as well as findings from my many interviews with Australian women in sales careers for my upcoming book, ‘Sell like a woman’.

As part of the session we discussed the various lessons women and men have learned from each other in the world of selling and there were some interesting findings.

Many of the lessons have been learned through trial and error; however with many more women now participating in the paid workforce there is more evidence to work with.

The workshop highlighted the following from both men and women in sales:

What have women learnt about selling from men:

  • We need to realise that men often treat it as a game
  • We shouldn’t take things so personally
  • We need to make sure we dress sensibly for the obvious reasons, and for practical reasons given some of the   environments we may need to go into. i.e. worksites, factories, etc.
  • We need more agility and have the capacity to move on quickly
  • More assertiveness; not aggressiveness, but a calm, positive confidence to hold our own in various situations and speak our mind clearly and firmly.  NB: when women behave assertively they can often be labelled as ‘aggressive’ which is not the same, so we would like to be assessed correctly when being assertive
  • We cannot be hesitant to ask for a sale, and be more direct when doing so
  • We need to have greater self belief and stand up for ourselves
  • We need to not be intimidated and hold our own. See assertiveness
  • We need to have more confidence to ‘wing it’
  • We need to make sure we know how to do a proper hand shake; no “wet fish” handshakes

What have men learnt about selling from women:

  • We need to show more empathy
  • We need to give ourselves permission to drop the ‘game face’ and be more real
  • We need to recognise that softness is not weakness
  • We can catch more clients with honey not vinegar
  • We need to learn how to sell more with emotion and combine it with fact
  • We need to take a closer look beneath the surface because women seem to take on challenges that may look too hard initially, but are actually quite simple when they go beyond that first glance
  • We need to be able to listen more effectively which will build our authenticity and genuineness
  • We need to be a lot more enquiring – we need to ask more questions
  • We need to pay more attention to the finer details and look at customers as a whole
  • We need to be more researched
  • We need patience
  • We need to be better organised.  Organisational skills = time management
  • We need to bring more creativity to our solutions
  • We need to have conversations, not monologues

As you can see there are some key lessons we can all learn from each other to really make the most of our selling capabilities in the 21st Century.  We welcome your feedback as to the lessons you have learnt from men and women in sales.  Contact us at feedback@barrett.com.au

To see how the world of selling has changed, view our YouTube video, The Evolution of Selling.

Remember everybody lives by selling something.

Author: Sue Barrett, MD of www.barrett.com.au

Different sales assessments and how to use them

January 21, 2011 in Attitudes & Behaviours, Call Reluctance, Coaching, Culture, Emotional Intelligence, Ethics & Values, Prospecting, Recruitment, Sales Assessments, Sales Research, Sales Training, Self Development

If you wanted to, you could sit down for at least four weeks and complete 100’s of sales assessments and there would still be more on offer.  This over abundance of sales assessments can be confusing because they are not all the same.  If you do not know what you want to measure it will make looking for an effective sales assessment tool that much harder.  Here are some questions that may help you select your sales assessments with more precision.

  • Why will this person sell? (Motives, Ambition, Goals)
  • Will this person sell? (Attitudes, Mindset, Not Hesitant, Accountable, Energy, Drive)
  • How does this person sell? (Style, Ethics, Behaviours)
  • Can this person sell? (Skill, Knowledge, Mindset)
  • How well can this person sell? (Job match, Values, Perceptive Reasoning, Self Belief, Mastery Mindset)

As stated before, there is no one sales tool that can answer all these questions.  So at risk of offending some test providers and users, as I am bound to leave out some assessments that could have been included in this piece, I thought I would share with you the tools that we and many other businesses have found to be the most useful in helping us predict sales performance especially when it comes to sales recruitment.

Measuring Sales Prospecting Fitness
Research shows that only about 20% of sales people are fully effective when prospecting.  In use for 30+ years, the SPQ*Gold (Sales Preferences Questionnaire) is a well regarded and widely used assessment designed to specifically detect and measure the emotional response to prospecting – Sales Call Reluctance®.  Call Reluctance® is the emotional hesitation to initiate contact with prospective buyers in sufficient numbers to support organisational goals.

40 years of empirical research in prospecting shows the hesitation to initiate first contact with prospective buyers on a consistent daily basis is responsible for the failure of more competent, motivated and capable sales people than any other single factor.  The fear of prospecting can cost an average of 15 new units of business per month per sales person.  Prospecting is not the most important skill in selling but it is the first thing that has to happen before anything else happens.

Assess the Fear of Prospecting
The fear of prospecting, Sales Call Reluctance® and sales hesitation, an individual’s hesitance to prospect and self-promote for new business, can be objectively measured using the SPQ*Gold® questionnaire. The SPQ*Gold® is an attitude and activity based online assessment that identifies how much initiative, energy and drive an individual devotes to proactive sales prospecting and the amount of energy spent on coping with inhibitors such as fear. The SPQ*Gold® is the only tool that measures the prospecting fitness of people in sales, sales management and customer contact careers.  It is best suited for anyone responsible for meeting sales and revenue targets whether you call yourself a sales person or not.

SPQ*Gold helps you answer these 3 business questions:

  1. How much will they produce?
  2. How soon will it happen?
  3. What will it cost you to get that performance out of them?

Applications

  • Administered online via user name and password sourced via an accredited provider.
  • The SPQ*GOLD® can be used for recruitment and development purposes to measure prospecting fitness.  It produces individual selection reports, team summary reports, and development and coaching reports.
  • SPQ*Gold will NOT measure personality, motivators and values, communication styles, emotional intelligence, leadership styles and derailers, or cognitive attributes and abilities (IQ).

Measuring Sales Performance Characteristics and Style
SPI-Q (Sales Performance Insight Questionnaire) is the latest and most comprehensive sales assessment tool in the marketplace.  The Sales Performance Insights Questionnaire (SPI-Q) has been developed in Australia by Performance Insights and focuses on the attributes that are uniquely relevant to sales.  It is the only product in the market that predicts the multi-dimensional characteristics required by today’s sales professionals, and measures the subtle but critical characteristics that differentiate successful sales people.  The questionnaire measures 25 Sales Attributes, clustered into three broad domains:

  1. Compelling Relationships – measures the preferences the individual has when working with clients and developing relationships i.e. Impact, Credibility, Insight, Attentiveness, Initiation, Influence, Social Leverage, Client Engagement and Negotiation.
  2. Perceptive Reasoning – measures how the individual processes information and makes judgments relating to client issues and solutions i.e. Research, Exploration, Agility, Pursues Learning, Creativity, Structure, Quality Orientation, Rational, Specialist and Judgement.
  3. Channelled Energy – measures the motivators and levers which drive the individual to succeed i.e. Authenticity, Resilience, Self Belief, Recovery, Motivation and Sales Drive.

The questionnaire has been designed to be highly pragmatic and user-friendly (requiring minimal training) with standard interpreted report outputs which are adapted based on the individual’s results.   The SPI-Q is a self-report questionnaire and the accuracy of this profile depends on how honest the individual has been when completing the questionnaire as well as their self-awareness.  It reflects their preferred style rather than their ability.  However, research shows that people’s responses to personality questionnaires can act as a good predictor of how they are likely to behave on the job.  There is no one ‘perfect profile’.

Applications

  • Administered online via user name and password sourced via an accredited provider.
  • The SPI-Q can be used for recruitment and development purposes.  It produces individual reports along with accompanying team summary reports, development and coaching reports.
  • SPI-Q will NOT measure values, leadership styles & derailers, cognitive attributes and abilities or prospecting fitness.

These two tools would be my first choice when recruiting sales people.  If you want to measure Culture Fit, Motives and Values, Leadership Style and Derailers, Emotional Intelligence (EQ) or Cognitive Abilities (IQ) then we recommend the following tools, which while they are not sales specific, have been widely used in sales and sales leadership.

Measuring Culture Fit and Values: The Hogan Motives, Values and Preferences Inventory (MVPI) measures ten core values found in most cultures throughout history i.e. Aesthetics, Affiliation, Altruistic, Commerce, Hedonism, Power, Recognition, Science, Security and Tradition.  It is not sales specific, however, it provides vital information to managers about how to coach and manage their sales people in terms of motivators, values and drivers.  The MVPI provides useful data about the kind of work environment the candidate prefers.  Measuring organisational fit is critical to staff retention and cultural engagement.

Measuring Leadership Style and Derailing Behaviours: Most business leaders have coping behaviours they draw on when under pressure.  The Hogan Development Survey (HDS) measures strategies and behaviours leaders have developed over time (even from childhood) to cope with increased levels of pressure whether due to change, high stress, multi-tasking, work saturation, an unhappy environment or being outside of their comfort zone. The HDS is not purpose built for sales leaders however it has a wide body or research on sales leadership with relevant norm groups to refer to.  Research shows that most leaders display at least one coping style.  In measuring extremes of personality then, it is very important to remember that these can have highly positive implications.  There is, however, always a potential downside to extremes because if they are not managed effectively or appropriately they can become problematic.  When business leaders, especially sales leaders, are not managing their interpersonal façade well (perhaps because of stress, pressure, deadlines, etc.) these extremes can emerge unchecked and upset the delicate balance of teamwork and interpersonal relationships.

Measuring Emotional Intelligence (EQ): Emotional Intelligence (EQ) involves a set of skills that define how effectively people perceive, understand, reason with and manage their own and others’ feelings.  These skills are cornerstones to successful selling, as emotions are an inherent part of why people buy and why they do not. The Genos Model of workplace Emotional Intelligence comprises seven specific EI skills critical to successful selling i.e. Emotional Self-Awareness, Emotional Expression, Emotional Awareness of Others, Emotional Reasoning, Emotional Self-Management, Emotional Management of Others and Emotional Self-Control.  Each skill can apply to successful selling.

Measuring Cognitive Attributes and Abilities (IQ): There are no sales specific attributes and abilities assessments that we know of, however, good quality Attributes and Abilities assessments have been around for over 50 years.  They are often referred to as IQ tests.  They are widely available through accredited providers and most organisational psychologists.  They are becoming more applicable because more sales and many leadership roles, especially sophisticated or more complex sales markets, require high level thinking abilities such as:

  • Verbal – verbal fluency, vocabulary and ability to understand and reason using words.
  • Numerical – ability to use and understand numerical concepts, reason using numbers and perceive logical relationships between them.
  • Abstract – the ability to think clearly and make sense of complexity, which is known as educative ability and the ability to store and reproduce information, known as reproductive ability.
  • Critical Thinking – the ability to clarify goals, examine assumptions, discern hidden values, evaluate evidence, accomplish actions and assess conclusions.

We do not use single assessments.  Instead, we combine tools to give us a more complete picture.
Different sales roles in different industries require different attributes for success.  Thus, profiles should be interpreted with reference to a specific role and its requirements.  It is important that the data from any assessment be combined with other sources of information about the individual when making decisions, particularly in selection settings.  Most assessments have a shelf life of 18–24 months and should be treated confidentially.  If there are major changes in an individual’s life or work, this could change some of the attributes in some assessments.  If you wish to use recruitment grade assessments for sales selection, I hope this helps you make a more informed decision.

To order an online assessment today, please call Barrett on 03 9532 7677 or for further information click on this link  www.barrett.com.au/assessments

Remember everybody lives by selling something.

Author: Sue Barrett, www.barrett.com.au

Why hiring or keeping the 600lb sales gorilla is a mistake

December 2, 2010 in Attitudes & Behaviours, Communication, Culture, Ethics & Values, Performance Management, Recruitment, Sales Leadership, Sales Management, Teamwork

For many years the legend of the 600lb sales gorilla or Alpha sales superstar has been strutting the hallways and boardrooms of businesses.  Often revered for achieving top of the league ladder sales results, yet feared by many for their aggressive, manipulative, ego centric, demanding, intimidating antics, countless CEO’s and sales managers have allowed these sales prima donnas to remain in their sales teams but at what cost to their sales team and their business?

Too scared to confront them about their behaviours or sales tactics for fear of losing their sales contribution, many sales managers and their sales team have simply suffered in the presence of these sales bullies.  In my many years of working with sales teams and sales managers I have met my fair share of sales gorillas and their distressed managers and sales teams.  Here’s what I have observed:

  1. They have the ear of the Managing Director/CEO who thinks they can do no wrong.
  2. They won’t let the business anywhere near their customers.
  3. They tell tall tales about their legendary sales conquests.
  4. They refuse to be coached, counseled or trained.
  5. They are very demanding, always complaining about the lack of resources and taking up the time of countless people to do their bidding, leaving the other sales people to fend for themselves.
  6. They often exhibit bad behavior, and may be heard swearing or making inappropriate comments to their colleagues or other staff who are often too fearful to report them (see point 1).
  7. They can engage in questionable sales tactics, yet claim that they are pristine and operate with the utmost of integrity.
  8. They claim to know a lot of people and be very well connected.
  9. They use actual or implied intimidation to get their way with internal team members.
  10. They use charm and manipulation to get their way with key stakeholders.
  11. They act with righteous indignation if you question anything about them.
  12. They don’t think they need to comply with company policies so often refuse to complete paperwork or keep up to date CRM’s if they think it’s a ‘waste of time’.

You only have to watch the movie ‘Glengarry Glen Ross’ to see your fair share of sales gorillas.  This type of sales culture was revered by a number of industry sectors in the 70’s and 80’s, including real estate, car sales, stock broking, etc.  Watching it makes me feel ill, but many sales teams got off on this and even use ‘Glengarry Glen Ross’ as a model of how they should sell in some quarters today.

Yet most people watching ‘Glengarry Glen Ross’ or meeting their very own sales gorilla feel repulsed by them.  Often very wary of them, others wonder why they have to tolerate them and why management won’t act.  Truth is these sales gorillas have never been pulled into line.  Their outstanding sales results have somehow bought them immunity from behaving in a civil manner.   The smell of money they can bring in has condoned behaviour that has often outweighed the need to act ethically and uphold team values and respectful behavior.  Their bad behavior has been allowed to manifest without restrictions, ‘oh let him get away with it.  Look at the results he pulls in’.  These sales gorillas are the direct result of poor quality leadership, lack of clear standards and bad decision making.

What most businesses do not know is that these sales gorillas, for all their so called sales success, actually fall well behind the real sales superstars in terms of achieving high level and sustainable sales results who, by contrast, are open minded, curious, collaborative, team oriented, open to learning and aim for partnerships on every level.  And these real sales superstars are humble too which is a direct contradiction to the behavior of the sales gorillas.

  • So are you currently letting fear hold you and your team hostage by allowing your sales gorilla to persist?
  • What would happen if you got rid of the sales gorilla?
  • How would the rest of your team respond when they left?
  • What would happen to sales and the clients?

In my experience when the sales gorilla finally departs, there is an initial sense of shock which quickly gives way to relief and the opportunity for the sales team to really pull together and prosper.  The biggest fear of losing the sales gorilla’s sales power and their clients doesn’t eventuate in the vast majority of cases.  In fact it is often revealed that the clients are happy the sales gorilla has left and look forward to a more open and prosperous relationship with the company concerned and sales grow even more.

I am not suggesting that most leaders intentionally hired these sales gorillas or intended for them to manifest however, without clear codes of conduct or values and a proper understanding of what you want by way of ‘good sales performance’ you cannot hire or develop the right sales people to do the right things in the right sales culture.

In his book ‘The No Asshole Rule’, Leigh Buchanan writes about bosses behaving badly.  Its thesis – don’t hire jerks, has become public policy in many companies around the world.  I would suggest we think clearly about what we want manifested in our sales teams and take a leaf out of Leigh’s book and make sure we employ ‘The No Asshole Rule’ and don’t hire sales jerks.

Remember everybody lives by selling something.

Author: Sue Barrett, www.barrett.com.au