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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

Rethinking Sales Incentives – The Science of Motivation

August 25, 2011 in Attitudes & Behaviours, Sales Management, Sales Research, Success

‘Rethinking Sales Incentives’ was voted as the Number 8 Sales Trends for 2011. Incentive programs, commissions and bonuses have been synonymous with sales teams for at least the last 50 years.  However throwing more money at sales teams to perform better, especially in these more complex and creative times may be a thing of the past.

While the ‘carrot and stick’ approach has been reasonably successful for most sales teams in the twentieth century, especially when sales people were simply selling product, scientific research is showing if you want smart thinking sales people this approach is no longer viable.  If we are to have sales people who can navigate ambiguous markets, create new opportunities, forge new partnerships, and sell real value, then our traditional incentive programs are often the wrong way to motivate people for today’s challenges.  Yet external rewards such as bonuses, commissions or incentives are still strong features in sales management forums.

In 2011, more and more companies will be enlisting new approaches to motivation, rethinking how they incentivise and reward their sales teams both intrinsically and extrinsically.

Australian Perks

Money Perks

For many years it has been believed that sales people are only motivated to sell if they have strong financial incentives to do so.  For a number of sales people this may certainly be the case, however, it would be a false to assume that this is the case for all sales people.  Another false assumption is that the more you incentivise someone the better they will perform.  Science is turning the business world upside down, challenging ‘norms’ and long held beliefs about what motivates and drives people.

As the world, and with it the business world, becomes more complex, it will be harder and harder to determine who did what and who deserves what because many tasks are no longer simple transactions.  With selling becoming less transactional and relying more heavily on teams rather than a lone sales person to bring in the deals the compensation issue is becoming more complex.

Who deserves what?  How much should they be paid? Many companies spend hundreds if not thousands of hours going around in circles trying to work out what is fair and reasonable.  And to no avail.  This perplexing issue could have a more simple solution, although some people may not like it.

According to the latest research synthesized by Daniel Pink in his latest bestselling book, Drive: The surprising truth about what motivates us, the best use of money as a form of compensation is to take the issue of money off the table.

His book highlights what scientists have known for some time now:

‘The more prominent salary, perks, and benefits are in someone’s work life, the more they can inhibit creativity and unravel performance.  As Edward Deci explained when organisations use rewards like money to motivate staff, “that’s when they’re most demotivating.” The better strategy is to get compensation right – and then get it out of sight. Effective organisations compensate people in amounts and in ways that allow individuals to mostly forget about compensation and instead focus on the work itself.’

I know this may be heresy to sales people, teams and sales leaders, because for so long big commissions and bonuses have gone hand in hand with sales teams.  Well, maybe this could be a thing of the past.

What the scientific research is showing is that ‘for simple routine tasks which aren’t very interesting and don’t demand much creative thinking, rewards can provide a small motivational booster shot without harmful side effects.’  In short if you want people to, for instance, stack boxes more quickly, offer a bonus to those who stack the most in the shortest space of time and to the standard you want.  As long as the task is simple and mechanical in nature, bonuses work to lift performance.

However if the task or situation involves even rudimentary cognitive skill i.e. you have to come up with ideas or solutions, possibilities or plans, then a larger reward leads to poorer performance.

With transactional selling going the way of the internet leaving most sales people out of the equation, the rest of selling now requires the need to deal with complex solutions, consultation, problem solving and prevention, creativity and collaboration.  All of these tasks require cognition.  Our brains need to work, think, sort stuff out, create options and so on.

Another key finding from Pink’s book that throws cold water on the money motivator is that most people are not motivated by money at all.  Yes, you need to take money off the table, so it’s not a day to day issue, and pay the right amount from the beginning, and instead focus on fostering and developing the following ideals in your business and your people. Then you will find lifts in performance that are far more significant.  The three elements of true motivation are:

Autonomy – the desire to direct our own lives

Mastery – the urge to get better and better at something that matters

Purpose – the yearning to do what we do in the service of something larger than ourselves.

If you would like to explore this further I would suggest you get a taste for it by viewing this 10 minute video by Daniel Pink which is a very good summary of the topic at hand.

So what does this really mean for sales teams? Well, it all depends on what you sell, how you sell it, how you run your sales business and what you want your sales people to do:

  • If you are in simple transactional sales where your sales people do not really need to think in any complex way then maybe you can continue with your current bonus or commission schemes
  • If your sales culture is more complex or is more of a lead team approach then you may need to rethink the way you reward people

One client of ours in the world of new home sales has taken the radical move to pay its sales people a far more substantial base salary to take money off the table. Instead of sales people panicking about where their dollar will come from and how they will afford to feed their family this week, they want their sales people to focus more readily on better quality sales efforts rather than the mental churn and burn often seen in this industry.  It is early days and the transition will be interesting. However, in their endeavour to bring about better standards of professional selling in an industry known for its ‘cowboy’ culture, changing the way they remunerate their staff along with continued professional development such as coaching, combined with a committed leadership will see them prosper. If they can stand steady and hold their own in the face of challenges I have no doubt they will see the fruits of their labour and out perform their competition in the long run. And isn’t that the irony, when we remove these financial incentives we will get better performance.

An example of a company who have already taken this on board and making it work is Australian company Atlassian.

It’s a brave new world for sure.

Remember everybody lives by selling something.

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

5 top tips on how to produce a winning sales proposal

August 18, 2011 in Communication, Prospecting, Success, Tips

A good sales proposal demonstrates real value; a quote just offers a price.

Many sales people are required to produce a proposal or quote after an initial meeting with a client or prospect. This is a critical part of the sales process. Many sales people however, loathe producing proposals and consider it a chore believing they don’t get maximum value or return from their efforts.

Often reduced to quoting prices or at worst just a ‘find and replace’ to change the client company name, sales people can do a lot better for themselves as well as their clients when it comes to producing winning proposals.help-in-pile-of-crumbled-paper

We all deserve better – sales people and clients included.

So what is the best way to produce a winning sales proposal?

There’s loads of advice floating around about how to produce and pitch a sales proposal or quote. Sadly most of the advice is wrong. For instance, in all the years I have been selling I have almost never presented my proposals in person and have had no trouble winning business.  I normally meet my client or prospect to take the initial brief, I prepare a proposal based on their requirements and then send it directly to them to give them time to read and absorb and then I follow-up to receive their feedback.  Where appropriate, I often position my initial proposal as a ‘draft’ which we can use as a base plate to rework the proposal if need be.  The client feels engaged and involved.  It works every time.

There are salespeople however that disagree with my approach. They believe that you need to demonstrate the company’s credibility by stating your credentials upfront and then you must present a proposal in person every time before your client has read anything about what you propose.

I am here to tell you this doesn’t work. This approach is a disaster waiting to happen. It’s interesting to look at sales results of those who insist presenting their proposals in person is the best approach – what story does their results tell? In any case, we can all benefit from improving our proposals; so how do we get off on the right foot? Well here are 5 tips to set you on the right path:

  1. Ask good questions and take detailed notes in the client meeting
    It’s all in the preparation. A proposal is only as good as the brief taken in the client meeting.  Asking clear questions which get to the heart of the client or prospects issues, priorities or needs is critical.  Taking detailed notes is essential. I write down the exact words used by my client – no paraphrasing here.  This means I capture their thoughts, their ideas, their tone which when presented back to the client in a proposal shows them I have really listened to them which is validating and very powerful. Another benefit of taking detailed notes means you don’t have to try and remember what was said in the meeting afterwards.  These notes allow you to really see what your client’s situation is currently which then allows you to look at what you can do to address their priorities with your offering.  I find that after a client meeting or at the end of the day I type up my client meeting notes while they are fresh and clear on paper and in my mind.  This means that I do not have to rely upon my memory alone. A key part of this process is really listening when you ask a question.  And taking notes makes you a better listener.
  2. Manage expectations – Verify your understanding and establish clear intentions
    Verifying your understanding of what your client wants and needs before you leave the meeting as well as stating your intentions i.e. what you are going to do in terms of timelines, proposal preparation, getting back to them, etc. is very important. Your client or prospect needs to know what you are going to do and by when.
  3. Put the client first, always
    Put your clients’ needs and priorities first.  Opening up your proposal with a section that outlines your understanding of your client’s needs or priorities is critical.  It validates the client and answers the following questions: Do you see me? Do you hear me? Does what I say matter to you? Too many times sales people put their company first making it all about them not about the client, leaving the client feeling disengaged.  When preparing your proposal categorise your client findings into 3 key sections: 1) the Client’s Current Situation or Circumstances, 2) Issue or Opportunities they want to address, and 3) Their priorities moving forward and results they want to see.   This section needs to go first in your proposal.
  4. Demonstrate value, don’t quote a price
    A good proposal demonstrates value; a quote just offers a price.  Off the back of stating your client’s priorities and needs upfront you then structure your proposal so that it shows the client how you will address their priorities and needs in a manner that will help them see the value and results they will receive and achieve by working with you. Everything must connect and link back to your client.  You are not just quoting a price – it will mean absolutely nothing to the client if they cannot see themselves benefiting from your offer.
  5. Never talk someone through a proposal
    Communications expert Brett Rutledge says you should NEVER present your proposal to a client or prospect. The reason being is that you create a cognitive overload for the person(s) concerned.  Looking at the proposal (visual processing) and at the same having to listen to you speaking (auditory processing) doesn’t work and only leads to people being distracted and confused.  Therefore it should always be sent ahead for the person intended to read and absorb without you being present. This gives them time to absorb the content in context of their priorities, understand your offering, agree with it or not, care about it enough to take action to do something with it and you.  Then you follow up to discuss further.

These are just a few key tips we have found make selling and buying easier and more effective.  I hope this is of help to you.

Remember everybody lives by selling something.

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

Are you a Sales Pioneer?

July 21, 2011 in Attitudes & Behaviours, Sales Pioneer, Success

‘Sales Pioneer’ was voted as the Number 7 Sales Trends for 2011. As the business world and selling become increasingly complicated, the Sales Pioneer is emerging to help us all map a pathway to the future.

Unafraid to ask the hard questions, uncover new opportunities and challenge the precepts and ideas of their clients and companies alike, the 21st Century Sales Pioneer is not afraid to stand up and be counted.

The 21st Century Sales Pioneer works in healthy and dynamic collaboration with clients including procurement, internal teams and allied suppliers. Above all these pioneers are educators, teaching clients how to improve their businesses.  If you’re thinking about refreshing or realigning your sales team in 2011 consider finding, developing and retaining the Sales Pioneer to give you an edge this year and beyond.

Sales Pioneers are far from being ‘yes’ men or women and aren’t able to be bullied or tyrannised by prevailing views and attitudes. This is precisely what ‘market challenger’ companies will want to recruit in 2011 and beyond.  This more articulate, professional and conceptual breed of sales person is definitely not well suited to compliant or transactional sales cultures. They are the first to enter new territories, open up new vistas, challenge our thinking and take us to better places where we can benefit.

Sales Pioneers sell insight. They deliver insight to making better buying decisions in a complex ambiguous world.

Sales Pioneers sell results. They sell results through education, creativity and collaboration and work with clients to deliver tangible results.

Sales Pioneers coordinate multiple stakeholders. They realise the buying decision is increasingly spread across multiple stakeholders all vying for input onto their collective futures.

Sales Pioneers create a planned approach for change. This requires patience, the ability to deal with ambiguity and complexity, excellent listening, questioning and reflecting skills, the ability to work across a range of stakeholders and understand their buying behaviours, commercial acumen and awareness, open mindedness, curiosity, amongst other things as  well as courage to take the lead.

How do you manage a Sales Pioneer?

A domineering, command and control leadership approach will not work here. Nor will a weak, uninspiring visionless business keep or attract the Sales Pioneer.

Unlike the 600lb Sales Gorilla or transactional sales people, Sales Pioneers thrive on curiosity, creativity, collaboration, continuous learning and having a clear purpose to anchor their talents to.  In short you provide leadership for Sales Pioneers and they will in turn lead you to the future.

Give them a compelling vision, a clear message, and the tools to go and create business for you. Above all give them your trust.  Trust them to help you map your pathway forward to the future just as they can do for your clients.

How do you create Sales Pioneers?

Most likely, true Sales Pioneers are born with these enviable talents and probably never quite fitted the transactional sales culture. However, this doesn’t mean less entrepreneurial sales people can’t develop some of the same skills and attributes.

Sales Training is critical.  Your people are key to successful business and so, developing their business and commercial acumen is really worthwhile given the more complex business landscape we find ourselves in.   In response to this we have developed the Barrett’s Business Acumen for Sales Professionals Program which is designed to show sales people and sales managers how businesses work and what clients are looking for beyond the obvious product pitch.  Knowing how your offering works in concert with your clients overall business is what Sales Pioneers are really good at.  You can teach knowledge and awareness to people so they better understand clients and work with  them as business professionals not just product sales people.

The right sales training and coaching (sales coaching) for your people coupled with the right work environment gives you the recipe for a team of sales pioneers. Make an “open” working environment, encourage curiosity and ideas and don’t shy away from questions being asked.  Don’t tell a Sales Pioneer what to think, show them how to think. Demonstrate possibilities, options and choice and show them how to create and achieve results.

Sales Pioneers will fundamentally change your business and your clients’ businesses for the better.  How courageous are you to create a Sales Pioneering team and culture?

Remember everybody lives by selling something.
Author: Sue Barrett, MD of www.barrett.com.au

Why we should manage & measure Sales Inputs rather than Sales Results

June 9, 2011 in Coaching, Communication, CRM, Performance Management, Prospecting, Sales Training, Success

Do you leave your sales results to chance?  Well you might be if you are like most businesses that are too fixated on Sales Results – the Outcomes. Managing by numbers, sales managers can get blinded by measuring the number of sales made and revenue and profit margins achieved rather than focusing on the vital activities that produce these outcomes in the first place– The Sales Inputs.

Every outcome is the result of its inputs.  Every effect has its corresponding cause(s).

Consider the following questions:

  • Do you know how your sales people actually achieved their sales results?
  • Do you know how well they are identifying real opportunities with their prospective clients and current accounts?
  • Do you know how well they are planning and managing their sales portfolio and their time?
  • Do you know how well they are utilizing the CRM to help drive sales and manage relationships?
  • Could there be more opportunity in these accounts that is otherwise being identified by your sales people?
  • How easy is it for a new comer to learn and replicate what your top sales performers do?

These are just some of the questions that if examined for their content, would make the lives of sales managers and sales people that much better.  Sales people would know the vital activities they need to perform and to what standard and what knowledge they need to apply to add real value.  And sales managers would yield much better sales results all round if they devoted more of their time coaching and managing their sales people around these input activities rather than only looking for and reporting on their sales results.

Do you want to increase your sales team’s effectiveness and boost sales results?

Pay attention to the details because excellence is in the details.  Look at what you put in to see what you get out in terms of sales results.

Sales managers, sales people and business leaders could learn a lot from observing the Quality and Quantity of their actions each day.  We call these the Input Measures which are made up of Type & Quantity of Activity and Quality of Activity.   These are the areas that people can be trained and coached in.

Type & Quantity of Activities – the following are examples of types of activities:

  • Leads developed
  • Prospecting calls
  • Client meetings
  • Proposals developed
  • Deals in the pipeline
  • Up / Cross sales discussions
  • Customer inquiries
  • Account management calls / meetings
  • Account reviews had
  • Referrals requested

Quality of Activities – the following are examples of competencies or standards of activities:

  • Business acumen
  • Sales Planning skills
  • Prospecting skills
  • Selling skills
  • Communication skills
  • Relationship building skills
  • Negotiation Skills
  • Product knowledge
  • Company  and market knowledge
  • Problem solving
  • Client proposal development
  • Self-Management

Sales Managers can really make a significant difference to their sales results and the lives of their sales people if they invest the time in coaching, training and working with their people on the Input Measures rather than pointing out the results week in week out.  Results are important and need to be acknowledged but they can only be as good as the inputs. Once we understand the Input Measures then we can see their effect on the Results or Output Measures.

Output Measures / Results can include:

  • Overall Sales made including sales with new clients and existing clients
  • Sales revenue
  • Sales profitability
  • Sales growth
  • Sales quotas
  • Sales by product or region
  • Average deal size
  • Market share & growth

Let’s make sure that sales results are not left to chance; work on the inputs and get them right.  It will make a difference to your results.

Remember everybody lives by selling something.
Author: Sue Barrett, MD of www.barrett.com.au