NZ’s e-mag for sales leaders

Choosing a Psych test

Are you oNe of this week’s wiNNers?

see iNsiDe!

NZSALESAPRIL 28th 2010 / Issue 38

Developing sales Professionals

ChANGewhy people resist & what

to do about it

Keep up with the news

APRIL 28th / Issue 38

this week's Must reAD

ChoosiNG A PsyCh test

Four things you must do.

DeveloPiNG sAles

ProfessioNAls

Learning programs for

complex business.

NZsM CAleNDAr

resourCe CorNer

MAsteriNG the CoMPlex sAle

how to compete and win when the

stakes are high.

sAles trAiNiNG DireCtory

two MiNute toP-uP

ChANGe

Why people resist and what to

do about it.

QuiCk fix

It’s not what you sell, it’s how

you sell. Keeping up with the news.

the Close

8

4

8

11

12

13

14

16

17

4

Are you oNe of

this week's wiNNers? see iNsiDe!

14

3 / APR 7th 2010 / NZsM

ABOut /

short and sharp, New Zealand

sales Manager is a free e-magazine

delivering thought provoking and

enlightening articles, and industry

news and information to forward-

thinking sales managers, business

owners and sales professionals.

eDItOR / Paul Newsom

ARt DIReCtOR / Jodi Olsson

GROuP eDItOR / trudi Caffell

CONteNt eNQuIRIes /

Phone Paul on 04 586 4733 or email

pauln@nzsalesmanager.co.nz

ADVeRtIsING eNQuIRIes /

Phone Richard on 09 523 4112 or email

richardl@nzsalesmanager.co.nz

ADDRess / NZ sales Manager, C/- espire

Media, PO Box 137162, Parnell,

Auckland 1151, New Zealand

WeBsIte / www.nzsalesmanager.co.nz

In our must read article for

this issue, steve evans gives

some great advice on what

to consider when selecting a

psychometric testing tool.

I recall sitting a couple of 3 hour tests during my

days of corporate employment. For one opportunity,

my answers obviously scored in the right places and

were a factor in me being offered the position.

As well as landing the job, what stood out for me on

this occasion was that once in the job, the results were

shared with me and used in my personal development

plan. If you are using the tests for recruitment decisions,

don’t just consign the test to the HR filing cabinet. Share

the results with the new recruit to leverage strengths and

work on any identified development needs.

If you are required to do a test, then ask to see the

interpreted results and again consider how you can

leverage your strengths and work on your weaknesses

Remember to look inside to see if you are this weeks

wine prize winner!

happy selling! Paul

NZsM / APR 28th 2010 / 4

t h I s W e e K ’ s M u s t R e A D

Choosing a Psych test

If you ever want to polarise opinion in a meeting of sales

managers, just start talking about psychometric testing.

You’ll find that few hiring managers are indifferent to the

subject, with some extolling the benefits of identifying high

flyers who exceeded all targets, whilst others vehemently

deliver bitter experience of using psycho-babble junk science

that selected turkeys they still can’t fire.

Regardless of any sales manager’s individual experience,

most would have come to use psychometric testing or

personality assessments after realising the benefits of

reducing the risks of poor recruitment decisions and

identifying talent in their existing team. But when

the subject has such a polarising effect based on very

different experiences, where do you start in choosing a

process for your business?

there are four criteria that anyone with hiring and staff

management responsibilities should consider before using

psychometric assessments for their sales team. the pitfalls of

getting these criteria wrong have cost businesses dearly, so

here's an opportunity to learn from their collective mistakes.

four things you Must DoBy steve evans

steve evans of People Central helps businesses to attract, recruit, retain and develop talented individuals and teams. visit steve’s website at www.peoplecentral.co.nz

5 / APR 28th 2010 / NZsM

there are four criteria that anyone with hiring and staff management responsibilities should consider before using psychometric assessments for their sales team. the pitfalls of getting these criteria wrong have cost businesses dearly, so here's an opportunity to learn from their collective mistakes.

is this psychometric test any good?

Google ‘psychometric tests’ and you will be faced with

a mountain of differing tests and assessments, each one

claiming to be the latest and greatest and backed up with

assertions of their effectiveness. Many are either free or very

cheap internet-based assessments, which we would urge you

to treat with the same caution as most 'too good to be true'

internet offers. Just as you wouldn't trust your health with

cut-price on-line pharmaceutical products, or give your bank

account details to receive a billion dollars from an allegedly

ousted royal family in a country you’ve never heard of,

would you trust internet test freebies to determine whether

a sales candidate is going to put hundreds of thousands of

dollars onto your bottom line, or to use as a trusted guide of

where to direct your career?

the acid tests for psychometric products are their reliability

and validity. the best products on the market have as much

as twenty years of empirical research behind them before

they were launched. Independently researched findings of

whether a psychometric test actually does what it claims to do

can be sought from the New Zealand Council of educational

Research (www.nzcer.org.nz) and the British Psychological

society (www.bps.org.uk). If you go directly to the seller, insist

on seeing their products reliability and validity reports.

Also, ask what training and qualifications users must have

to administer, interpret and feedback the products you are

considering. Most personality assessments worth a second

look require at least five days training to use, and can only

be purchased and used by appropriately qualified people.

tests and assessments that require no or minimal training to

administer are best avoided.

is the product relevant to sales roles?

If you are hiring into sales roles, then it follows that you

need assessments that focus on the skills, behaviours,

competencies and experiences closely associated with

success in a sales environment.

Assessing only the criteria relevant to the job enables hiring

managers to make selection decisions based purely on

whether a candidate:

Is going to exceed all expectations and should be fast-•

tracked into the job,

Meets enough of the criteria to be hired, with a clear •

personal development plan to get them from good to

great performers,

has enough question marks hanging over their potential •

to suggest it is most unlikely that they will add significant

value to your business.

A strong sales-focused assessment should also measure

your candidates against an appropriate norm-group of

other sales people. Any seasoned sales manager can tell

you that not everybody is cut out for a career in sales, yet

plenty of assessments measure candidates against a ‘general

population’. Make sure the sales-focused assessment you

choose measures your candidates against other New Zealand

sales people so you can assess their likely effectiveness in

relation to other sales people.

A quick point on good practice is timely here. even the

best psychometric tools need to be used in conjunction

with other methods such as interviews and reference

checks, so the potential concerns identified by these

assessments need to be explored at interview and/or in

reference checks rather than rejecting a candidate on the

basis of psychometric assessment results alone.

1 2

NZsM / APR 28th 2010 / 6

is the test relevant in New Zealand?

this is the yawning bear-trap waiting to swallow

unsuspecting New Zealand businesses.

Psychometric tests are referenced against a norm-group to

ensure anyone who takes one is measured relative to other

similar people; for example a sales manager completing a

sales personality assessment is compared with other sales

managers to see where s/he is likely to perform in relation to

his/her peer group, and what an employer is likely to need to

do to get them from good to great performers.

Many psychometric tests and assessments marketed in New

Zealand do not have New Zealand specific norm-groups.

they measure your Kiwi candidates against American or

British people working in American or British organisations

with American or British values and beliefs. this may not

sound like a big deal, but it is for two reasons:

Firstly, there are differences in the way people from

different countries respond to tests and questionnaires.

When we brought over a very successful uK developed

sales aptitude test, we ran comparative validation studies

on 200 New Zealand sales people and found distinct

differences between uK & NZ sales staff responses to

the questionnaire, which we accounted for when using

the test. had we taken the easy route and not bothered,

some good NZ sales job applicants may have lost job

opportunities or had unfair personal development plans

placed on them, and employers would have lost out on

good sales candidates too.

secondly, New Zealand isn't America or Britain. We have a

unique blend of ethnic diversity, a distinct set of cultures and

values and need to ensure we measure Kiwis against Kiwis.

Any employer who uses a non-New Zealand norm group as

a tool to screen out staff could fall foul of fair selection tests

by law; and rightly so.

so, the third question for a prospective supplier of tests

and assessments is 'Has this test been kiwi-fied?' Insist

on the proof that it has. some suppliers will insist that

their American norm groups are fine and that there is

no difference between the countries, but the fact is that

they haven't done the validation tests to find out and are

therefore not in a position to quantify that statement.

how good are the suppliers?

this relates to both the professional abilities and service

delivery of suppliers.

If you are going to make the most from the results of

personality questionnaires, you need to be assured that the

supplier has the depth of knowledge, skills and experience to

support you in interpreting and implementing the findings of

difficult feedback discussions from time to time.

Your supplier doesn't have to be an Occupational

Psychologist to do this, although that helps!, but

should be qualified to at least New Zealand Council

of educational Research (NZCeR) Level-C, plus have

good depth of on the job experience. Always ask

for confirmation that professionally qualified and

experienced people are available when you need them.

When it comes to service delivery, ensure a supplier

is going to only enhance your selection process rather

than slow it down. All online test providers produce

near-instant reports, but is the professional support as

accessible when you need it?

When you get satisfactory answers to these four questions,

then you have covered the basic requirements to determine

whether a proposed psychometric test or assessment is going

to benefit your business, or simply raise more barriers to

success and risks to integrity.

34

Go to www.businessmentors.org.nzPhone: 0800 209 209

Independent Volunteer Mentorswhen you need them…

NZsM / APR 28th 2010 / 8

Jeff thull is a leading-edge strategist and valued advisor for executive teams of major companies worldwide. visit his website at www.primeresource.com

Developing sales Professionals

today’s marketplace is characterized by the increasing

complexity of the business problems we solve and the

solutions we offer that address them. Combine that

with a highly competitive market that offers abundant solution

options, and you’ll find that many customers are overwhelmed

with choices and are looking for guidance in making quality

business decisions. salespeople are the obvious source for this

guidance, and there now may be more people influencing

the decision to buy as it moves higher and broader in

the organization. unfortunately, this level of guidance is

frequently not forthcoming from salespeople, yet providing it

can become a critical source of advantage.

how do you begin to develop and motivate your sales

force to operate in this challenging environment when you

know you have unique and valuable solutions that are not

reaching or connecting to the right people, in the right

place and at the right time?

learning Programs for Complex BusinessBy Jeff thull

9 / APR 28th 2010 / NZsM

how do you begin to develop and motivate your sales force to operate in this challenging environment when you know you have unique and valuable solutions that are not reaching or connecting to the right people, in the right place and at the right time?

sales professionals who are capable of guiding their

customers through the process of thoroughly understanding

the problems they face and developing an optimal solution

amongst the available alternatives is clearly the path to

sustained profitability.

Designing sales development programs for these times

starts with helping the salesperson understand how their

role has changed. their role today is that of a business

advisor and a source of competitive advantage. their

required skills are more similar to those of a process

analyst or project manager than the historic persuader.

the objective of today’s sales professional is to create

a solution that the customer would have been unable

to think of or put together on his or her own. the sales

professional looks at the issues beyond the expertise of

the customer and collaborates with the customer to create

such a solution. they need to be and their customers need

to see them as a contributor to their success.

The content of today’s learning programs must reflect the

sales professional’s desire to become a trusted business

advisor. the program needs to be about business, not about

selling. It needs to be about guiding customer decisions

and having a business conversation, not about presenting

volumes of solution information. the content needs to be

integrated into the customer’s environment. As a guideline,

we have found the metaphor of “a bridge” provides a

meaningful template. the bridge provides a roadmap or

guide for a diagnostic conversation. It is literally designed to

connect the customer’s business drivers to the value sources

within your solution. It describes a series of relationships that

extends significantly beyond the one-to-one nature of the

feature/benefit relationship.

the intermediate relationships within the bridge would include:

the business/value drivers of a customer are shown •

to relate to various job responsibilities within the

customer’s organization.

Job responsibilities are then connected to physical •

indicators or symptoms that would suggest the desired

performance of the job responsibilities is at risk.

the symptoms must be associated with the possible •

causes of the symptoms, some your solution can address

and some your solution may not be able to address.

The causes are connected to specific consequences that are •

or may be experienced by the individual and the business.

And finally, your solution capabilities need to be tied •

directly to the causes of the problem to be solved, noting

how they eliminate those causes. If the cause of the

problem is eliminated, so are the consequences of that

problem and customer value is achieved.

the net effect of developing the bridge provides a direct

corollary between the absence of your solution and the

customer’s ability to attain their desired business driver

performance. The flow of the bridge content teaches

a diagnostic strategy, provides the flow of a diagnostic

conversation and supports the development of the skill to

thoroughly diagnose a customer’s issues, design an optimal

solution and deliver maximum results.

By designing learning programs with the objective of

developing today’s sales professionals, your programs

will connect firmly with the individual’s motivation to be

accepted as a professional, respected by their customers

and colleagues, and successful in accomplishing their

goals. their value to your organization will be clearly

defined, and the knowledge and skills they are developing

will position them in high regard with their customer and

within your organization. ,

NZsM / APR 28th 2010 / 10

the Commitment:the question asked by many organizations and sales

professionals is “What will it take to become successful

in this new environment?” First, the learning path should

be precise, including specific field applications, and

the expected time commitment. As you create the

development plan, include how they will be supported.

how will they be coached, what reference materials are

available, and if relevant, would you be able to supply

a sample of their expected output when the skill is

mastered? With this in place, the learner who knows what

they want to accomplish will understand exactly what is

required to get there. this allows the learner to make an

informed decision to “pay the price and do what it takes.”

Very specific application steps should be described as part

of the learning process, and coaching guidelines should

be built into the design of the program. It should not be an

option to participate in the program and not be required to

demonstrate the knowledge or skills being taught. I realize

this seems like a very basic tenet of program design, but sales

training is notorious for being served as a smorgasbord of

ideas, the “use what you like and set the rest aside” school of

training. Imagine the effect of programs such as “six sigma”

or “Principles of Finance” being offered up as optional

components. Built in application and accountability ensures

that the learner understands they are expected to take action

and the manager understands they are expected to coach.

Finally, it is imperative to the motivation of the sales

professional that you help them recognize the progress

they have made. This is dependent on defining measurable

and relevant milestones for each learned behavior. the

milestones should tie directly to the desired success and

be defined in both quantitative and qualitative terms, but

more importantly they must occur early and often during

the learning process.

If the milestone selected is “increased sales,” it is certainly

measurable in both a quantitative and qualitative sense,

but waiting too long to recognize that success will no

doubt be very de-motivating.

As an example of short term measurement, let’s consider

a module on questioning skills designed to lead to more

sales. Assume that part of the skill taught is how to

research your customer and craft high-gain questions.

The first step or measurement of the application of the

skill could be to research one company and build a

questioning strategy or diagnostic map. Feedback and

coaching would follow and progress is noted. For step 2,

the questions are used in a role-play with a colleague.

Feedback and coaching follows and more progress is

noted. In step 3, the questions are used during a customer

interview. Quantitative measurement: asked four new

questions. Qualitative measurement: uncovered more

in-depth information than I ever have before. Logical

conclusion: I am uncovering more relevant information,

building a closer relationship based on customer

understanding and I am measurably closer to a successful

sale. In this sequence of learning, criteria number four,

“recognizing progress,” is accomplished.

the challenges of today’s sales professional have vastly

surpassed the level of learning required by historic feature

benefit/product training. We are well advised to develop

our learning programs to reflect the characteristics of the

programs designed to meet the similar challenges of other

professions, such as teaching scientific principles to research

scientists, diagnostic principles to physicians, and the

coaching of top athletes.

the goal is to develop learning programs that meet the

requirements of performance: a system that will guide

performance, skills that will enable the individual to

execute the system, and the personal discipline to

address the emotional inhibitors of performance. With

that accomplished, you have successfully delivered

a development program that will equip your sales

organization with the skills and mindset to successfully

bridge the value gap and become a trusted business

advisor to your customers.

11 / APR 28th 2010 / NZsM

NZsM CALeNDAR

7 May 2010

Business to Business sales skills

Auckland

Zealmark Group ltd

www.zealmarkgroup.co.nz/profile_

Business_to_Business

12 May 2010

sales Dynamics

Auckland

sales stAr

salesstar.trainingplatform.co.nz/courses/9-

sales-dynamics

13 May 2010

sales Mindset & Motivation

Auckland

sales stAr

www.salesstar.trainingplatform.co.nz/

courses/7-sales-mindset-motivation

18 May 2010

Consultative selling

Auckland

sales stAr

www.salesstar.trainingplatform.co.nz/

courses/5-consultative-selling

Creating Centers of Influence That Feed You

New Business

Auckland

www.salesstar.trainingplatform.co.nz/

courses/38-creating-centers-of-influence-

that-feed-you-new-business

21 May 2010

Business to Business sales skills

Auckland

Zealmark Group ltd

www.zealmarkgroup.co.nz/profile_

Business_to_Business

25 May 2010

the success Attitude

hamilton

Attitude specialist.

www.attitudespecialist.co.nz/workshops

26 May 2010

the success Attitude

rotorua

Attitude specialist.

www.attitudespecialist.co.nz/workshops

sales Dynamics

Dunedin

sales stAr

www.salesstar.trainingplatform.co.nz/

courses/9-sales-dynamics

APRIL - MAY

NZsM / MAR 17th 2010 / 12

Mastering the Complex sale -how to compete and win when the stakes are high

(second edition)

Author: Jeff thullPublisher: John wiley & sons$37.99 from Fishpond.co.nz

R e s O u R C e C O R N e R

this title presents key strategies for long-term,

sustainable customer relationships. With nearly every

sector of the marketplace challenged like never

before, sales professionals are under pressure now more

than ever. success demands superior strategies and precise

execution. this second edition of Jeff thull's bestselling

"Mastering the Complex sale" gives you the edge you've

been looking for. Continuing to create game-changing

strategies and how-to's, thull has updated the Prime Process,

a diagnostic, customer-centred approach that clearly sets you

apart from your competition and positions you with respect

and credibility as a valued and trusted advisor.

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NZsM / APR 28th 2010 / 14

trying to change the behaviour of your sales team by

resorting to logic and reason is like swatting a fly, it’s

a complete waste of energy. usually, this process is

applied with the logical mind of the ‘Compliant’ personality

with an appeal to reason. If you want to dramatically change

the behaviour or performance of staff, then logic becomes

passé. Psychological studies show that people generally

become more resistant to change after being given reasons

why they should do something differently.

It is referred to as “Confirmation Bias.”

the reason behind this is simple. When someone is

confronted with the idea of change, rather than put their

brain into search mode, they simply react by figuring

a way to maintain their original position. humans are

uncompromising when it comes to being told how they

should behave which is a major challenge in today’s world of

constant change where management have to present change

concepts which would have been questioned ten years ago.

Yet they have to get their ideas across quickly.

understanding people’s attitude.up till quite recently, Management usually adopted the old

adage of ‘Get their attention, explain the logic, then point

out the rewards. this is not very effective. Why? Because

one needs to understand what governs a person’s attitude.

there are three psychological components of attitude,

thought, Feelings, and Action. If you want someone to

change their behaviour, take massive action or increase their

performance, then focus on their FeeLINGs. two thousand

years ago, Aristotle proposed that the power of effective

communication lay in understanding Perception, emotions

and Logic. he stated that if you want to move someone to

thought or action, concern yourself with their emotions.

For anyone to make dramatic changes requires them to get into

the Feelings part of the idea. this way, Managers can inspire

long term enthusiasm and bring about results more effectively.

I recall the case of a company who engaged me to give some

in-house training. the sales Manager told me they had one

particular salesperson who vehemently resisted being told

that he must attend workshops. Apparently he was bringing

in good sales figures. A meeting was arranged for me to have

a discussion with him.

It didn’t take me long to figure out the major factor that

influenced him.

He was good at his job but his Influencer or Socialiser

personality was very strong. he was not governed by logic

or reason but on whether he felt good about a subject.

We talked at some length about his future goals and I

listened very carefully for a clue to what really moved him.

It seems for a long time he has wanted to take his family

to Disneyland and that was the anchor I was waiting for. I

asked him to describe to me what the feeling would be like

if he was standing there at Disneyworld and looking at the

faces of his children? the answer was axiomatic.

I then said would it be worth going to the workshop if he

picked up one idea that would pay for the trip to Disneyland.

Bingo! Getting him to become emotionally involved instead

resorting to logic and reason was the motivating factor.

The need to WANT the benefits

Management need to develop mega thinking in the minds of

their staff, and their need to stimulate change by inculcating

a desire for a different future. Without the emotional

connection, nothing happens.

Changewhy people resist and what to do about itBy Charles Donoghue

Charles Donoghue is an Auckland based performance psychology coach and author. Visit Charles’ website at www.donoghuedynamics.com

t W O M I N u t e t O P u P

His latest book which has become a winner: “Mega Thinking” can be purchased from the publisher at a special

rate for readers of NZ sales Manager. email subs@mediaweb.co.nz and quote NZ sales Manager.

MID STRENGTHFULL FLAVOURFULL LIFE

NZsM / APR 28th 2010 / 16

Q u I C K F I X

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top performing sales people keep up with the

business news in the same way that sports fans

watch the sports pages.

On a daily basis you should be looking for what is happening in

your Key Customers and with business you are targettinig. use

this insight to guide your activity.

here are two things you can do right now:

subscribe to the National Business Review (NBR) daily •

news alerts, the morning heads up and/or the afternoon

Last Call. It is free to subscribe, although some of

the stories are only accessible to paying subscribers.

however the beauty of the web is that with your

awareness of news like this, you will be able to find and

read it for free somewhere tomorrow.

set up Google Alerts on your major customers who make •

the international news. You will receive a daily morning

mail with anything that is making the news.

it's not what you sell, it's how you sell

keep up with the news

WIN A LAseR POINteR PeN FOR YOuR QuICK FIX!

If you have a favorite ‘quick fix’ that you would like to share with our readers

(without giving your winning secrets away!) then email the editor at pauln@

nzsalesmanager.co.nz. You will be in to win a high-powered laser pointer

pen, courtesy of the great guys at Brand storming Promotions.

- Dr Wayne Dyer

17 / APR 28th 2010 / NZsM

have you subscribed to NZ sales Manager? It’s free!simply visit www.nzsalesmanager.co.nz to get a copy of NZ sales Manager delivered straight to your

inbox every third Wednesday!

When you change the way you look at things, the things you look at change.

- Dr Wayne Dyer

“ “