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About the author:
By Professor John Ditch, York, UK
Paul Burr is an incredibly interesting man. I met him in 2005 when he agreed to be my 'career coach'. At the time I held a senior position at a UK university and it was rather fashionable to undertake 'management training'; every member of our senior team was expected to devote time to 'continuing professional development'. I approached Paul because he offered something different, something a little more challenging. We met regularly over the course of a number of months. Paul was a good listener and quickly identified a number of issues that we could work on together. That was part of his style: he didn't teach, he didn't preach, he had no axe to grind. What he had was insight, humour and a remarkable capacity to facilitate self-questioning and reflection: he had a 'tool-kit' but he didn't carry spare parts. Our 'sessions' were always well organized and when I'd done my 'home-work' thoroughly they were both demanding and rewarding. Paul is a seriously bright 'numbers-person' (he has a PhD in statistics) and can do all the technical stuff that management consultants come out with. But he is more than that: he is also in touch with the right (creative/emotional) side of his brain. Thinking back there were three things that Paul facilitated or encouraged in me: first, he supported me to think about (or imagine) ways of 'doing things differently'; second, he emphasized the importance of 'authenticity'; third, he helped me develop additional capacity for 'resilience'. Time with Paul was all time well spent.
Quick Guide - How Top Salespeople Sell
for new or seasoned sales professionals, managers and CEOs.
Paul C Burr PhD
This 30-page article bears from my research, consulting, direct selling experience and coaching within global corporations over a twenty year period. The companies I worked for directly, or in a freelance capacity with, included: IBM, Cisco, Accenture, Xerox, American Express, Standard Chartered, BP and Reckitt Benckiser.
Within you will discover how and why top salespeople outsell 'moderates'.
* Customers fundamentally only ask four questions:
1. Do I trust you?
2. What value do you bring to the table?
3. Are you the right person/organisation to do business with?
4. How does it work (i.e. feature/benefits) or how will we work together?
* Moderate performing salespeople often answer these four questions in reverse order.
* Top performers do things better and differently; they...
- Focus firstly on Questions 1 and 2
- Ask better questions that nurture insight and instil passion
- Guide customers sensitively on a spiral journey in and out of the problems they face. The dualistic nature of this journey inspires action.
- Engage the customer to evaluate the consequences of both action and inaction.
- Understand and apply what CxOs expect and value from business relationships
* Top salespeople know the answer to a CEO's first question, "Why am I, personally, talking to you?"
* The future of sales will rely more on truth than trust
* To raise your organisation's like-for-like sales performance by 20-30% or more
- Publication Date:
- 1484003527 / 9781484003527
- Page Count:
- Binding Type:
- US Trade Paper
- Trim Size:
- 5" x 8"
- Black and White
- Related Categories:
- Business & Economics / Sales & Selling / Management