Another summary of things you should know about Hyper Sales Growth according to Jack Daly: Introduction In this episode well-known sales expert Jack Daly joins us for a second timeRead More
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]]>In this episode well-known sales expert Jack Daly joins us for a second time to reveal more insights behind his career and book, Hyper Sales Growth. Jack brings 20 plus years of field proven experience from a starting base with the CPA firm Arthur Andersen to the CEO level of several national companies. Jack has participated at the senior executive level on six de novo businesses, two of which he has subsequently sold to the Wall Street firms of Solomon Brothers and First Boston. As the head of sales, Jack has led sales forces numbering in the thousands, operating out of hundreds of offices nationwide. The goal of this interview is to provide you with more insights into the lessons Jack teaches from his book, speeches, and experience.
A: I am a serial entrepreneur, started selling at the age of seven, built my first company when I was 12 years old, and by 13 I had five employees and kept 70% of the money. This is when I realized I wanted to be an entrepreneur when I grew up. I went to school and got formally educated in understanding how the numbers worked because one of the failings that entrepreneurs make is they are good at bringing business in and developing business but they are not as good with the number side. I then went on a journey that included taking a blank sheet of paper, six different times and sketching out a business and built six companies into national firms. About 20 years ago I was tired of doing what I was doing and was financially capable of early retirement. After retirement I got into a speaking business and fell in love with helping sales people, sales managers, business owners, and entrepreneurs scale their business and their income.
A: My first business was a newspaper route and I took it over from a kid that lived in the neighborhood. After a few days of running the business I began to realize that if only 32 people were getting the service, the rest of the neighborhood probably wasn’t, and I knew I could do something about it. I ended up in a single year taking those 32 customers to 275. I quickly realized that delivering the paper in the freezing cold was not were the fun was and I enjoyed the selling process a lot more. So I convinced five kids that were 11 years old to do on the job training and told them at the end of the year I’d give them a letter of recommendation so that they could get their own route. That year I was named newspaper boy of the year, making $25 an hour and making 70% of the money on 275 papers that I never had to deliver myself.
A: I probably didn’t even know what the word culture meant back then when I was 12 and 13. But I will tell you that I did know something and that was that if I could find a way for these kids to have fun while they were doing the job, to learn while they were doing it, and to have contests amongst the five of them, they would actually look forward to going to work. I believe that we leaders should strive to make it fun to work for our company.
A: It depends on the client. Some of my clients will hire me specifically to just teach their sales team how to sell. Other companies engage me to teach their sales managers how to recruit, train, coach, and build a sales force because if you want to grow your sales, in most businesses, the way to do that is to grow your sales force in quantity and quality. So it really just depends on what the client is looking for.
A: There are four legs to a strong culture. The first leg to a strong culture is Recognition Systems – what systems do you have in place to ensure regular ongoing recognition? Second leg is Communication Systems – what are the systems that you have for regular ongoing communication in your company? The third leg is Personal and Professional Development Processes – Why should I come to work for your company and once there why should I stay? And the fourth leg is Empowerment Processes – Creating an environment where the people who work in our business actually take action as if they were the owner.
A: I’ll start with one question that is always asked of me by business owners and sales managers. They all want to know what the single most important characteristic of top performing sales people are. The answer to that question is four letters and it’s GRIT. They get up earlier, they work later, they take on obstacles as if they are a personal challenge, they view the whole thing as a game to be won, there isn’t enough no’s in the world to stop them, and they will do whatever they need to do to be the victor.
Sales people should be asking me what the systems and processes are that will enable them to be a top performing sales person. The reason that that question is not asked is because the majority of people that come into the sales role think that the position is one of personal magnetism and that it is something that they are born with and they each have their own style. The reality is that there aren’t twenty-six hundred best ways to sell this product or service. So you need to figure out the best way and have systems and processes that you follow consistently across the board in your organization. One of the thing that we found in studying top 10% sales people is that they say the same thing the same way each time they encounter a certain situation and the beauty of it is they sound like it’s the first time they’ve ever said it.
A: There are three types of calls that a sales manager should be making in the field with their sales people. There’s a join call where they equally participate in the call. There’s a training call where the sales manager actually demonstrates and handles the call 100% on their own and then debrief about what went right and wrong. And there is a coaching call which is where the sales person does the call and the sales manager is silent. If you were to take these three calls I would tell you that the minimum criteria where a sales manager should be is a minimum of four hours per sales person each month.
The second thing I would tell the sales manager to do to help the sales people are something that I call Role Practices. Role Practice is where we take three sales people and we have them wear three different hats, they wear a prospect hat, a sales person hat, and they wear an observer hat. We let them wear each hat individually and then we have another debrief after each call. These three cycles typically take about 45 minutes to an hour and at the end of that hour the common thing we see is that the sales person was way better the third time than they were the first.
The third thing we tell the sales manager to do to help the sales people is building what we call a Success Guide. In the book we go through great detail but the essence of the success guide is there is hardly anything that goes on in a sales call that you couldn’t anticipate before you arrive and as a result there is no reason to not be better prepared. So a sales manager should work with their team and identify if they can find ten objections and then come up with the best ten responses to those ten objections. This will prepare your sales team with confidence without having to go and make things up on spot while on a call.
A: If you grabbed my Kindle you’d find hundreds of books in there and half of them on sales, sales management, and entrepreneurial topics. I have been one for 50 years and I am still sucking down that knowledge and learning along the way. Lifelong learning is one of the messages I would give the readers and the book Scaling Up is the number one book I’d recommend to everyone that is in business. Another thing I would tell you is that I have been involved with mentoring peer groups most of my life and they have a significant impact in my life. I would tell any entrepreneur that if they don’t have a coach they should find one who will show them the way, helping them with resources, and hold them accountable. There are resources all around us and I don’t understand why so few people are making use of them.
Preview Hyper Sales Growth with Jack Daly himself
Buy Hyper Sales Growth by Jack Daly
Visit JackDaly.net to learn more about Jack, his book, newsletter, and coaching
Follow Jack Daly on Twitter and Facebook
Download the full transcript here (coming soon)
Listen on iTunes, Stitcher , and SoundCloud
Related books:
Exponential Organizations by Salim Ismail
High Profit Selling by Mark Hunter
Profit First by Mike Michalowicz
Relevant advice and tips:
7 Reasons Why Your Sales Skills Suck
What did you like and not like about this episode? Fill out this one minute survey here.
The post A More In-Depth Look Into Hyper Sales Growth with Jack Daly appeared first on The Entrepreneurs Library.
]]>A summary of things you should know about Hyper Sales Growth according to Jack Daly: Introduction In this episode Jack Daly gives a deep dive of his book, Hyper SalesRead More
The post A Preview of Hyper Sales Growth with Jack Daly appeared first on The Entrepreneurs Library.
]]>In this episode Jack Daly gives a deep dive of his book, Hyper Sales Growth where he shares his street-proven secrets to achieving rapid sales growth and profitability.
In his book, Daly walks you through his step-by-step process showing you how to build a winning culture in your business, effectively manage salespeople, and maximize the speed of sales growth. The goal of this book is to create the best sales organizations in the industry with unprecedented growth and a lot of very happy customers.
This book is perfect for entrepreneurs who need help taking a sales organization to the next level by helping employees sell more effectively and profitably.
What makes this book unique is it covers how to create a winning culture, how to build and grow a sales force, and how to sell. If you want to grow your business Hyper Sales Growth is the book for you.
If you are a sales person you can jump to the 3rd section in the book which is all about sales. If you are a business owner or an entrepreneur you should start from the very beginning. If you are a sales manager you should read the 2nd and 3rd part of the book.
If you are a CEO, Entrepreneur or owner I would tell you that the biggest takeaway is to understand you have the job of getting the vision right, putting key people in key spots, and then spending the lion share of their time in building a winning culture.
The big takeaway from a sales manager’s standpoint is to spend a whole heck of a lot less time in selling and rather spend your time in building your sales force in quantity and quality.
The biggest takeaway for sales is the playbook I present in the book. There isn’t a sports team out there that would have any shot at winning their game without a playbook and without being prepared and yet the majority of sales people are without a system and a process.
The first section of the book is about culture. I tell every business owners and entrepreneur that if you get the culture right everything else that goes on in your company will be a lot easier but if you don’t get the culture right than everything is hard. Culture for me is creating an environment were people who work in the company don’t get up begrudgingly about going to work but rather get up excited about work. As a business owner and entrepreneur, if you can create this environment, you will have a competitive and sustainable advantage. The majority of companies out there have a culture by default rather than a culture by design. The four key ingredients to building a culture are recognition systems, communication systems, personal and professional development processes, and empowerment processes.
The second part of the book covers sales management. I believe that a sales manager’s job is not to grow sales; it’s to grow sales people in quantity and quality. If you grow sales people in quantity and quality they in turn will grow your sales. This section is the playbook that a successful sales manager should use in scaling their sales force in quantity and quality. It’s about minimum standards, tracking performance, getting rid of the non-performers and recruiting the best sales people that are out in the marketing place.
The third section of the book is sales and that is winning new customers, growing the ones you have, and differentiating yourself from the competition. We need to figure out the system in process that will give you the greatest competitive edge. In this section we discuss backward thinking which is all about putting goals in writing, having a system of measurement, a system of accountability and identifying the key activities that you need to do each day before you go home in order to be affective. I also discuss the importance of having your head on right because 50% or more of success at sales is a head case. And lastly I talk about proactive pipeline management which is all about taking prospects and converting them in to customers and then converting them from customers in to clients. And we do this by virtue of a touch system.
The next section of the book we discuss building an affective touch system. It takes nine touches before the prospect even knows you exist as a sales person. Most people quit at five or less and if your touches are all about you, your computer, product or service, you will blow it because people do not want to be sold. So we need to design our touch system with a variety of different ways we touch someone. Once we have decided the mechanisms with which we are going to touch our prospects, customers and clients, then we need to decide the frequency with which we are going to do that. From there we teach how to create perceived value. In the book we discuss not only the need to create perceived value but also how to go about creating that perceived value.
“If you get the culture right everything else that goes on in your firm will be easy.” – Jack Daly
I am a serial entrepreneur. I started selling at the age of seven, owned my market and charged twice the price of everyone I competed with. At age 12 I built my first company, age 13 I had five employees and that’s when it came to me that I knew what I wanted to do when I grew up which was be an entrepreneur. I built six companies in to national firms, sold two to wall street and all were fast growing and highly profitable. For the last 20 years I have been teaching companies and people in sales how to higher grow their business.
For years I have been asked when I was going to write a book and I just never got around to it due to time. I finally decided to sit down and write it with the great help of my publisher.
Endurance by Alfred Lansing
Scaling Up by Verne Harnish
Buy Hyper Sales Growth by Jack Daly
Visit JackDaly.net to learn more about Jack, his book, newsletter, and coaching
Follow Jack Daly on Twitter and Facebook
Download the full transcript here (coming soon)
Listen on iTunes, Stitcher , and SoundCloud
Related books: Exponential Organizations by Salim Ismail | High Profit Selling by Mark Hunter | Profit First by Mike Michalowicz
Relevant advice and tips: 7 Reasons Why Your Sales Skills Suck
What did you like and not like about this episode? Fill out this one minute survey here.
The post A Preview of Hyper Sales Growth with Jack Daly appeared first on The Entrepreneurs Library.
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