elevator

The Elevator Pitch: Ten Seconds of Success or Failure

Sales people network all the time, we travel, we make presentations. We also know that first impressions count. One way to ensure your connect to people and potential customers is to have an excellent “elevator pitch” that explains what you do, your mission in life, and who you are…… in ten seconds.

Dave Clark, the TTI Success Insights Staff Writer, explains what are the ingredients of a successful “elevator pitch.” The words are important, but your face and voice truly deliver the message on whether or not you believe it or not. I have crafted my elevator pitch based on my strengths, talents and mission in life. Here it is:

“Till the day I die or cannot work anymore I continue to equip and inspire young people to become the transformational leaders they have potential to be as multipliers of significance across Asia Pacific. I do this through my organization called ELAvate! with ELA meaning Equipping Leaders across Asia.”

Read on and be inspired to craft your “elevator pitch.”

Posted in Sales Leadership

About Michael Griffin

Michael is the CEO of ELAvate Global and Equipping Leaders for Asia Pte. Ltd. Over 40+ years, his career has revolved around developing leaders, especially sales leaders, in emerging nations. Mr. Griffin has spent the majority of his 40+ year career in Asia. His areas of expertise include Sales Productivity, Senior Executive Development, Cross Cultural Leadership, Strategy Mapping and Balanced Scorecard.

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We Have Moved to a New Office!

We are excited to announce that ELAvate Training Indonesia has moved to a new location. Our old office served us well, and we made great memories there, but we couldn’t be more excited about our new space.

Our new address is

Sona Topas Tower 15th Floor, Room 1505
Jl. Jend. Sudirman Kav. 26
Jakarta Selatan 12920
Indonesia
Ph. +62 – 21 2500 933 (Hunting)

Thanks for everyone’s support through the years and with the move.

ELAvate Training Indonesia will continue to serve you as your partner of choice to develop world class transformational sales and leaders.

Posted in Uncategorized

About Michael Griffin

Michael is the CEO of ELAvate Global and Equipping Leaders for Asia Pte. Ltd. Over 40+ years, his career has revolved around developing leaders, especially sales leaders, in emerging nations. Mr. Griffin has spent the majority of his 40+ year career in Asia. His areas of expertise include Sales Productivity, Senior Executive Development, Cross Cultural Leadership, Strategy Mapping and Balanced Scorecard.

performance-coaching

The Ten Z’s of Sales Coaching Success

Jack Zenger was one of the first leadership gurus I learned from. His legacy lives through many of the leadership programs we run at ELAvate…. even 25 years later today! Solid skills, solid process, solid leadership growth. Jack grew me as a leader by his innovative leadership.

Jack Zenger and his colleague recently published the results of a study they conducted on the skills that leaders need to succeed. They asked more than 300,000 business leaders to rank the “top ten Z’s” from Zenger’s list of 16 key leadership skills. Let’s see the Z’s and how they might be adapted to support you as a better Sales Coach.

1. Inspires and motivates Sales People

Great Sales Coaches create a compelling vision for each member of his/her sales team and inspires them to achieve it. The vision aligns corporate sales goals and process with the personal inspirations of each sales person.

2. Displays high integrity and honesty

Sales leaders are honest and transparent. They tell the truth and give respectful feedback. John Maxwell defines it well “I am who I am no matter where I am or who I am with.”

3. Solves problems and analyzes issues

Sales leaders, whether coaches or sales people are employed to solve organizational problems for both their customers and their own sales organization. Chally research supports this competence that sales people need both the ability and attitude to be a good analyser and helpful problem solver.

4. Drives for results

Drive for results is sometimes misunderstood. I teach this skill at Samsung Electronics Leadership Center for global sales managers. The effective manager that can drive results is one who communicates goals and process clearly, gives regular coaching feedback, and spends time in the field with his/her sales team growing his sales people’s skills for success.

5. Communicates powerfully and prolifically

The two “P’s” are important in sales coaching. Powerful means clear communication that connects to the mind and heart, and prolifically employs a variety of modes and methods: Face to face, email, texts, audio and virtually. Powerful and Prolifically also denotes regular and consistently.

6. Builds relationships

Sales Success is based on a solid foundation of relationships and trust. Sales people also want to learn from you how to build relationships both with them and with different types of customers. Peter Economy says “The stronger your relationships, the better a leader you will be.” Especially in sales where B2B sales people are always scarce.

7. Displays technical or professional expertise

Sales coaches usually start as sales people. Over their career, they learn and craft their selling skills and the better ones are promoted because of their sales success. All B2B sales people want a sales coach that can “walk the selling skills talk” to help them grow their selling skills and processes to be successful. Doing this links back to the first “Z” in this article.

8. Displays a strategic perspective

Sales Coaches can see the forest and deliver on the trees. They are able to translate the sales organization strategy and vision into “handles” for the sales people to grasp so they can align their sales activities to the sales strategy. Sales coaches can transform “Strategy to Results Through Sales People.”

9. Develops others

Sales Coaches hire for potential and teachability so they can develop strong sales people that are able to “drive results.” John Maxwell in his book “The 21 Irrefutable Laws of Leadership states “(Sales) Leaders find a way for the team to win.” Just ask any sports coach on how they develop strong teams – develop players with potential as individual skilful players that can produce to help the team win.

10. Innovates

Isn’t innovation for techies and scientists? How do B2B Sales Coaches inspire and model innovation? Experience tells me that effective sales coaches innovate around being a strategic orchestrator that can collaborate both with the customer, the sales person and the internal corporate support and finance team to put together deals and solutions that are innovative. Sales coaches Innovate for Win- a win for the customer, the salesperson and the sales organization.

Take these ten Z’s and employ them in your daily sales coaching for sales success in 2018. Be a winner and help your sales people win with the ten Z’s!

Michael J Griffin

Founder ELAvate

Master Sales Trainer Coach

Posted in Sales Coaching

About Michael Griffin

Michael is the CEO of ELAvate Global and Equipping Leaders for Asia Pte. Ltd. Over 40+ years, his career has revolved around developing leaders, especially sales leaders, in emerging nations. Mr. Griffin has spent the majority of his 40+ year career in Asia. His areas of expertise include Sales Productivity, Senior Executive Development, Cross Cultural Leadership, Strategy Mapping and Balanced Scorecard.

master trauiner checklist

The Master Trainer Checklist for Sales Training

Adapted from TTI Success Insights

Sales managers and coaches are required to train their sales teams. The training they employ may be for selling skills, sales processes, product and solution knowledge or new software applications. Your sales people look to you as their example of excellence. Your sales people look to you to be professional and prepared. But let’s face it preparing and delivering training can be daunting. And who wants to listen to a unprepared boring sales manager?

Let me help you be more successful as a trainer. Remember being prepared show you care for your sales team. They look to you as their example! And f you can’t train your sales team effectively, you will not become a world class sales trainer.

Recently, Donna Steffy, a TTI Success Insights Trainer, sent me a simple yet effective checklist to help you become a better sales trainer. This checklist focuses you across these key training activities:

Prior to Training

Day of Training

Facilitate Learning

Create Warm Environment

Post Training

Download it by clicking here.

Enjoy your next sales training and be more confident and prepared by using Donna’s checklist.

Have a great week leading and training your sales team!

Michael J Griffin

ELAvate Founder

Master Sales Trainer and Coach

 

Posted in Sales Training

About Michael Griffin

Michael is the CEO of ELAvate Global and Equipping Leaders for Asia Pte. Ltd. Over 40+ years, his career has revolved around developing leaders, especially sales leaders, in emerging nations. Mr. Griffin has spent the majority of his 40+ year career in Asia. His areas of expertise include Sales Productivity, Senior Executive Development, Cross Cultural Leadership, Strategy Mapping and Balanced Scorecard.

Sales Blog #102 — 17 Important Traits of Successful Salespeople

17 Important Traits of Successful Salespeople

In our previous ELAvate Sales Blog posts, we outlined the 4 different types of sales people that lead to sales success and cited the 14 negative factors found in unsuccessful sales people.

This week, let’s explore the 17 important success factors. By recognizing the traits of good salespeople and hiring new people with those traits, companies increase the chances of getting the right candidate and decrease the chances of making expensive mistakes.

However, “recognition” of success traits is often not enough to significantly reduce “chance”. Advanced sales candidate assessment and evaluation tests … like those developed by The H.R. Chally Group … can actually measure these traits and predict the degree to which they motivate a salesperson.

Through testing over 100,000 sales candidates and developing statistically accurate validated sales success profiles for some 200 sales forces, Chally has identified the following traits which repeatedly prove important with successful salespeople. The importance of vital factors varies according to the type of salesperson. Download “How to Know Vital Factors for Sales Success” to learn more.

I hope this helps you be more successful in hiring the right candidate and coaching your sales team to greater heights.

Have a victorious selling week!


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Posted in Assessment, Sales Talent, Success

About Michael Griffin

Michael is the CEO of ELAvate Global and Equipping Leaders for Asia Pte. Ltd. Over 40+ years, his career has revolved around developing leaders, especially sales leaders, in emerging nations. Mr. Griffin has spent the majority of his 40+ year career in Asia. His areas of expertise include Sales Productivity, Senior Executive Development, Cross Cultural Leadership, Strategy Mapping and Balanced Scorecard.

Sales Blog #101 — 14 Factors That Hamper the Success of Salespeople

14 Factors That Hamper the Success of Salespeople

In our previous ELAvate Sales Blog post, we outlined the 4 different types of sales people for both B2B and B2C sales that lead to sales success and productivity.

In this week’s ELAvate Sales Blog post, we cite the 14 Negative Factors found in unsuccessful sales people. When a sales coach is hiring or coaching a new sales person, it is a good idea not only to coach for sales behaviors but to minimize or eliminate any of these 14 Negative Factors found in your sales people. Some negative factors may only apply to one of the 4 types of sales people outlined in the previous ELAvate Sales Blog post. The greater number of negative factors found in a sales person, the greater chances of failure.

You may want to keep this list with you when you are interviewing sales people and formulate questions that can uncover or identify poor candidates who may have some of the factors. This will help you up your success rate of hiring high quality sales people and minimize making poor hiring decisions.

Download the “How to Spot Factors that Hinder B2B Sales – The 14 Negative Factors” here.

I hope this helps you be more successful in hiring and coaching successful sales people.

Have a great week!


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Posted in Sales Coaching, Sales Talent

About Michael Griffin

Michael is the CEO of ELAvate Global and Equipping Leaders for Asia Pte. Ltd. Over 40+ years, his career has revolved around developing leaders, especially sales leaders, in emerging nations. Mr. Griffin has spent the majority of his 40+ year career in Asia. His areas of expertise include Sales Productivity, Senior Executive Development, Cross Cultural Leadership, Strategy Mapping and Balanced Scorecard.

Sales Blog #100 — How to Understand the Four Types of Salespeople

How to Understand the Four Types of Salespeople

How hiring & retaining the right type of sales people can drive sales revenue

Adapted from Chally Group Research

ELAvate has been working with Chally Group in Asia since 1997. We rely on their global research to help sales organizations hire and retain productive sales people. What we found by Chally Research is there is no universal salesperson!!! Read on and discover the Four Types of Sales People.

The Chally Group has established four different sales roles and “superstar” skills which are distinctly different and measureable.

The four types of sales people are: the “Zig Ziglar” Closer, the “IBM’er” Consultive, the “Good Ole Boy” Relationship, and the “Friendly Order-Taker” Display.

1. Closing.

All salespeople must use closing skills at some point during the sales process. Here, we are talking about a personality type. This type starts with nothing and, therefore, must aggressively initiate customer contact. In most cases, one or two contacts are made with the prospect. The risk of failure is high because there is little time to interact with the customer. Therefore, this type must not have a high fear of personal rejection. This sales environment requires that the salesperson quickly establish a prospect’s emotional desire and need for their product. Demonstration sales, new high-tech equipment, trade show promotions, pyramid sales and high ticket executive vanity items (like corporate jets) are examples.

2. Consultive.

Consultive sales situations usually are reserved for bigger ticket items, high technology items, or intangible “intelligent” services, for example, telephone systems, computer systems, law services, etc. here both patient, interpersonal contact and aggressiveness are needed. Forget the personal touch of the relationship or fail to persist for a close, and the sale is lost. These sellers perform extremely well with prestige-image products/services.

This type of sales environment requires consultation with the customer to meet his specific needs. Consultative salespeople are usually career-oriented. And, they are much more academically inclined than the other sales types. Consultative sales professionals are not daring risk-takers. The best ones do take risks, but only after careful thought and calculation. They pay a high level of attention to detail and have an above average level of aggressiveness. The super sellers in this sales environment are able to handle personal rejection and the fear of failure extremely well. They exhibit self-confidence, patience, and the ability to quickly develop interpersonal relationships with all business prospects.

3. Relationship.

Relationship salespeople like independence. They like the freedom of sales, the feeling that they are their own boss. They exercise discipline and take responsibility for their actions. Relationship salespeople become resistant if management tries to control their actions too much, or if management tries to change the rules.

Relationship sales requires great patience over a long period to finally cement a customer. This practically eliminates one’s concern with failure on a day-to-day basis because the sale is heavily dependent on the relationship between the salesperson and customer. A “good” relationship will generate at least some business eventually. Many industrial selling situations and both territory and route sales typify relationship sales. Relationship selling is characterized by the ability of salespeople who move to a competitor to take business with them. Local stock brokers, industrial suppliers, distributors, etc. typify Relationship sellers.

4. Display.

Display sales requires little personal involvement, relatively little risk of personal rejection, and a compensation or reward system that does not depend on actually completing the sale. Display salespeople (retail clerks, for example) get paid even if the customer fails to buy. Many retail salespeople fit this category as do bank tellers and other salespeople who are on total salary and receive little or no commission. Some telemarketing “order takers” (not the boiler room or high-pressure telephone sales) also sell from a “catalog” and fall into the Display sales category.

elavate-sales-blog-100-table-Personal-and-Biographical-Characteristics

elavate-sales-blog-100-table-Sales-Type-Summary

If you found this blog interesting, contact ELAvate for a no obligation consultation on how attracting, hiring and retaining these four types of sales people may help your organization meet its sales goals and stay ahead of the competition. Alternatively, you can contact me via email.

Have a Great Week Selling!

Posted in Assessment, Sales Talent

About Michael Griffin

Michael is the CEO of ELAvate Global and Equipping Leaders for Asia Pte. Ltd. Over 40+ years, his career has revolved around developing leaders, especially sales leaders, in emerging nations. Mr. Griffin has spent the majority of his 40+ year career in Asia. His areas of expertise include Sales Productivity, Senior Executive Development, Cross Cultural Leadership, Strategy Mapping and Balanced Scorecard.

Sales Blog #99 — Top 5 Sales Posts of 2017

Top 5 Sales Posts of 2017

Throughout the year, we have addressed various topics on our sales blog. With 2017 coming to an end, I have compiled the top 5 sales posts this year which deserve a revisit:

Thank you for a wonderful 2017. Looking forward into 2018, I would love to continue sharing my sales knowledge and experience with you. What sales topics would you want to see? Drop an email to let me know!

Posted in Customer Relationships, Prospecting, Sales Leadership, Sales Performance

About Michael Griffin

Michael is the CEO of ELAvate Global and Equipping Leaders for Asia Pte. Ltd. Over 40+ years, his career has revolved around developing leaders, especially sales leaders, in emerging nations. Mr. Griffin has spent the majority of his 40+ year career in Asia. His areas of expertise include Sales Productivity, Senior Executive Development, Cross Cultural Leadership, Strategy Mapping and Balanced Scorecard.

Sales Blog #98 — Is Now the Time to Be in Sales?

Is Now the Time to Be in Sales?

In recent years, digital and social has driven significant changes in the world of professional selling. The industry is not like it used to be and it’s still growing fast, primarily in Artificial Intelligence.

Is there any future in sales? Would you recommend sales as a career to young adults considering their future?

A recent poll by CSO Insights reveals that 85% of 900 full-time sellers said yes. In their whitepaper, “There’s Never Been a Better Time to Be in Sales”, they share the characteristics and abilities needed of the next generation of salespeople.

Download the whitepaper to understand the main points that survey respondents identified as making sales a profession with a future.


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Posted in Future Selling

About Michael Griffin

Michael is the CEO of ELAvate Global and Equipping Leaders for Asia Pte. Ltd. Over 40+ years, his career has revolved around developing leaders, especially sales leaders, in emerging nations. Mr. Griffin has spent the majority of his 40+ year career in Asia. His areas of expertise include Sales Productivity, Senior Executive Development, Cross Cultural Leadership, Strategy Mapping and Balanced Scorecard.

Sales Blog #97 — Expanding Your Sales Team’s Capabilities in 2018

Expanding Your Sales Team’s Capabilities in 2018

An Achieve+Forum Tool to Boost Sales Team Productivity

With the right preparation, coaching, and guidance, your sales teams can take on many tasks and responsibilities once reserved for you or your managers in 2018. To expand your sales team’s capabilities to do this, you need to answer the following questions:

  • How do we, as sales leaders, prepare our teams to take on tasks and responsibilities that we have been handling?
  • How do we know when and if sales teams are ready to take on new tasks?
  • What coaching and/or training do my sales teams need?
  • How do we set up tasks so that sales teams can take ownership and deliver on these new responsibilities?
  • As my sales teams work on tasks, projects and process, when and how do we help them?

At the end of this blog, you can download an assessment of your sales teams’ abilities in eight skill/knowledge areas and analyze your sales teams’ ability to handle a specific task, process or project they may be assigned in 2018. Using this information, you will learn when and how to plan to train, coach, and monitor your teams for greater productivity in 2018.

As a sales manager or sales team leader, you have traditionally have had two major responsibilities:

To ensure your sales team delivers a high level of quality of work on time.

To develop the capabilities of individual sales team members so that the quality of teamwork will continue to improve to exceed the KPI’s of any work the team delivers on. 

Today, because the business environment is changing so rapidly, a third responsibility has been added.

You must observe the business environment and anticipate the changes that the organization must make to remain successful. Then you must work with the sales team and others in the organization to effect the changes for success.

But where will you find the time to fulfil this third responsibility?

Realistically, the time can come from only one place. Your sales team must begin to take on many of the tasks you have handled. Yet you cannot simply “drop” tasks on the team and walk away. After all, you are still responsible for the quality of the sales team’s work and for developing the capabilities of individual team members.

In the following situations, you may need to transfer to the sales team specific tasks you previously performed:

  • You think that the sales team is ready to perform a task that you normally so.
  • You don’t have time to perform a new task you have been given.
  • The sales team could do its work better if it had more decision-making responsibility for a particular task.
  • The sales team needs to make direct contact with another team or person in order to clarify and negotiate issues.
  • Sales team members are asking for more responsibilities, decision-making authority, and challenges.
  • A cross-functional quality team has determined that a work process would be improved if handled directly by the team responsible of the work.

A smooth and successful transfer of responsibility to the sales team requires an organized approach. The Key Actions of Expanding Your Sales Teams’ Capabilities described here will help you plan and carry out the process in a way that ensures positive outcomes for yourself and the team in 2018.

Expanding Your SALES Teams’ Capabilities Key Action Overview

1. Assess the sales team’s ability to perform the task.

The decision to ask the sales team to take on a task is an important one and deserves careful consideration. The sales team’s success depends, in large part, on how skilled you are at analyzing the task and the team’s abilities.

2. Develop a plan to enable the sales team members to perform the task.

If your assessment of the sales team’s abilities has revealed areas of weakness, you will need to work with team members to develop their skills. A good plan includes setting task boundaries and preparing the right mix of training, coaching, and monitoring.

 3. Describe the task, benefits, and task boundaries to the sales team.

It’s important for your sales team members to fully understand what the task involves and how they will benefit from taking it on. After completing the first two Key Actions, you need to meet with team members to outline the task, the limits to their decision-making authority, and any other key issues.

4. Ask for the sales team’s commitment to take on the task.

If you want to foster a feeling of shared ownership, sales team members need to feel that they were involved in making the decision to take on the task. This is a two-way action in which you ask for team input and commitment and pledge to provide yours in return.

5. Work with the sales team until it performs the task.

In expanding your sales team’s capabilities, your ongoing responsibility is to maintain the right degree of involvement as the team gradually masters the task.

We have developed an Assessing Your Sales Teams’ Capabilities Survey to help you expand your teams’ capabilities to achieve new levels of team performance in 2018.  The purpose of this survey is to assess your sales team(s) current state of productivity across 8 crucial areas.

There are two versions of this survey: The Sales Leader Assessment and the Sales Team Assessment. Having you and your sales team members complete these complimentary surveys can create team buy in and highlight alignment or gaps in team capabilities and commitment when expanding team roles in 2018. These surveys also provide you with direction for improving team skills, attitude and process for success in 2018.

Download both assessments for the sales leader and the sales team survey here.

Get started now for having even more successful teamwork in 2018!


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Posted in Assessment, Sales Team, Sales Training

About Michael Griffin

Michael is the CEO of ELAvate Global and Equipping Leaders for Asia Pte. Ltd. Over 40+ years, his career has revolved around developing leaders, especially sales leaders, in emerging nations. Mr. Griffin has spent the majority of his 40+ year career in Asia. His areas of expertise include Sales Productivity, Senior Executive Development, Cross Cultural Leadership, Strategy Mapping and Balanced Scorecard.

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