Want a Great Sales Organization?
You Are About to Discover
the Missing Piece of the Puzzle!

Here are 3 things we do for Sales Organizations:

  1. Help you get the right people on board!
  2. Show sales managers how to improve sales force performance!
  3. Show the sales force how to strengthen their sales influence!

If your company wants to:

  • Get the "right people on the bus" . . .
  • Know what besides training will increase sales performance . . .
  • Discover what one tool will increase sales influence tenfold . . .

. . . Welcome to the Model of Sales Excellence!

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Implications for Selling?

This is a clip from a Ted Talk. Ben Ambridge does a presentation on the 10 myths from psychology. Take a look. Then read on.

The professor makes the case about learning styles. We suspect, however, that he did not consider "Convincer Channels."

Convincer Channels are the ways that you prefer to get information when being convinced. These channels are not about "what you can do" (which is what Ambridge addresses), but what you "want to do."

If you don't listen carefully, you might think these are the same. Since we have neither research to recite nor to debunk such a claim (which is what Ambridge's new book is about), we won't make any truth claims.

There is considerable one-on-one evidence, however, from both the LAB Profile and the Inventory for Work Attitude and Motivation (iWAM) that an individual's Convincer Channels make a significant difference in how they are motivated and, therefore, what it takes to convince them.

Here are a couple of examples:

  1. Once in doing a feedback on the iWAM with a corporate executive team the CEO, who had a very high pattern for being convinced by reading, said to his colleagues: "Now you know why I want something in writing about why you want to meet with me." He requested either a memo or an email explaining the reason for a meeting request before he would grant it. From this we discussed the fact that if you wanted to "sell" the CEO an idea, your best strategy is to bring something in writing (something short because he was very low in "Detail") when you made the verbal pitch.

  2. When doing feedback with leaders and professionals who have taken the iWAM, we often use the context of buying a car to provide an example of how the individual's Convincer Channels and Processes might work. (The distinction about "context" is important because, unlike certain human traits, iWAM motivational and attitudinal patterns may shift with context.)  We set up the discussion by saying: "If you were in the context of buying a car and I were the sales person who knew about your convincer patterns, here's what I'd do." It's a version of Shelle Rose Charvet's guess-and-test strategy. Then, we talk about how we would get them information (if, for example, the individual is high in "See" and "Do," we would minimize the sales chatter, grab some keys to demo cars and head to the lot with them so they could look around and tell us which car they would like to test drive).j Then we would develop our sales closing strategy based on their Convincer Processes.

All of this is to say that sometimes even the smartest and best intentioned professors may not provide enough information when trying to convince us.