The Ultimate Sales Machine - Chet Holmes [34]
Get in there and make sure the idea is being properly implemented. As previously mentioned, add spot quizzes to the mix. The lowest level of learning is memorization. Start there. Make every one memorize every procedure by role-playing it again and again. The highest level of learning is synthesis. That’s when you’ve learned something so well that it has become synthesized into the way you think, act, and react. Synthesis only comes from hands-on experience.
Once the policy is in effect and it’s second nature to every one, you’re still not done. Continue to monitor and police at regular intervals. If you are a hands-on leader and you’ve grown your company to the point that you really are hiring 50 new people per week, how can you still monitor your people? Easy. Since you as a leader are disciplined and determined and directly involved in the creation of each procedure, you can easily spot when things aren’t being done the right way. You can walk into a site and spot every single flaw in the operation.
10. Measure and Reward the Outcome
You must mea sure your results intently. People respect what you inspect. In step 3, you documented your expected results. Now you have to monitor to make sure every thing is being done correctly to achieve those results. Rewarding comes last, after the bugs are out, but it is critical. It is important that you set very specific criteria for rewarding your team. For example, I see companies rewarding employees with more money than they got last year just for doing the same thing they did last year. That’s not a very good management idea, is it? Rewards are for increasing performance.
Make a big deal out of the reward process. I learned this in my first job when I was 19 years old. The CEO would come into the company and give $100 to the top producer, $100 if you met your quota, and $100 to the ones who had the most add-on sales (lamps, end tables, etc.). You had the potential to earn three $100 bills. Not only that, but the CEO would shake your hand and make a big deal out of it. You will find that people will work even harder for the recognition than they will for the money. But, no matter how rich you are, a $100 bill is nice.
Conclusion
The three Ps are magical in your operation because they create the conditions for every aspect of your company to operate with subconscious competence. Every person on your staff knows what to do in every situation without having to think about it. As a result, your company or department begins to operate like a finely tuned machine.
We’ll continually return to the three Ps throughout the rest of the book, showing you how to build a stronger and stronger organization.
Becoming a Brilliant Strategist
How to Get Up to Nine Times More Impact from Every Move You Make
As we’ve already established, it’s harder than ever to get in front of a potential buyer, so when you finally get your company in front of that buyer, you need to maximize what you can accomplish in that moment. You need to think and plan strategically. This chapter also shows you how being a strategist will make it easier to get to that customer in the first place.
To make sure you understand the difference between a tactic and a strategy, here are some simple, yet essential, definitions. A tactic is a method or technique used to achieve an immediate or short-term gain. You run ads or send direct mail pieces to get leads. You go on a sales call to make a sale. You attend trade shows to meet with potential buyers and get more leads. These are examples of tactics.
A strategy is a carefully defined and detailed plan to achieve a long-term goal. In business, a strategy is the overall impact, the ultimate position you would like to achieve in the market. To think like a brilliant strategist, you will design and combine your tactics with the long-term strategy in mind. In addition, you will constantly ask yourself and your team, “How many strategic objectives can we accomplish with each tactic?” In this chapter I’ll show how