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Train to be a Professional Salesperson
An honest and ethical approach to selling.

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Table of Contents©
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Day 1 – Like, Trust, Buy! 1

Day 2 – How’s your attitude? 2

Day 3 – Don’t lie.  Never mislead. 3

Day 4 – Building rapport. 4

Day 5 – The Trusted Advisor. 5

Day 6 – Setting sales goals:  Preparation 6

Day 7 – Setting sales goals:  It all adds up. 7

Day 8 – Turning a cold call warm - Preparation 8

Day 9 – The Cold Call: Score some goals. 9

Day 10 – Making the Cold Call – A successful pick up. 10

Day 11 – The Gatekeeper 11

Day 12 – Gatekeeper Strategies: Make a foe a friend. 12

Day 13 – Leaving voicemail. 13

Day 14 – Qualify your prospect. 14

Day 15 –The idea is to help your prospect. 15

Day 16 – Call and call again. 16

Day 17 – Trying YOU on for size. 17

Day 18 – Make the signer look good. 18

Day 19 – Drill baby, drill. 19

Day 20 – Closing:  Is there anything else? 20

Day 21 – Do the math. 21

Day 22 – Positioning your product. 22

Day 23 – Beating the fear of rejection over the phone. 23

Day 24 – Don’t be Intimidated. 24

Day 25 – When they don’t want to pay for the add-on service. 25

Day 26 –Puppy love. 26

Day 27 – Checking in is checking out. 27

Day 28 – Unstalling a stall. 28

Day 29 – Know when to cut your losses. 29

Day 30 – The takeover – Part 1 30

Day 31 – The takeover – Part 2 31

Day 32 – Be polite…please! 32

Day 33 – Leverage: What’s yours? 33

Day 34 – Get proactive and get sales. 34

Day 35 – An “ace” of an attitude. 35

Day 36 – On that note…thanks! 36

Day 37 – If you own the problem, you aren’t making money. 37

Day 38 – Don’t end up like Wally Pipp. 38

Day 39 – Price fishing.  Don’t get hooked. 39

Day 40 – Are they Google-ing you? 40

Day 41 – Sales is an art. 41

Day 42 – Sales is a science. 42

Day 43 –Confirm your appointment…automatically. 43

Day 44 – Just send me a proposal. 44

Day 45 –Mental wind sprints. 45

Day 46 – The easiest sell. 46

Day 47 – How to organize your day. 47

Day 48 – The smarter (and harder) I work, the luckier I get. Time Management 48

Day 49 – A note on saying “thank you.” 49

Day 50 – How’s it going?  Ugh. 50

Day 51 – Networking 51

Day 52 – First impressions last. 52

Day 53 – Objection:  The match game. 53

Day 54 – Closing:  Closing time. 54

Day 55 – Paint a picture for your prospects. 55

Day 56 – Have discipline. 56

Day 57 – Change is good.  But hard! 57

Day 58 – Closing:  The Ben Franklin Close 58

Day 59 – No fear. 59

Day 60 – Learn from the best. 60

Day 61 – Presenting your best. 61

Day 62 –Getting presentations delivered. 62

Day 63 – Unlocking the key to the deal. 63

Day 64 – Tenacity 64

Day 65 – Role Playing 65sales training course for sales professionals

Day 66 – Restate the problem. 66

Day 67 – The slippery deal. 67

Day 68 – Getting and using written testimonials. 68

Day 69 –Emails with benefits. 69

Day 70 – Feel, felt, found. 70

Day 71 – Swing only at what you can hit. 71

Day 72 – The prospect in crisis. 72

Day 73 – The Five W’s and an H. 73

Day 74 – The perfect close (your mouth.) 74

Day 75 – Don’t forget your anniversary. 75

Day 76 –Jump on the lead, leap ahead on sales. 76

Day 77 – Multiple contacts multiply your chances for success. 77

Day 78Your new account: Part 1 – Research. 78

Day 79Your new account: Part 2 - Making the call. 79

Day 80 – Your elevator speech. 80

Day 81 – Start at the top…wherever that is. 81

Day 82 – Your proposal template. 82

Day 83 – Show me the agenda. 83

Day 84 – Closing:  If I can will you…? 84

Day 85 – Save time for yourself and your family. 85

Day 86 – Be the expert and be known. 86

Day 87 – Get excited or they won’t. 87

Day 88 – Voicemails that speak loud and clear. 88

Day 89 – Let your prospects tell you how they buy. 89

Day 90 – Storytelling 90

Day 91 – Objection:  Your price is too high. 91

Day 92 – How to build trust with your customers. 92

Day 93 – Using video testimonials. 93

Day 94 – Return on Investment (ROI). 94

Day 95 – Be an educator. 95

Day 96 – How to respond to setbacks. 96

Day 97 – The meeting follow up document. 97

Day 98 – There’s no money for second place. 98

Day 99 – Be very careful when showing your screen. 99

Day 100 – Don’t throw up ridiculous bluffs. 100

Day 101 – Be a business person. 101

Day 102 – Negotiating. 102

Day 103 – What happens if they do nothing? 103

Day 104 – Customers versus prospects. 104

Day 105 – Listen to this. 105

Day 106 – Pin the cushion. 106

Day 107 – Objection:  We’re happy with what we already have. 107

Day 108 – What to say when you’ve lost the sale. 108

Day 109 – (Most) Prospects hate confrontation. 109

Day 110 – Show then tell. 110

Day 111 – Yikes! I sent the wrong information. 111

Day 112 – Objection:  I’ll be back. 112

Day 113 – Persuade with statistics and numbers. 113

Day 114 – Dealing with a difficult prospect. 114

Day 115 – When you’re pushed with unreasonable requests. 115

Day 116 – Optimism 116

Day 117 – Make sure their objection is resolved. 117

Day 118 – Prospects hear what they want to hear. 118

Day 119 – Improve your hearing. 119

Day 120 – Closing: One last thing. 120

Day 121 – Forget the jargon. 121

Day 122 – Humility 122

Day 123 – Closing:  The price hasn’t changed…yet. 123

Day 124 – Sell with Integrity. 124

Day 125 – Clarifying questions. 125

Day 126 – The Success Log. 126

Day 127 – Sweeten Up That Meeting. 127

Day 128 – Connect. 128

Day 129 – FUD 129

Day 130 – It’s okay not knowing everything. 130

Day 131 – Don’t be a politician. 131

Day 132 – Body, Mind, Spirit:  Body. 132

Day 133 – Body, Mind, Spirit:  Mind. 133

Day 134 – Body, Mind, Spirit:  Spirit. 134

Day 135 – The sound and tone of your voice. 135

Day 136 – To the best of my recollection. 136

Day 137 – Just think. 137

Day 138 – One thing at a time. 138

Day 139 – Be clear. 139

Day 140 – Using alternate of choice questions. 140

Day 141 – Um…You Know. 141

Day 142 – Take charge! 142

Day 143 – To respond, or not respond.  That is the RFP question. 143

Day 144 – Sales rituals. 144

Day 145 – Ice breaking information. 145

Day 146 – I’ll be in your area. 146

Day 147 – Assume the sale. 147

Day 148 – Use humor. 148

Day 149 – Be a chameleon. 149

Day 150 – Prospecting. 150

Day 151 – Objection:  Let me think it over. 151

Day 152 – Will you get back up? 152

Day 153 – The juggler…you! 153

Day 154 – Don’t bad mouth the competition. 154

Day 155 – The next step. 155

Day 156 – The buying cycle. 156

Day 157 – Team players finish first. 157

Day 158 – Sell the sizzle, not the steak. 158

Day 159 – Who are your competitors? 159

Day 160 – Your best prospects want what you have. 160

Day 161 – Save the added value. 161

Day 162 – Stall:  Irrelevant questions. 162

Day 163 – Now they owe you. 163

Day 164 – Getting referrals. 164

Day 165 – Debriefing a Deal 165

Day 166 – The “Hail Mary” Pass 166

Day 167 – Using Calling Scripts 167

Day 168 – Don’t let’em hear you sweat. 168

Day 169 – Develop good business writing skills. 169

Day 170 – The Fear of financial loss 170

Day 171 – The complex sale. 171

Day 172 – Not so fast. 172

Day 173 – Reduce-to-the-ridiculous. 173

Day 174 – Stop using stupid leading questions. 174

Day 175 – Like what they have and they’ll like what you have. 175

Day 176 – Dishing out a little common courtesy. 176

Day 177 – How’s Your Character? 177

Day 178 – Objection:  It’s not in the budget.  Part 1: The initial call. 178

Day 179 – Objection:  It’s not in the budget. Part 2: Later in the buying cycle. 179

Day 180 – Objection:  It costs too much to switch. 180

Day 181 – Why should I buy from you? 181

Day 182 – What’s our goal for the call? 182

Day 183 – It’s always election time. 183

Day 184 – Money talk strategy:  Part 1: The best defense is an offense…when it comes to price. 184

Day 185 – Money talk strategy:  Part 2: Let’s talk money later. 185

Day 186 – Never lose it alone. 186

Day 187 – Never ass-u-me anything. 187

Day 188 – Closing:  Warm up your audience. 188

Day 189 – Just send me the information. 189

Day 190 – Same is lame. 190

Day 191 – Chase them until they catch you. 191

Day 192 – Train like a pro. 192

Day 193 – LinkedIn and Twitter 193

Day 194 – Like or alike?  Whatever works. 194

Day 195 – Writing right. 195

Day 196 – Don’t be an errand boy (or girl). 196

Day 197 – Ask questions like a lawyer. 197

Day 198 – All customers are not the same. 198

Day 199 – Your body language. 199

Day 200 – Empathy 200

Day 201 – Never let your guard down. 201

Day 202 – Things happen when you meet people. 202

Day 203 – Objection:  It’s not a priority now. 203

Day 204 – Persistence 204

Day 205 – Never make anyone feel stupid. 205

Day 206 – Be curious. 206

Day 207 – Objection:  “I want to make sure the team is comfortable with this decision.” 207

Day 208 – Objection:  “We had a bad experience with your company.” 208

Day 209 – They’ll believe if you believe. 209

Day 210 – This is your company too.  Act like it. 210

Sales Management Training

Week 1 – 21 Disciplines You Need from Your Sales Reps: 1 of 21 Good attitudes. 212

Week 2 – 2 of 21 Disciplines: Build a desire to get better and learn. 213

Week 3 – 3 of 21 Disciplines: Understand your customer’s business – Making a value call. 214

Week 4 – 4 of 21 Disciplines:  Nurture a desire to be better than the competition. 215

Week 5 – Disciplines: 5 of 21 Demand a guaranteed number of QUALITY calls. 216

Week 6 – Disciplines: 6 of 21 - Documentation for every call. 217

Week 7 – Disciplines: 7 of 21 - The highest degree of integrity. 218

Week 8 – Disciplines: 8 of 21 Focus on getting customers, not deals. 219

Week 9 – Disciplines: 9 of 21 Poor forecasts make for a bad business climate. 220

Week 10 – Disciplines: 10 of 21 Learn, practice or drill a sales lesson every day. 221

Week 11 – Disciplines: 11 of 21 – Teach them to really listen. 222

Week 12 – Disciplines: 12 of 21 Elevate reps to become a “Trusted Advisor.” 223

Week 13 – Disciplines: 13 of 21 Make sure they know your product cold. (And how it warms up to the competition!) 224

Week 14 – Disciplines: 14 of 21 Make them see themselves as equals. 225

Week 15 – Disciplines: 15 of 21 Teach them where to draw…the line. 226

Week 16 – Disciplines: 16 of 21 – Rules rule. 227

Week 17 – Disciplines: 17 of 21 - Demand punctuality. 228

Week 18 – Disciplines: 18 of 21 - Create and refine a sales process. 229

Week 19 – Disciplines: 19 of 21 - Get testimonials. 230

Week 20 – Disciplines: 20 of 21 - Follow through. 231

Week 21 – Disciplines: 21 of 21 Help customers navigate through your company’s procedures. 232

Week 22 – Teach the difference between busy and productive. 233

Week 23 – Lead by example. 234

Week 24 – Grow your own. 235

Week 25 – The Sales Playbook: Why you need it. 236

Week 26 – The Sales Playbook: What goes in it. 237

Week 27 – The Sales Playbook: How to use it. 238

Week 28 – Can’t we all just get along? 239

Week 29 – The Lone Ranger. 240

Week 30 – When they just won’t listen. 241

Week 31 – Your team’s core values. 242

Week 32 – Using calling scripts. 243

Week 33 – The write way. 244

Week 34 – I got your back. 245

Week 35 – Just the two of us. 246

Week 36 – The balancing act. 247

Week 37 – Know the competition. 248

Week 38 – Teach for beginners and professionals. 249

Week 39 – You need to be positive too. 250

Week 40 – I never had to do anything. 251

Week 41 – Give them feedback.  Immediately. 252

Week 42 – Releasing a sales rep. 253

Week 43 – Uncover what motivates each sales rep. 254

Week 44 – Catch them doing something right. 255

Week 45 – Working with the numbers people. 256

Week 46 – The sales funnel. 257

Week 47 – Keep your reps out of the support department. 258

Week 48 – Don’t write that email. 259

Week 49 – Make your training sessions rock. 260

Week 50 – Sometimes you gotta kick’em in the pants. 261

Week 51 – Correct the behavior, not the person. 262

            Week 52 – On the up-and-up. 263


Impressive list, isn't it.  The content is even better.
These lessons turn your sales people into Professional Sales People.

Get it here to start accelerating your sales today.

Why 262 training days?

There are 262 business days in a calendar year.   Some years have 261 and 262 days, so you will never have a business day without training lesson.  The Sales Getters Sales Training Course has 262 sales training tips, suggestions and homework assignments for both the sales person and the sales manager.  Consistency is the cornerstone to improvement.   Sales training every day keeps you in a sales mindset.  And it can be fun.

My suggested method of going through this course is to run sales rep training Monday through Thursday and keep Friday for the sales manager.  Friday’s training time for the sales reps should be used for product training.  There are 52 lessons designed exclusively for the sales manager.  (They need training too!) The Sales Getters Sales Training Course is, however, designed in a modular format.  You can go through the course any way you feel is most beneficial for you.   You can even scan to the Table of Contents for a particular topic or situation with which you need help.

Why 33 minutes a day?

Sales training is a means to an end.  It is the practice that prepares you for the big game.   By putting a hard time limit on structured, daily training, it keeps your sessions on track and prevents them from taking over the selling day.  These lessons are short and should not take up more than 33 minutes per day.  Some of the homework assignments may take you over the 33 minute time limit.  That’s why they are called homework.   For your lessons to be the most effective, please do the homework assignments.  Your training time does need to be realistic and must have flexibility. If everyone is deeply engaged in a lesson or you’re reviewing a deal as part of the training session, a few extra minutes will not make a big difference. 

How to use the Sales Getters™ Sales Training Course©.

The Sales Getter Sales Training Course is designed to help you become a master of your craft and increase your income, every business day.   Next to the content, it is consistency that’s at the heart of this system.  You probably know that it’s better for you to exercise or practice a musical instrument 30 minutes a day, rather than exercise or practice one day a week for three hours; or one day a month for 10 hours.  You lose your focus.  You lose it because you don’t use it.  With consistent practice, a ritual if you will, learning becomes a habit.  When you make sales training a habit, you’re always thinking like a sales person.  And when that happens, your income accelerates.  

There are just a few lessons that need to be followed in sequence.  Mostly, you can jump in anywhere or start at the beginning any time during the year.

Sales education should be taking place throughout your day; CD’s or podcasts in the car are a very good use of your sales training day; especially at the start of the day. It puts you in the right sales frame of mind.  Structured sales training should be viewed like you’re a daily exercise routine (which will also help your sales attitude).  At our company, we usually do our structured sales training around noon, which is when most of our customers are at lunch.  While they eat, we learn.  Lunch is allowed to be brought to our training sessions.  What a great use of lunchtime!  You need to choose which time of the day works best for your organization. 

The lessons use the word “product”, but every one of these lessons works just as well for services.  “Product” is simply used for convenience.  It’s the same idea when I refer to he versus she, or him versus her in the examples.

One area not covered in this system – product training.  Every company offers a different product or service that requires its own training.   I’ll leave that training up to you.

Who am I to tell you how to sell?

I am not a sales trainer.  I am a salesman. 

I have been successfully selling products and services for over two decades.  My first job was at the age of 10, working at a hot dog stand in Skokie, Illinois.  It’s where I first learned the value of, “you want fries with that?” which you will read about later in the course.   I have won sales awards with every company I have worked for, or have run.  In 2002, my company, MindIQ, was included in the INC. 500 list for one of the fastest growing private companies in America, over a five year period.  I have encountered probably every type of sales situation you will ever run into. What you will learn in this course is not theory.  I have lived, and continue to live 262 business days a year, every one of these sales lessons.

The Sales Getters’ Sales Training Course is a result of all my experiences plus, books on selling, seminars I’ve attended, tapes, CD’s DVD’s, and blogs I’ve listened to or read.  Every thought and idea in this course may not be a Louie Bernstein original.  Some of the selling ideas and concepts go back a millennium to some of the world’s greatest thinkers.  For the ideas I did not think up, I tried to put my personal spin on them and present them through my own viewpoint and professional opinion. I suggest you do the same and apply these concepts, ideas, techniques and lessons to fit your personal situation. 

I have an insatiable thirst for knowledge, and in particular, sales knowledge.  Based on my sales results over the years and my continued desire to be the best at what I do, I consider myself to be an expert in, and an ongoing student of, the art and science of selling.

So, if you’re ready to be a Sales Professional, let’s get started!

               All the best,
             Louie Bernstein


You also get access to my video sales training library where you'll receive corresponding video lessons on several topics.  Here's a sample:


Day 1 – Like, Trust, Buy!

This phrase is used, or should be, by every successful sales person on the planet.  For many aspects of life, there is a certain order in which things flow.  Grass seeds must be planted before they pop up and make a beautiful lawn.  We learn to walk before we run.  And so it is with sales.  People need to like us before they trust us.  People need to trust us before they will buy from us.   Don’t confuse “like” here the way your best friend likes you; although that may end up being the case.  Like, in the sales context, really means establishing a good business rapport.  You are someone with whom your prospect “likes” speaking with and meeting.

You never trust someone you don’t like.  It’s contrary to human nature.  There’s probably something about that person that just rubs you the wrong way.  Maybe you perceived them as pushy, or they made an inappropriate joke thinking it was funny.  Your perception of them, whether you realized it or not, was that they did not have the same values as you.  There is no like and no rapport here.

On the other hand, if someone does like you, you have a shot at getting them trusting you.  Yes, I said a shot.  Most people make you earn their trust.  Don’t disappoint them.

 To earn trust remember this: 

·         Do what you say you’re going to do.  Be dependable.

·         Arrive early.

·         Follow up promptly and when you said you would.

·         Find things that are of value to them.

·         Always tell the truth.  Even when it means possibly losing the sale.

·         Understand that from their perspective, purchasing the wrong product could be career-ending for them.

·         Be knowledgeable.

·         Really listen.


The key concept of Like, Trust, Buy, is that it can never go out of this order.  Approach Like, Trust, Buy in this order and you will be a step ahead of 90% of your competition.

Sales Homework – Write down three things that people said they Like about you.  Use those traits as you build your customer relationships.

1. ___________________________________________________________

2. ___________________________________________________________

3. ___________________________________________________________

Sales Managers –
Make a list of what you think makes a sales rep trustworthy, and share it with your team.

Day 6 – Setting sales goals:  Preparation


There are entire books dedicated to learning how to set goals.  This is the Sales Getters approach to setting sales goals.  Let’s get a couple things out of the way: 

·         Goals are not just a, once-a-year thing.  Yes, you should set goals annually.  You can also set them quarterly, monthly, weekly and even daily.  Once you get your formula down, it’s the same procedure.

·         This is setting sales goals.  There are other ways to set goals for other job functions, but sales goals are unique to sales people and need to be treated that way.  Sales goals can be measured in amount sold, commissions earned, new customers gained, etc.  You measure what gets you to your end result.  If you measure and set a goal for something other than commissions earned, you have to know how attaining that goal will translate into dollars in your pocket.


These are the parts you need to put together your sales goals:

1.        Know what you want.  I mean, know exactly what you want.  You have to have a precisely defined target/goal or you’ll just be flailing away only hoping you’ll hit it.

2.       You need to believe, from the beginning, you can achieve your goal.  If you don’t totally believe with every fabric of your being that it can be made, it probably won’t be made. 

3.       Once you believe your goal is reachable, you must ingrain that goal by writing it down and saying it out loud over and over again.  You must do this every day.  Yes, you may look and sound silly to yourself, but you will be the one laughing your way to the bank.

4.       You need to know your numbers –it must be measureable.   So, if you want to make $20,000 in commissions in a month, here are list questions you need to complete for it to happen:,

a.       How many calls from my list will deliver___________?

b.      How many qualified prospects, which will result in__________?

c.       How many appointments, demos, etc., that become__________?

d.      How many opportunities of what value?

Your sales cycle may be 30, 60, 90 or more days.  So, if your product’s average sale cycle is 90 days, it’s too late to set goals for this month.  You need to think ahead. 


Sales Homework – Get your numbers together.  If you have historical data, that’s great.  If not, find the top selling rep and use their numbers.

Sales Managers – This should be an exercise that gets reviewed on a monthly basis.  Even if your goals are quarterly or annually, you need to make sure your sales reps stay on track.   Go directly to the next lesson:  Setting Sales Goals:  Doing the math.

Day 34 – Get proactive and get sales.


Looking for more sales?  Look right under your nose.  Are your current customers getting everything they can from your product?  Are they aware of all the new features your company has added since you last spoke?  Has your product been adapted throughout the organization?  If not, why?

It’s always easier to sell more things to existing customers than new things to new customers.  Look at all the ways your customer is utilizing your product.  If you don’t know, call them and find out.

“Hello Joshua, this is Louie.  I was looking over your account and I noticed that you haven’t taken advantage of the new file extension utility we released.  You get it at no charge as part of your maintenance agreement.  I would be happy to show you how to use it.”   Will this lead to more business immediately?  It may and it may not.  However, what it will lead to is:

·         Your customer viewing you as someone looking out for their best interest.

·         Giving your customer a reason, when the next vendor who calls them to say, “We’re happy with our current vendor.”

·         You now have permission to talk to them about getting your product adopted in other departments, evaluating new products you may offer, etc.


Take the initiative, be proactive.  You’ll win their hearts and their pocketbooks.

Sales Homework – Find three things you can talk to your current customers about that will continue to build the relationship and uncover additional opportunities. 





Sales Managers – If you don’t take care of your current customers, somebody else will.  Make sure your sales reps stay in touch with customers on a regular basis.  Make sure they are always looking to deliver additional value.

Day 38 – Don’t end up like Wally Pipp.


Most people don’t know who Wally Pipp was.  However, most people, and just about every baseball fan, have heard of Lou Gehrig. 

In 1925, Wally Pipp was the first baseman for the New York Yankees.  As the legend goes, Wally Pipp had a headache that day.  “I can’t play today Hug”, Wally told the Yankees manager, Walter Huggins.  Huggins put in a rookie named Lou Gehrig.  Gehrig didn’t come out of the starting lineup for another 2,130 games and became the Iron Man of baseball.

Ever feel like calling in sick because you just don’t have your “A-game?”
Think you have enough deals in your pipeline?
No need to sweat making a few more calls because you have the sales contest locked up?

If so, remember Wally Pipp.  Given hindsight, do you think Wally would have toughed out one more game?  I guarantee he would.  When you think you can coast, understand that your competition is busy calling your customers.  To be on top and stay there, you need to be an Iron Man or Iron Woman.   Never quit.  Get your butt to the office or on the phone.  Make one more call - because if you don’t someone else will and you’ll be sitting on the bench next to Wally Pipp.


Sales Homework – This week put in an extra half hour at the end of the day.   Call a customer you haven’t spoken with in over 90 days or call 10 new prospects.  This week, go the extra mile and stay in the game.

Sales Managers – Are your team members inspired enough to do the extra things necessary to be Hall of Famers?  Lead by example.  Be the first to arrive in the morning and the last to leave at night.  Show them the commitment needed to win.


Day 114 – Dealing with a difficult prospect.

Some sales prospects can very difficult to work with.  It’s one of the hazards of the job.  The Difficult Sales Prospect feels they can bully their way through a sale.  There can be several reasons for this including:

·         They feel empowered because they work for a larger company that purchase in large amounts.

·         Unfortunately, they may be a lower level employee and they feel that they finally have someone to boss around…you!

·         They feel that if they don’t drive a hard bargain their status will be diminished in their boss’s eyes.  If they are the person who can sign your order form, they really don’t care if you make a decent profit or not. 

·         They just are not nice people.

Whatever the reason, if not handled correctly, these “problem children” can waste your time, your money and sap your energy.  You will not always be able to control their behavior.  However, there are steps you can take to minimize their impact and ways you can actually conclude quickly if they will ever be worth your effort.   You do not want all of your prospects to be your customers.  It’s natural to think the more, the better.  However, if the Difficult Sales Prospect is trying to bully you before they pay you, they will be even harder to work with as a customer.   Here are few tips on dealing with the Difficult Sales Prospect:

1.       Determine early.  The quicker you can figure out if the sales prospect is worth investing in, the less aggravation you will face down the road.  One tipoff is if the sales prospect is talking about price at the start of the sales cycle.   They’re letting you know they don’t care as much about the relationship as they do coming out on top.   Good relationships are evenly balanced.

2.       Show one additional good faith gesture.   You should do this with any potential client.   If it gets to the point in the customer’s buying cycle where you must threaten to cut off the deal, you will have a cushion against being the “one who was difficult.”

3.       Ignore them for a while.  If they have a real need, they’ll be calling you back.  When they do, it’s time to explain to them what real business relationships are about and for you to restate the ground rules.

4.       Go above their head.  If you are dealing with the CEO, skip to #5.  If you are working with anyone else, you can always throw a Hail Mary and call the CEO. It’s not a step you take every time, but it should be an option if the sale is in jeopardy.  If taking this measure, you should consider what your relationship is going to be with person whose head you went above after the sale. 

5.      Give them one last chance.  When you realize dealing with this person is never going to be good for you and your company, it is time to pleasantly and diplomatically say, “We are not on the same page.  This is best we can do for you.  If this is not good enough, we wish you well.”  Then, hopefully, they will find your competitor.

Sales Homework – Identify your difficult prospects and follow the steps above.

Sales Managers – Help your sales reps identify these income stealers.

Day 203 Objection:  It’s not a priority now.

This is a very safe objection for your prospect.  They’re used to dishing it out to lesser-trained sales reps.  When most sales reps hear this objection, they think “I can’t tell them how to set their priorities.”  That is true.   You cannot set another company’s priorities.  But you can position your product so they believe it’s in their best interest to make your product a high priority.

First you need to cushion your prospect’s objection so it doesn’t appear that you’re arguing with them and you really are listening to them.  “I hear what you are saying Nazli.  There are only so many things a company can work on at once.”  The guard starts to lower. 
You continue: “Can you tell me how priorities are set for purchasing products at <their company>?”
Nazli responds with a Priority Rule – “We usually decide which product will (Nazli will probably list one of these):
                a. Have the quickest return on investment (ROI).
                b. Be the most strategic for us against the competition.
                c. Help and impact most of our employees.
                d. Help and impact most of our customers.
                e. Cost the least.
                f. Make us the most money.

There are many ways companies determine how to prioritize which product to purchase.  You need to hear these and be able to position your product so that it fits into one of those priorities. 

You continue – “Nazli, if I can show how <your product> can <their priority rule> compared to what you have on the list now, would you be willing to move us up on the priority list?”  How can Nazli say ‘no?’  It’s not logical for her after she just told you how they make up their priorities.

Now it’s up to you.  You need to have your facts and figures straight to make sure your case, against any of Nazli’s Priority Rules, stands up.    

Sales Homework – List three more possible Priority Rules you might hear and build your case against each one.




Sales Managers – This requires a lot of work and preparation.  But the, “It’s not a priority” is one of the most common objections faced by your sales people.  If they can master this, they will beat out just about every other competitor.  Take the time and coach them to get it right.


There's lessons for the sales manager too!

This section of the Sales Getters Sales Training System is dedicated to the Sales Manager.  I have designed the lessons this section to take less time (although they are no less useful) and shorter than the sales rep training.  You usually have homework in each of the sales reps’ lessons and you also need to coordinate getting product training one day a week for your sales reps.  Note: Your training is no less important than the sales rep training.  But the majority of your time needs to be spent with your sales team. 

You will find many of the concepts that follow similar to the sales reps’ training.  In many cases they are the exact same concepts.  But these particular ideas are so important to your creating and managing a great sales team, that they need to be reinforced, sometimes from a different angle; that of the sales manager.  When you read something in this section that looks familiar, don’t rush past it or cast it aside.  It’s included for a reason; especially all of the “Disciplines” lessons.

I think there are only two times a Sales Manager should be called “Manager”:

1.      When they hire someone.

2.      When they fire someone.

The rest of the time, the Sales Manager is really the sales team’s coach.  Like any good coach, the Sales Manager’s main job is to get the best out of every one of their players/reps while moving the entire team forward.  Keep this concept in mind as you go through the sales manager’s lessons.  Being the coach isn’t easy.  But, as a smart man (my father) told me many years ago, “If it was easy, they’d hire any schmuck to do it.” 

Enjoy your mini lessons and build a harmonious, well-trained, fiercely competitive sales team.    Go get’em coach! 

Week 26 – The Sales Playbook: What goes in it.


The Sales Playbook should contain all the job functions, responsibilities and sales practices your sales people are required to know in order to close business. These include:

1.      Your mission statement and core values.

1.      Your sales team’s core values.

2.      Telephone calling scripts – Cold, Warm and Hot.

3.      Telephone voicemail scripts.

4.      Qualifying questions.

5.      Trial closes.

6.      Closing questions.

7.      Guidelines for face-to-face meetings.

8.      A complete list of your company’s products or service benefits.

9.      A list of responses to prospect objections.

10.  Procedure as to how to deliver a demo or presentation.

11.  Email templates that address all phases of the customers buying cycle.

12.  The competition.

Sales Management Homework – Use my list as a starting point and customize your Sales Playbook around your company’s business.

Week 29 – The Lone Ranger.


If you have a Lone Ranger on your team it can be disruptive; particularly if they have some success.  There are usually two or three reasons sales people want to work in a vacuum. 

1.      They think they know better than anyone else.

2.      They don’t want you to see how poorly they are doing and want to hide.

3.      They cannot accept constructive criticism.

Many times your Lone Ranger is also your top sales person.  That makes it even more important that you don’t let the sales rep that the other reps look up to, to run their own show.  Regardless of who or why your sales rep needs this solo identity, you cannot allow it.  You need a team mentality.  In this case, you need to call out the behavior in public without calling out the person.  My approach sounds like:

“We all have strengths and weaknesses.  We all have areas where others on our team can offer something to everyone else.  We need to draw on those strengths to make our team whole.  I am not trying to stifle your individuality, creativity or competitiveness.  But a .400 hitter in baseball cannot win the World Series, unless the whole team is on board.  You still get the accolades (and commissions) when the whole team wins.  I want you all to be .400 hitters and I want our team to win the World Series.  No hard-charging off in your own direction.  Let’s win together.

Sales Management Homework
– Don’t ignore the Lone Ranger on your team.  Be their Tonto and coach them so they don’t end up with arrows in their back.




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