The Ultimate Sales Machine: Turbocharge Your Business with Relentless Focus on 12 Key Strategies

Here’s how the conversation should go: you: Okay. You read our ad and it said, “Don’t apply unless you think you’re the best.” So tell me why you think we should interview you. them: Well . . . uh . . . Can you tell me a little bit about the job? you: That’s a much longer conversation. I’m happy to have that conversation if we determine that you’re

Guidelines to Hiring Superstars Design Your Ad to Attract Top Producers My ads begin like this: SUPERSTARS ONLY $50K to $300K Don’t even call unless you are an overachiever and can prove it. Come build an empire within our fine, progressive company. We are in the XYZ industry, but we don’t hire backgrounds. We hire top producers. If you’re average,

SALES SUPERSTAR WANTED $50K TO $300K Don’t even call unless you are the best and can prove it. Earn $50K if you’re average, $150K if you’re good, and $300K plus if you’re great. This is in the [type of industry here], but we hire star performers, not backgrounds. Young or old—if you have the stuff, we’ll know. Will train someone who has everything

The last aspect of hiring top talent is to create a performance-based relationship with little or no base pay.

The Prescreen—the Method You Won’t Find in Any Human Resources Manual Here’s how to spot flaws in salespeople before you even interview them. The first thing you do to anyone who applies for a job in your company is to reject them, telling them why you don’t think they can do the job. It’s not that you don’t want to hire the person. It’s that you’r

I call this stacked marketing. It involves coordinating all of your marketing weapons rather than having varying and even conflicting messages from each separate weapon. With stacked marketing, you develop a consistent message, look, theme, and slogan that carries throughout all of your marketing efforts.

“If you have a good staff, the only thing you need to bring to a meeting or workshop is your judgment.”

Another exercise to increase the pain of not changing is to simply have every one work on that. Tell them to each write down, “What are the drawbacks of not changing or improving this behavior?” and then list those drawbacks. Let them intensify their own pain.

A typical problem I see over and over again is that the CEO or department head believes that he has to think of all the solutions to every problem that arises in his company or department. If you have a good staff, they will fill you with ideas on not just the problems but how to fix them, even ones you didn’t know existed. Just ask them.