Skip to main content

Brian Tracy On Unlimited Sales Success

A Conversation with BRIAN TRACY
About UNLIMITED SALES SUCCESS



  • Question:  Why are some salespeople more successful than others?

Brian Tracy: "I asked myself that very question when I started selling many years ago. My first breakthrough was the discovery of the 80/20 rule. It says that 20 percent of the salespeople make 80 percent of the money. That means the average income of the people in the top 20 percent is sixteen times the average income of the people in the bottom 80 percent.

When I first heard that statistic, I was both inspired and discouraged. I just did not think that being in the top 20 percent could be possible for me. Then I learned another fact: Every person in the top 20 percent started in the bottom 20 percent. Everyone at the front of the line of life started at the back of the line. I immediately made a decision to be in the top 20 percent.

Making a decision, of any kind, and then taking action on that decision, is often the turning point in your life. People who get to the top of any field get there after they make a decision, and then they back up that decision with hard, hard work, month after month and year after year, until they make their decision a reality."

  • Question:  What exactly do you mean by "hard, hard work" in sales?

Brian Tracy: "That's where the 80/20 rule also applies, but in a different way. It says that 80 percent of success is mental and emotional, not technical and physical. The most important determinant of sales success in any field, in any economy, in any market, with any product or service, is self-confidence. The higher your level of self-confidence, the bigger the goals you will set for yourself, the faster you will bounce back from rejection and disappointment, and the more you will achieve in a shorter period of time."

  • Question:  How can a struggling salesperson in the bottom 80 percent gain self-confidence?

Brian Tracy: "Self-confidence is determined by your self-esteem. The more you like yourself, the more confidence you have. The more you like yourself, the more you like other people, including your customers. The more you like your customers, the more they like you right back, and are willing to buy from you, and recommend you to their friends.

Psychologists will say that everything you do in life affects your self-esteem in some way. Almost everything you do is to either build your self-esteem or protect it from being diminished by other people or circumstances. Your self-esteem is the 'reactor-core' of your personality that determines your levels of optimism, self-respect, and personal pride.

Everything you do to build your self-esteem also builds your self-confidence. When you truly like yourself or love yourself, and see yourself as a valuable and important person, you become more positive and cheerful and completely unafraid to call on customers and ask them to buy from you."

  • Question:  How can a salesperson go beyond asking customers to buy to getting them to say yes?

Brian Tracy: "A critical factor is 'positioning' -- how the customer thinks and feels about the person doing the selling. Your positioning in the customer's mind and heart is perhaps the most powerful factor in determining how much you sell and how quickly.

Thousands of customers have been interviewed over the years and asked specifically what they thought about the best salespeople who called on them. They consistently described top salespeople, in every industry, worldwide, in three main ways -- as a friend, adviser, and teacher.

When your customers begin to think of you as a personal friend who just happens to be in the business of selling a product or service that they purchase, they will remain loyal to you.

When customers begin to see you as an adviser, as the go-to person in your field, they eventually reach the point where they will not buy from anyone else but you.

Customers also saw top salespeople as teachers who not only showed them how to best benefit from the product or service they were selling, but also took the trouble to educate them on the background and side issues pertinent to making the best choices.

Being a friend, an adviser, and a teacher to your customers is called the Golden Triangle of Selling. It applies to every salesperson: When you become fluent in each of these strategies and use them simultaneously, your sales results will soar. Your customers will be happy. They will buy more from you, and you will earn more than ever before."

  • Question:  Isn't this all about building relationships with customers?

Brian Tracy: "Indeed. Everything today in selling is relationships. And the keys to successful relationship selling are trust and credibility. When you think over your life, you will find that the most important people in your life are also the people you trust the most.

Without trust, no sales relationship is possible. Credibility means that people believe in you and are confident that your product or service is good for them and that you will fulfill your promises.

Earning a customer's trust, and establishing your own credibility, begins with asking a series of well-prepared questions and listening attentively to the answers. The more you demonstrate your desire to understand the customer's needs, through asking questions and listening to the answers, the more the customer trusts you and believes in you.

To become a successful salesperson -- to join the 20 percent of top salespeople who make 80 percent of the money -- you must become a relationship expert. Always look for ways to reassure your customers that the relationship is important to you. The more emphasis you put on your sales relationships, the more sales you will make and the more successful you will be."

Brian Tracy, co-author of Unlimited Sales Success: 12 Simple Steps for Selling More Than You Ever Thought Possible, is Chairman and CEO of Brian Tracy International, a com­pany specializing in the training and development of individuals and organizations. The world's leading sales trainer, Tracy has reportedly trained more people in more industries and more countries than any other sales trainer alive, and is the bestselling author of 55 books that have been translated into 38 languages. He lives in Solana Beach, California.


For more information about Tracy, you can visit http://www.briantracy.com, and follow Brian Tracy on Facebook and Twitter.
This posting's conversation with Brian Tracy is adapted from UNLIMITED SALES SUCCESS: 12 Simple Steps for Selling More Than You Ever Thought Possible by Brian Tracy and Michael Tracy (AMACOM; October 2013; $22.95 Hardcover; ISBN: 978-0-8144-3324-9).

Comments

Popular posts from this blog

10 Quotes From The 5 Levels Of Leadership -- John C. Maxwell

Soon I'll post my full review of John C. Maxwell's latest book, The 5 Levels of Leadership .  In the meantime, here are some of my favorites quotes from the book that I believe should become a must-read book by any workplace/organizational leader: Good leadership isn't about advancing yourself.  It's about advancing your team. Leaders become great, not because of their power, but because of their ability to empower others. Leadership is action, not position. When people feel liked, cared for, included, valued, and trusted, they begin to work together with their leader and each other. If you have integrity with people, you develop trust.  The more trust you develop, the stronger the relationship becomes.  In times of difficulty, relationships are a shelter.  In times of opportunity, they are a launching pad. Good leaders must embrace both care and candor. People buy into the leader, then the vision. Bringing out the best in a person is often a catal...

How To Tap Into The Wisdom Of People Around You

“Too often, we don’t find out what’s truly on others’ hearts and minds because we don’t know how to  ask  the right questions in the right ways,” explains  Jeff Wetzler , author of the book,  ASK .   In his timely, must-read book, Wetzler shows you a powerful method called  The Ask Approach™ , based on a simple premise: that tapping into what other people truly think, know, and feel is a game-changing superpower for leaders.  Wetzler explains that the only thing that allows you to understand what’s on another person’s mind better is just asking them.   Following the powerful  The Ask Approach™  method will lead you to  smarter decisions, more creative solutions, and deeper relationships. Also, by asking more questions you’ll help break down barriers, resolve challenges, encourage collaboration, and imagine new ways of doing things.   The five practical steps of the research-based, pressure-tested  The Ask Approach™  m...

My Favorite Leadership Quotes From The 5 Levels Of Leadership Book

Here are some of my favorites quotes from   John C. Maxwell 's book,  The 5 Levels of Leadership  that I believe should become a   must-read book   by any workplace/organizational leader: Good leadership isn't about advancing yourself. It's about advancing your team. Leaders become great, not because of their power, but because of their ability to empower others. Leadership is action, not position. When people feel liked, cared for, included, valued, and trusted, they begin to work together with their leader and each other. If you have integrity with people, you develop trust. The more trust you develop, the stronger the relationship becomes. In times of difficulty, relationships are a shelter.  In times of opportunity, they are a launching pad. Good leaders must embrace both care and candor. People buy into the leader, then the vision. Bringing out the best in a person is often a catalyst for bringing out the best in the team. Progress comes only from taki...

7 Honest-Feedback-Extracting-Questions To Ask When Hiring

Awhile ago, the  Harvard Business Review  published some great questions that  Gilt Groupe  CEO Kevin Ryan asks when he is checking references. Ryan serves on the board of Yale Corporation, Human Rights Watch, and  INSEAD , and is a member of the Council on Foreign Relations.  He holds a B.A. from Yale University and a M.B.A from INSEAD. His main seven honest-feedback-extracting-questions  (and follow-ups) are: Would you hire this person again?  If so, why and in what capacity?  If not, why not? How would you describe the candidate's ability to innovate, manage, lead, deal with ambiguity, get things done and influence others? What were some of the best things this person accomplished?  What could he or she have done better? In what type of culture, environment, and role can you see this person excelling?  In what type of role is he or she unlikely to be successful? Would you describe the candidate as a leader, a ...

Discover Your True North And Internal Compass

In his book,  True North , Bill George shows you how to discover your true north - your internal compass that guides you successfully through life. "Only when you discover your true north can you unlock your full potential as a leader and human being," explains George. In the book, published a couple weeks ago, George shares with you how to: Cultivate self-awareness Define your values Find the "sweet spots": of your motivated capabilities Build your support team and lead an integrated life Make the journey from "I' to "We" as an empowering leader Become a global leader Bill George George shares  profiles and stories from more than 100 leaders  who in their own words explain how they discovered their true north.  He also explains the characteristics differences needed to be a leader in the Twenty-First Century versus the Twentieth-Century. Today's leaders, he says need to be: Purpose-drive versus charismatic Globally focused versus U. S.-centri...

The 12 Ways Marriott Practices Good Leadership And Customer Service

The next time you stay at a Marriott hotel look in the nightstand drawer for Marriott's booklet that highlights its milestones and tells the Marriott story. In the booklet, you'll find the following 12 ways that Marriott practices good leadership AND customer service : Continually challenge your team to do better. Take good care of your employees, and they'll take good care of your customers, and the customers will come back. Celebrate your people's success, not your own. Know what you're good at and mine those competencies for all you're worth. Do it and do it now. Err on the side of taking action. Communicate. Listen to your customers, associates and competitors. See and be seen. Get out of your office, walk around, make yourself visible and accessible. Success is in the details. It's more important to hire people with the right qualities than with specific experience. Customer needs may vary, but their bias for quality never does. Elimin...

How To Provide Caring Criticism

Negative feedback is part of growing as a leader -- both delivering that feedback and sometimes receiving that type of feedback. Keith Ferrazzi , CEO of Ferazzi Greenlight , a research-based consulting and training company, suggests practicing " caring criticism ," as he explained it in the Harvard Business Review . "Negative feedback can hurt, but usually it's a gift aimed at helping the recipient improve performance or avoid mistakes.  We should deliver and receive it that way," says Ferrazzi. "Use phrases like 'I might suggest' and 'Think about this'" when giving feedback. And, then Kerrazzi suggests when receiving candid feedback, that you thank the person who offered it and make clear the points on which you agree.  He's found that if you think of the person giving you honest feedback as generous, rather than critical , you become less defensive and more open to changing your behavior.

How To Maximize Your Chances Of Landing The CEO Role

In the new book, CEO Ready , authors Mark Thompson and Byron Loflin reveal what you need to do to maximize your chances of being the one who secures the top spot. Specifically, they detail the seven key stakeholders  who weigh in on whether to choose you as CEO.   “Collectively, we have coached more than 200 executives who have been selected by their board members to become CEOs,” share the authors. “We can help you prepare to be a great CEO either in your current organization or elsewhere. We will share tools you can use to get objective feedback from all stakeholders, so you have complete visibility into what you’re up against.”   As you seek the CEO role, the authors explain that leadership selection isn't the methodical, objective process that one often imagines. They add that decisions aren't made by robotic executives ticking boxes for attributes such as strategic fit, core competencies, or cultural alignment. Instead, the process is deeply personal, emotional, a...

How to Be a Leader – 9 Principles from Dale Carnegie

Today, I welcome thought-leader Nathan Magnuson as guest blogger... Nathan writes : This is it, your first day in a formal leadership role.   You’ve worked hard as an individual contributor at one or possibly several organizations.   Now management has finally seen fit to promote you into a position as one of their own: a supervisor.   You don’t care if your new team is only one person or ten, you’re just excited that now – finally – you will be in charge! Unfortunately the euphoria is short-lived.   Almost immediately, you are not only overwhelmed with the responsibilities of a team, but you quickly find that your team members are not as experienced or adroit as you.   Some aren’t even as committed.   You find yourself having to repeat yourself, send their work back for corrections, and staying late to fill the gap.   If something doesn’t change soon, you might just run yourself into the ground.   How did something that looked so easy ...

The Ordinary Skills Of Exceptional Leaders

New York Times - bestselling author, chartered psychologist and Professor of Leadership at the University of Exeter Business School, John Amaechi , has released It’s Not Magic: The Ordinary Skills Of Exceptional Leaders .   It’s an important read for particularly managers, executives, board members, and other business leaders, and anyone else expected to motivate and inspire others to achieve great things.   The book walks you through the seemingly obvious but difficult-to-nail mindsets and intentions you’ll need to adopt to influence and motivate others. You’ll learn strategies and techniques you can apply immediately, including:   Easy-to-follow explanations of the straightforward behaviors you can model to improve your ability to lead others. Habits you can adopt immediately to motivate others in any setting, from the boardroom to the classroom or the battlefield. Data-driven insights into the tiny, little things that great leaders do every day and how to incorporate t...