Many years ago, I was introduced to the book Mindset by Carol Dweck.
Looking back, it changed the way I thought about sales and the way I coached salespeople.
The truth is this:
Selling is a mindset decision before it is a sales decision.
Most people think sales success comes from better techniques, better scripts, or better closing skills.
They help.
But before any of those things matter, a salesperson has already made a decision about what selling means to them.
Do they see sales as helping or persuading?
Do they see objections as rejection or feedback?
Do they see prospecting as an interruption or an opportunity?
In a recent workshop, I introduced this concept to a group of salespeople. For many, it was the first time they had stopped to think about how their beliefs about selling were influencing their results.
The breakthrough was simple.
When you change the way you think about sales, you change the way you show up in sales conversations.
Confidence improves.
Curiosity increases.
Resistance decreases.
And suddenly selling feels less like a confrontation and more like what it was always meant to be:
A conversation designed to help someone make a better decision.
Because every sale starts with a mindset decision long before it becomes a sales decision.
Have a great week selling your stuff.
Check out my book, where I go into more detail about what holds salespeople back from making Mindset decisions.
I am often asked what makes good sales training and coaching.
Here are five tips to help you make the right decision when hiring a sales trainer or coach.
1. The sales team don’t see the sales training as relevant to them.
Usually what happens is that a sales person will be sent on a sales training course and they get there and it’s straight out of a manual. Taught to them by rote and disappointing.
2. The ‘one size fits all’ approach doesn’t suit their business situation.
The trainer has not spent the time to evaluate the salesperson’s needs. Tailor making specific programmes work better. Before any training ask the sales trainer to work with you on YOUR outcomes for the training programme.
3. Lack of Outcomes once at the course.
This is similar to point two, sales people have different needs, just like their clients, many times sales people arrive at course and at are never asked what their specific outcomes today for this course.
4. Sales trainer, not a sales person.
In this case, it’s more about creditability, if the trainer has no experience selling in any form, it’s difficult to build rapport with the audience you are training. The theory is fine, but not realistic. Sales experience is must for a trainer.
5. Learning as you go.
If the training is not carried out in an environment of learning and facilitation it’s seen as boring and lacking in depth. In the ever increasing world of soft skills training involving your participants in ‘learning by doing’ is a must.
These tips have certainly helped my clients and may help you.
Good selling
ABOUT THE AUTHOR:
Mike Brunel – Author, Sales Trainer and Coach at Mikebrunel.com. Mike started mikebrunel.com after being a successful entrepreneur. He was a co-founder of NRS Media a global leader in media sales. His products and services generated $350 million a year in revenue for his clients. He sold that business in 2014 and now consults to business owners throughout New Zealand and beyond. He works with any business that wants to increase sales that have a sales turnover of 1/2 million up to $10 million. He works closely with digital and marketing services to help attract sales for his clients.
“Transform your sales approach with our unique training, focusing on open-ended questions to boost engagement and close deals effectively
Introduction: Unleashing the Joy of Selling
How can we empower our sales team to embrace the joy of selling? Transforming the sales process into an enjoyable experience starts with cultivating the art of asking open-ended questions.
One effective exercise that we can implement in our training sessions is the “What’s in my Pocket?” activity, introduced to me by Stephen Pead, a cherished colleague and friend at NRS Media.
Understanding Open vs. Closed Questions
Before diving into the exercise, it is crucial to ensure clarity on what differentiates an open question from a closed one. Open questions are invitations for expansive conversations, whereas closed questions typically prompt a short “yes” or “no” response.
The “What’s in My Pocket?” Exercise
In this engaging exercise, the trainer conceals an unconventional object in their pocket, steering clear of predictable items such as keys or a handkerchief. Instead, opt for something slightly more unexpected, like a wedding ring or a bottle top. The goal is to encourage curiosity and thoughtful questioning.
Closed Questions: A Limited Approach
Starting with closed questions, instruct the team to pose ten inquiries, to which you can only respond with “yes” or “no”. Experience shows that this method rarely leads to the correct answer.
Open Questions: Unleashing Potential
Transitioning to the second part of the exercise, invite the participants to ask ten open-ended questions. These inquiries encourage elaboration and provide the salespeople with a greater context, increasing the likelihood of them deducing the hidden object correctly within just a few attempts.
Examples and Impact
For instance, a closed question might be, “Is the object in your pocket something commonly used?”
This query restricts the trainer to a brief and limited response. Conversely, an open-ended question such as, “How does the object in your pocket serve its purpose?” invites a detailed answer, providing valuable insights and leading to a more fruitful discussion.
Embracing Vulnerability and Leadership
The power of open-ended questions cannot be overstated. They have the potential to transform conversations, uncovering needs and desires that might otherwise remain hidden. However, it’s not uncommon for individuals to hesitate, fearing that their questions might expose vulnerability or uncertainty.
Training for Success
Herein lies the challenge and the opportunity for sales professionals: to embrace the role of a thoughtful leader, adept in the art of inquiry. By modelling this behaviour and investing time in training, we can instil confidence in our team and ensure they understand that not every client interaction will result in an immediate sale.
Conclusion: Building Meaningful Connections
Initiating meaningful conversations and establishing rapport are critical steps in aligning with potential customers. This skill set, which hinges on distinguishing between open and closed questions, is a prerequisite that our sales team should master well before engaging with clients.
By fostering an environment that values and encourages open-ended questioning, we pave the way for more meaningful interactions, ultimately enhancing the sales experience for both our team and our customers.
Mike (Make your questions be open ones) Brunel
PLUS, whenever you are ready…here are four ways I can help you grow YOUR business.
My favourite thing to do is show you what’s working right now. It’s not as good as being a client, but it’s close.
2. Take advantage of a FREE 45-minute consultation
Need some sales support? Make an appointment, and let me take you through the past, present, and future templates.
3. Work with me one-on-one
If you want to take your product or service from face-to-face to virtual selling, then I have a product that may be able to help you. You can get started for as little as $250 a month. If you’re interested then email mike@mikebrunel.com and put ‘Virtual Selling’ in the subject line…tell me a little about your business and I’ll get you all the details.
4. Finally, grab my new digital book on ‘How to get a predictable sales system into your business without coming across as salesy’
In John Marshall’s book AI Supersales, he discusses the importance of sales DNA and why it matters more than skills.
I have always been in search of the elusive holy grail DNA that makes a salesperson unique.
John believes that when it comes to hiring or developing salespeople, most leaders look in the wrong place.
They obsess over skills, CVs, and whether someone has “experience in the industry.”
But here’s the truth: potential is everything.
A good trainer can coach and teach skills, and we all know experience can be gained.
But potential, or what we now call “Sales DNA”, sets the ceiling for performance.
If you don’t measure potential, you’re already six months behind.
Why potential comes first.
I have worked with John’s Self-Management Group for a few years now, and they have assessed millions of salespeople worldwide.
To help you identify, evaluate, and predict top sales talent. Their data is second to none:
Across millions of assessments worldwide, the data is precise:
Only 17% of people have the natural DNA to thrive in sales at the highest level.
About 66% fall into the average zone. At best, they’ll deliver average results.
And 17% are in what I call the caution zone. No matter how much you invest, they won’t perform as expected.
That means most companies are spending vast amounts of time and money developing the wrong people, and then blaming training, culture, or the market when results don’t improve.
This data is what they refer to as the talent trap.
Here are two simple prompts you can use today to rethink how you approach hiring and development:
Prompt 1: If skills and experience could be trained into anyone, why do I still see so many “experienced” salespeople underperforming?
(This forces you to acknowledge the limits of training without potential.)
Prompt 2: Am I investing my coaching time into people with the potential to excel — or am I just trying to fix average performers?
(This helps you reallocate energy towards those who can actually move the needle.)
If you are a sales manager reading this, take a walk around your organisation and ask yourself, “Do I have 17 percenters that are at the highest level or 83% that are average at best.
The Takeaway
Potential is the foundation. Skills are built on top. If you get potential wrong, no amount of training will make it right.
That’s why I use tools like the POP7 Sales DNA assessment— because they tell me who has the will to prospect, the ability to close, and the fit to stay.
If you want to build a high-performing sales team, start by asking:
“Do they have the DNA?”
Everything else comes after.
Have a great week, Selling your Stuff:
Mike
P.S. Be into Win 3 POP7 Sales DNA assessments and a coaching manual valued at $1295. Just hit reply with the word ‘Win’ and you are in the draw.
(Plus, whenever you are ready… here are three ways I can help you grow your business.)
1. Grab a Free copy of my book
It’s the sales roadmap to attracting prospects, building, and making more sales in your business without coming across as salesy- Click Here.
2. Join the Sales Mindset Inner Circle and connect with salespeople like you.
It’s our new Facebook community where salespeople learn to get more income, enhance their ability, and get access to exclusive content- Click Here
3. Join –“Sales Mindset Blueprint: (INVITATION ONLY) Elevating perspectives, boosting confidence, driving results and not coming across as salesy. Reply to SALESY, and I will get you the details.
