Velocity Selling TV – Episode 35 – Pay Time vs No Pay Time

Pay time vs no pay time. When it comes to your time spent during your work week, there are times throughout your schedule that are known as pay times and no pay times. In order to fully access your working potential and your overall success, you must be able to define your pay times and your no pay times.



Velocity Selling TV Episode 35: Pay Time vs No Pay Time

Matthew: Welcome back to Velocity Selling TV. I’m your host Matthew Whyatt and we’ve got Bob Urichuck up in Ottawa, Canada. Hi Bob, welcome.
Bob: Thanks Matthew, good to see you again.
Matthew: Hey, Bob last time, we sort of went for the no. You know the idea is to see if we can get a better return on time invested, as in ROTI, and that’s a fantastic idea, concept, that I really love sharing with people, is money comes and money goes, but time just goes. I love how you said that. So getting a better return on time invested. Find out where your points in your sales process are falling down or even taking up the most time, and see, thinking a little bit differently. How can we shortcut that and get better bang for our buck? Better return on time invested? So in training and what I would like to talk about and I’d love for you to just go through this is, a concept of when you’re most effective as a salesperson and I think you put it as pay time or no pay time, is that right?
Bob: Yes. That’s right. So what we lead up to is when we know, we track our behaviours and know when we’re getting our best payback, we have to then schedule our time, our week, based on pay time, no pay time. I define pay time as anything to do with a buyer. When are buyers available? So if you’re in real estate, insurance, buyers are available in the evenings and weekends. If you’re in what we call B2B sales, it’s Monday to Friday, 9-5 sort of thing. So what we have to do is take a look at our week and define when do we get the best results? For example, using B2B, Business to Business sales, Monday morning, is that pay time?
Matthew: Definitely not.
Bob: No. Nobody wants a sales rep on their case first thing Monday morning. So we call that No Pay Time. Now, what we need to do is define all the activities that are pay time activities and all the activities that are no pay time activities.
Matthew: Yeah.
Bob: Let me play with you here Matthew and see if I can get you to guess a few. Doing your expanse account, pay time or no pay time?
Matthew: No pay time.
Bob: You got it. Planning your week?
Matthew: That’s no pay time.
Bob: Returning a customer’s call?
Matthew: Definitely paytime.
Bob: You got it. Prospecting?
Matthew: Definitely pay time.
Bob: Networking?
Matthew: Definitely pay time.
Bob: Sales training?
Matthew: No pay time.
Bob: You got it. And that’s the one that most people have to understand what we do is we do the training during no pay time because if we take you out of the field for training, well you’re losing commissions. Your company is losing revenue.
Matthew: Yeah.
Bob: And so we need to look at these things. Customer service is pay time, sales training is no pay time. So, look at your week, look at your month and define the parts basically, before you go to work, pay time for yourself as well, doing the things that are important, family time, like, you went to the gym this morning, that’s a good thing for you. That’s to me, pay time. It gives you reward because now you’re going to feel better during the day and you’re going to get better results for it.
Matthew: Absolutely.
Bob: And then you know, look at the other thing, Friday afternoon’s a no pay time. So use Monday mornings and Friday afternoons as a period to tie up the week and plan out your next week. And I always say to people making appointments, always be booking a week ahead. Is your sales leader going to be on your case if you’re booked all next week?
Matthew: No, not at all.
Bob: Exactly, so let’s be proactive here. Let’s take control of our business, let’s identify our pay time and no pay time periods and make the best of it. I’ll never forget a story. My boss came to me one day and he called me and he said I need you in a meeting tomorrow at 10:00. I said: Wednesday 10:00, that’s pay time to me. He said, what are you talking about? I said, you gave me such a massive target that I broke it down to day’s and tomorrow is worth this much money. Are you willing to discount my target by me coming into the meeting? He says ‘no’. And I said ‘ok so don’t expect me there.’
Matthew: Fantastic.
Bob: Seriously, we can’t let sales leaders run us like that. If you want to have me in a meeting, get me in a meeting during no pay time, where I can’t be making commissions or I’m not making sales targets.
Matthew: Fantastic Bob, ‘cause as you said in the last episode, we’re the CEO’s of our own private services organisation, Me INC. ,
Bob: You got it.
Matthew: You got to manage your client, sometimes may be your manager, or the owner of the business.
Bob: You got it. Because we are the owners of our business and we can lead or we can follow. And I’m sorry, I’d rather lead.
Matthew: Perfect. And actually, that’s why, it’s Monday morning here for me, and on Monday’s I’ve got a whole bunch of sales training appointments because I have taught that to my clients. Pay time, no pay time,
Bob: You got it.
Matthew: and let’s go in and get this done.
Bob: Well go on and make yourself some money Matthew and have yourself a great week.
Matthew: Fantastic Bob see you later. Bye-bye.
Bob: Take care.



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Velocity Selling at Dreamforce 2016

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This 70-minute super-session consists of 2 x 35 minute sessions – Find out more on this session at salesforce.com/sales-summit. Join us as Dan Perry of SBI shares an emerging best practice for growing revenue. Then, Bob Urichuck of Velocity Selling will explain three disciplines for growing your sales, faster.


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Dreamforce 2106 Salesforce

Bob Urichuck

Speaker, Trainer, Author
Velocity Sales Training LLC

Dan Perry

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Sales Benchmark Index

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SESSION LABELS

Themes:
  • Sales Productivity,
  • Small & Medium Business,
  • Leadership,
  • Enterprise,
  • Sales Enablement,
  • Innovation,
  • Emerging Small Business
Roles:
  • Entrepreneur,
  • Executive,
  • Sales,
  • New Customer
Products:
  • Data.Com,
  • Sales Cloud,
  • Salesforce CPQ,
  • SteelBrick

Velocity Selling TV – Episode 34 – Working The Plan or Go For The No

Working the plan or go for the no. But wait, isn’t sales all about the numbers and not the ‘no’s’? When it comes to going for the no, it will actually end up doing you as a salesperson better than if you try to get a qualified prospect out of every contact. Why is that?



Velocity Selling TV: Episode 34: Working the Plan or Go for the No

Matthew: Hi Matthew Whyatt here with Velocity Selling TV Episode number thirty-four, and we’re talking about how to actually go about tracking behaviours. Now Bob, one thing that comes up a lot in meetings once we go ahead and build out this plan and we’ve got the salespeople saying that they’re committed, one of the challenges is actually on a daily basis, how do you make sure they’re actually filling out these sales plans so we can really track those behaviours?
Bob: It’s not so much as filling out the sales plan. Our job as a leader becomes easier now because all we have to do is follow up with the sales rep, did they do what they said they were going to do? And that’s why I broke it down into what I call daily disciplines, daily behavours. But here’s the thing for sales reps in particular, firs t of all, I’ll tell you a bit of a story. I was on 100% commission, I only made money if I sold it so I like to believe as salespeople whether we’re 100% commission or not, we should have what we call an owner’s mentality. You are the CEO of ME INC. I’m the CEO of my inc, and you’re the CEO of your inc. and what we need to do is think like owners. And what I found was, when I was doing this, I was actually selling franchises in Canada that were based in the US. Everyday they would give me leads and I would make phone calls. So the first thing I did is, I would record, how many leads did I get today? In other words, you take a piece of paper and you list across the top all the different areas of activity that you get involved in and then down the left hand side, numbers one to thirty- which is each day of the month.
Matthew: Yeah.
Bob: It’s a little similar to the monthly monitor chart but different. So, here we go: Day One- how many leads did you get? From those leads, what did you do? Made phone calls. Those phone calls, how many people answered the phone? How many people did not answer the phone? From those phone calls, how many appointments have been set? From those appointments, how many presentations were made? From those presentations that were made, how many were qualified? From the qualified, how many were sold and what was the dollar value? Get the idea?
Matthew: Sure.
Bob: See, every time you do one of these things, you just mark it on your piece of paper, very rough, and at the end of the day you tally it up. Now here’s what it did for me: I was making 600 calls a day. Out of the 600 calls a day, I was only getting, sorry, 600 dials is the way I did it. So I was doing 600 dials. Out of the 600 dials, I was only getting 300 contacts.
Matthew: In a day or in a week?
Bob: This was a monthly average.
Matthew: Ok.
Bob: I did this for three months, 600 calls, and I was doing, this was part-time by the way, I had a full time job at the same time.
Matthew: Right.
Bob: What it was, 600 dials which lead to 300 contacts- contact means a live body- no voicemails, no wrong number, none of that stuff, it lead to a live body. Out of the 300 contacts, I would get 285 rejections. I would find 15 people that would qualify. Out of the 15 people that were qualified, only 5 would really have the money to take a trip to the United States to visit how this worked.
Matthew: Yep.
Bob: But out of the 5, only three would show. Out of the three that showed, two would buy. I was making $1500 commission. So that gave me a total of $3000 every month for two sales.
Matthew: Got it.
Bob: After three months of looking at this, I said to myself, ok, how can I make more money? So let’s go through the numbers here: well one, I’m making 600 dials. But before we even go there, if I make $3000 dollars, and I’m making 600 dials, how much am I getting paid per dial? $5 a dial.
Matthew: Sorry, I’m enrolled in the conversation, I didn’t answer the question.
Bob: You know me Matthew, I like to engage.
Matthew: Now, I don’t have to do math, I’m in Sales Bob.
Bob: I make $5 a dial, I want to make more money, what do I need to do?
Matthew: More dials.
Bob: You got it. Now, and I looked at more dials, I said ok, well let’s look at this, we can make more dials, but why am I only getting 300 contacts out of 600? How could I increase my contact rate? And then I thought about it. This was a business opportunity for people. So, could it be that they’re leaving me their home number? Maybe I’m calling at the wrong time of the day? So after realising this and analysing it, I said, let’s start to do something different. Let’s start the call on the east coast of Canada, because we have about six different time zones here, let’s start the call here and end up on the west coast later on because there’s about a four or five hour time difference between the two. And I did that and guess what? The next thing you know, I’m up to 525 contacts.
Matthew: Wow.
Bob: Simply by changing the time of day of calling. Get the idea?
Matthew: That’s really cool.
Bob: Now, here’s the other one and this was where I was going to say Velocity Selling really started. When a sales person gets asked a question, what does a sales person usually do?
Matthew: Well they usually answer it.
Bob: Exactly and I did too. I’d call them and say, I’m calling about this and that are you interested in a business opportunity? And they’d say, yes, can you tell me a little bit about it? Well Urichuck turned into Yak-achuck. Just like every other sales rep. Blah Blah. And I’d spend half an hour, forty-five minutes telling them all the great things about it. I decided to change that.
Matthew: Yep.
Bob: How could I get a better return on my time invested? So someone would say to me, ok Bob, can you tell me a little bit about it? I’d say of course, I have so much to tell you about it, it’s going to take me at least forty-five minutes, but before I start, can I ask you a question?
Matthew: Sure.
Bob: Have you got $40,000 USD to invest in a business?
Matthew: Yeah, really good.
Bob: And what do you think I’d get right there?
Matthew: Well, it would cut out a lot of people.
Bob: It immediately cut out a lot of people and I saved myself forty-five minutes. Which allowed me to make a whole bunch more calls.
Matthew: Yeah, right.
Bob: And this is the part that people don’t understand, I’d rather get a no, than waste my time with someone who is not qualified.
Matthew: Absolutely.
Bob: Right away I’d go for no and that’s an important part. And that started to change the process and my numbers started to go up from there. So the thing I’m encouraging people to do is track your behaviours. Where does your time go in a day? How many phone calls are you making? How many emails are you putting out? How much marketing are you doing? How many networking events are you going to? What’s your results? I mean, you know yourself Matthew, I’ve told you this before, when I go to a networking meeting, what’s the first thing I do: How many people are here? 100? Well, I make an objective, I get minimum 10%. And out of that 10% I know that 2% out of that 10% is going to give me business in the next three months, because I’ve tracked it all the way through. So we have to always know what’s our objective. Why are we here? What are we trying to accomplish? And we have to always be looking for the best ROTI- best return on time invested. Now, I’m not looking for return on investment I’m looking for return on time invested. And I say that because money comes an d money goes, time just goes. And in business for yourself you’ve only got so much time to make things happen. And we’ve got to use that time to the best of our ability. So, if I can quickly qualify someone to no, fantastic. You know, it’s a lot of ‘no’s’, and I know how to deal with rejection today so I’m ok with it. I actually encourage, go for no. don’t go for yes, go for no.
Matthew: Very cool. Well, Bob we might actually rename this episode as go for the no.
Bob: Yes. Now Matthew, before we go there’s something here and I just want to put on my glasses, I just want to put you into Velocity Selling, the book.
Matthew: Yep.
Bob: In there we provide something called the Behaviour Work Sheet.
Matthew: Ok.
Bob: And when you know your numbers, you can answer this question. In order to generate X dollars, I need to get in front of X prospects? In order to get in front of X prospects I need to book X appointments. In order to book X appointments, I need to speak to X prospects. In order to initiate X point of contacts I need to initiate X points of contact. See what I mean? So it’s a whole flow going through so that if you know that if you made 25 phone calls today you’re going to get so many appointments and out of those so many appointments, you’re going to get so many qualified buyers, and you’re going to make so many sales. So whatever your number is on a daily basis that you need to accomplish, you work it backwards from tracking your behaviours and you’ll know in no time what you need to do to make your numbers.
Matthew: Fantastic Bob. Really clear stuff, I coach all of my people to know those numbers and you know, to the people listening, if you don’t know those numbers, that should probably be your little gem, take away today. Start tracking this stuff. Start understanding where your business is at.
Bob: But let me put something to you Matthew that I put to sales people around the world. Would you say that sales leaders focus on the numbers?
Matthew: Usually, yeah.
Bob: How do you get the numbers? Through behaviours.
Matthew: Yep.
Bob: Our job is to make sure that our sales reps are demonstrating the right behaviours. If they’re doing the appropriate behaviours, they’ll hit their numbers do you agree?
Matthew: Got it.
Bob: Stop managing numbers. Start managing people’s behviours. Before you manage people’s behaviours, get them to define them to you then you’re just coaching them on doing what they said they’re going to do. Simple as that.
Matthew: Really good Bob. Fantastic. Well thanks very much for that. That was a longer episode but I think there’s so much value in there. Hopefully everyone is enjoying these as much as I am. Talk to you later Bob.
Bob: Alright. Thanks a lot Matthew.
Matthew: Bye-bye.



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Velocity Selling TV – Episode 33 – Developing your Sales Plan

Developing your sales plan can seem like a daunting task- better left to the sales leader or sales manager for you to follow when it’s done. But the sales plan is more important to the individual sales rep than most sales teams realise. This is due to the fact that the sales plan needs to be made up of the individual sales goals of the sales rep themselves.



Velocity Selling TV: Episode 33- Developing Your Sales Plan

Matthew: Good morning, it’s Matthew here from the sunny Gold Coast. We’ve got Bob Urichuck up in Ottawa, Canada. G’Day Bob.
Bob: G’Day. But it’s good evening to me now Matthew.
Matthew: We are on the opposite sides of the world but we are certainly aligned with how we do sales.
Bob: Exactly, ‘cause it’s the opposite as well. That’s fantastic.
Matthew: Perfect. Hey look Bob, over the last little while we’ve spoken about goals, we’ve then talked about organisational goals, last week you mentioned about sales people developing a draft sales plan. Actually, I just wanted to get a bit more under the hood about that, how do we actually do that?
Bob: Ok. I think the first thing is, for the sales leader and the sales rep to have discussions where the sales rep comes up with their target for the year. In other words, it’s negotiated back and forth. We help them to discover and come up with that number so that they own the number. That’s step one. Step two is: Ok, now that you’ve got that number, how are you going to achieve it? So what you do is, you take out the goal log form and the goal log has all the different elements in it that you need to address. So what we do is we start to use that as a draft sales plan. It’s a goal. Let’s say for example we want to hit a million dollars. We take them through all of the goal log. But what we need to do now is do this- and this is an important part for the sales rep to understand and the sales leader- the biggest challenge for people is when they establish a goal, that goal is humungous. Let’s say we use an even, nice round number. The goal is- you got to do a million dollars of sales this year Matthew.
Matthew: Ok.
Bob: Now, that sounds like ‘Ah!’ to some people. Some people they’ve got hundred million dollar sales. I mean, do you remember the contract I had in Dubai?
Matthew: Sure.
Bob: Their goal was 5.7 billion! You know, and that’s humungous. But here’s the thing, that goal blew everybody away. But when you take it down to the individual rep, now you have a goal, and let’s say you’re responsible for a million, well let’s take that million and let’s break it down into quarters. Let’s take the quarters and break it down into months. Let’s take the months, break it down into weeks. Let’s take the weeks and break it down into days. And then, let’s define our daily behaviours that will help us to reach that goal. In other words, we’re simplifying it, simplifying it, simplifying it, right down to what I like to call- I called it behaviours, but I also call it daily disciplines. What are the things you need to do on a daily basis to get you where you want to go? Now, when you prepare it, from annual to quarter to month to week and everything, you go to look at the past year’s numbers. What was produced? When were you on holidays? When were there sales conventions? You got to take a look at all the different factors that come into play here and get serious about narrowing it down, narrowing it down, narrowing it down. Because where I’d like everyone to go next in the future is to what I call, tracking your daily behaviours so that you can identify where you’re getting the best ROTI- The best return on your time invested. The problem is, we’re so busy just moving forward, moving forward, and sales people don’t like administration or paperwork, and this is- I’m not asking sales leaders to force this on your people, it’s the last thing I want. As an independent business man, I track my behaviours. I know where I get my results and where I don’t. So I put my focus on here’s what I’m going to do to get the best ROTI. Now ROTI is a new word that I’m bringing in here and it’s return on time invested, but in about four or five episodes from now, we’re going to be talking about ROTI in great detail, so make sure you stay tuned on that. And it’s all about our behaviour towards buyers.
Matthew: Fantastic.
Bob: So for now, the draft sales plan is use the goal log, and break down your numbers by quarters, by weeks, by days. Define your daily disciplines. It’s a draft. Now, why do we call it a draft Matthew?
Matthew: So we can actually go ahead and change it and modify it and allow the sales person or the sales leader to take ownership.
Bob: Exactly. We want other people to take ownership and be part of the team to help us get there. And that’s the whole idea. Until everybody’s got their input and you’re feeling comfortable, you’re ready to put it into action, well, you sign it, you commit to it, and you make it happen.
Matthew: Fantastic Bob. Well that’s great. We’ll come back next week and we’ll keep expanding on this idea of really inspiring the sales people and your sales team to greater heights.
Bob: That’s great Matthew, thank you and have yourself a great week ahead.
Matthew: Thanks a lot, bye-bye.



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Velocity Selling TV – Episode 32 – Message for Sales Leaders

Becoming a Sales Leader - Sales Motivation and Coaching

There is a secret success behind every sales team, every sales person. That secret being a great sales leader. Without the sales leader, helping to set goals and ensuring they are met, the sales team will have no motivation nor drive to do their job. But what happens when the sales leader uses the old, worn out methods of sales leadership?



VSTV: Episode 32- A Message for Sales Leaders

Matthew: Welcome to Velocity Selling TV, I’m your host, Matthew Whyatt, and we’ve got the founder of Velocity Selling up in Ottawa, Canada, Bob Urichuck. G’Day Bob, how are you going?
Bob: Fantastic Matthew and good to hear your voice again.
Matthew: It’s great to be back. We’re on episode thirty-two of our journey throughout this entire year to really uncover what it means to be a modern salesperson in a new economy of buyers. Actually, by the way, if you’re not sure what we mean by a new economy of buyers, go ahead and grab our download- we’ll stick it in the comments below- what it means to be a modern salesperson. Don’t fall into the buyer’s system. But I might be getting a little ahead of ourselves. In the last couple of weeks Bob, we’ve been talking about having our personal goals. Now bob, why do we talk about personal goals before organisational goals?
Bob: Well, you know Matthew, maybe I’m a bit of a, well, I always do the opposite, as you know and that’s what’s made our system so successful. We teach the opposite of selling which is buying. When I was in the corporate world, they taught me about corporate goals but they never taught me about personal goals. And it hit me one day, hey wait a second, what’s more important? Corporate goals or personal goals? And I figured, you know, I’m more motivated if I know what’s in it for me and so what I ended up doing is, I ended up creating personal goals which related to corporate so if I accomplished a corporate objective, I’m reaching a personal goal at the same time. So what we did in the last few episodes is we discussed personal goals. Why do you go to work? It wasn’t about making money, it was about living the lifestyle that you want to live. And you know, we talked about all the different elements that you need to do to accomplish personal goals. Well now that you have personal goals, we have to take this same program and apply it to the corporate world. So again, we use the goal log, and if you recall the goal log and maybe you want to attach it here for those who missed a previous episode or refer back to where they can download it. But in the goal log, we talked about setting S.M.A.R.T goals , we talked about outcomes, what do you see, what do you hear, what do you feel? We talked about what are some possible obstacles that can come up along the way and what are some contingency plans to help you overcome those obstacles? We talked about skills and behaviour, people, groups of people who can help you. We talked about an action plan that how to really simplify it and little bites at a time to make things happen. And of course, with the action plan we then looked at monitoring and measuring your progress and of course, the important part, commitment and taking action. Don’t sign it if you’re not prepared to make it happen. So the same process that we talked about for personal goals applies to corporate goals. Now, Matthew, you’ve been in Sales all your life, you’ve been s sales leader. What do sales leaders have a tendency to do each and every year with salespeople?
Matthew: Well, I think one of the big things that we do in sales, I guess legacy salespeople, leaders, is to set the goals. Say, this is our target, you guys got to hit this.
Bob: Yes. Now when you tell me, and let’s say I’m your salesperson, you’re telling me I got to hit a million dollars this year. Do I own that number or is it our number?
Matthew: It’s totally my number.
Bob: It’s totally your number. I have no ownership. It’s your problem, not mine. So let’s reverse that. What can we do differently, as we teach in Velocity Selling, to make that difference?
Matthew: We said that, we understand what the salesperson needs, and see if we can attach that to the corporate goals and then put together an action plan to execute on it.
Bob: Exactly. And part of it is, sure corporate, we know the big number, but who knows your territory better Matthew? You or me as your manager?
Matthew: Me as the salesperson.
Bob: Exactly. So as a sales leader why not engage your salespeople. They know their territory, they know their products, they know it all better than you do, engage them into coming up with a number. And if they give you the number, who owns that number?
Matthew: They do.
Bob: Exactly. And that’s what we want. This is part of getting commitment out of people. We want to engage them in the discussion. Now what you’re going to find sales leaders, is a lot of times, you’re going to have to negotiate them downwards because salespeople are over optimistic. But you’re going to get the odd one that’s going to be low and you’re going to have to negotiate them upwards. But the bottom line to all of this, it’s not your number, it’s their number. And then of course, what you want to do once you have the number is say to them, ok, give me a sales plan, a draft sales plan- which means it’s open for input. Prepare a draft sales plan and how you’re going to do it. And this is where we pull out the goal log, and based on the goal log- and all the questions and things we identified earlier, they answer all the different points and there’s a draft sales plan. Allow the sales manager and the other people on your team to provide input to make it even better. And then you sign it, you commit to it, and then you go out and make it happen.
Matthew: Fantastic. Well that’s really simple, but it’s simple, but really I guess you would say it is very, very clear for the salesperson and elegant- that’s the word I was searching for. It’s an elegant solution. Well, that’s, I think if we just have that nugget today that would probably be enough. Is there anything you want to add?
Bob: No. It’s just, sales leaders, stop demonstrating inappropriate, old time sales behaviours. Stop pushing your number on people. Stop telling them what to do. Change that to engaging them and when you demonstrate the right behaviours to your salespeople, guess what your salespeople are going to do at the buyers? They’re going to follow. It’s monkey see, monkey do. So sales leader ,the pressure is on you to demonstrate the appropriate behaviours that you want your salespeople to follow.
Matthew: Fantastic Bob. Thanks very much and we’ll see you again next week.
Bob: Sounds great Matthew, thanks again for the call.



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Velocity Selling TV – Episode 31 -Commit And Take Action

Velocity Selling TV returns with Bob Urichuck, the founder of Velocity Selling, and Matthew Whyatt, the CEO, as they converse about the commitment it takes to see your goals become a reality in Episode thirty-one.


VSTV Episode 31- Commit and Take Action

Matthew: Hi Matthew Whyatt here, the host of Velocity Selling TV and we’ve got the founder of Velocity Selling, Bob Urichuck up in Canada. Welcome Bob.
Bob: Hi Matthew.
Matthew: Hey Bob we’re on episode thirty-one and what we’re going to be talking about today is commitment. And actually, I was just thinking about that and you know, there was a movie that came out a few years ago called ‘The Secret’, and people were walking around dreaming about their perfect life and attracting these wealth and success and happiness. And you know what? Very few people were able to dream themselves into their perfect life or perfect career, perfect success, because very few people actually committed to a set of daily, as we say daily disciplines, daily action plan. So Bob, just want to walk us through how we will frame that commitment to actually create that success in your life.
Bob: Ok. So, Matthew, this is all part of the goal log and this is the last step in the goal log and if people haven’t downloaded the form yet, I suggest you do. Because we start out with S.M.A.R.T goals, a goal with a date. We look at the outcomes, the obstacles, contingency plans, skills and behaviour, the people, the groups of people, we build an action plan. Easy, step-by-step, little steps, and we reward ourselves along the way as we monitor and measure ourselves accordingly. Now, you’ve completed the goal log. There’s one thing left at the very bottom of the page. Now, what do you think it is Matthew? You go to the bank and you borrow $10,000. What do they want from you in return?
Matthew: They want that money back. They want a commitment that you’re going to pay it back.
Bob: And how do they get your commitment?
Matthew: Well, they get you to sign your name.
Bob: You got it. This is what you’re going to do now with your goal log. You’re going to review that goal log, every part of it, and ask yourself, am I going to do this or not? If there is any doubt in your mind, do not sign it, do not lie to yourself, don’t commit to something you will not do. That only lowers your self-confidence and your self-esteem. We’re not here to do that. We want to boost it. If you wrote it all out, and you do what you say you’re going to do, and you’re ready to take on that challenge, now’s the time to sign your name to it and commit to it. You’ll never find the time to do it, you got to make the time to do it. And this is what it’s all about: commitment. And it’s like the definition of discipline: Discipline is a commitment to the most important person in the world. It means doing what you have to do, even when you don’t want to do it. And that’s the final step of the goal log, committing to it and doing it. Taking action and making things happen. Being proactive, being ahead of the game, and making things happen, not wait for things to happen.
Matthew: Well that’s fantastic Bob, I don’t think I need to add any more there. Thank you very much, that was episode thirty-one. We’ll see you next week.
Bob: Yeah, and we’re going to start now to get into behaviour towards your organisation because this part kind of wraps up our behaviour towards ourselves and why we go to work. And the whole reason was, of course, to set personal goals. Now that you have goals, now you have reason to go to work. So now when we go to work, what do we expect to accomplish at work? And we’re going to look at goals, we’re going to look at tracking behaviours, paid time, no pay time, and a lot of other different elements that could help people become more productive in their professional life at work.
Matthew: Fantastic, looking forward to it.
Bob: Catch up with you next week.
Matthew: Bye now.
Bob: Bye-bye.



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Velocity Selling TV – Episode 30 – Reinforcing Positive Behaviours

Velocity Selling T.V. Episode number 30 covers how to reward yourself and reinforce positive behaviour. The podcast features sales experts Bob Urichuck and Matthew Whyatt.



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VSTV Episode 30: Reinforcing Positive Behaviours

Matthew: Welcome back to Velocity Selling TV. I’m you’re host, Matthew Whyatt and we’ve got the founder of the company in Ottawa, Canada, Bob Urichuck. Welcome Bob.
Bob: Hi Matthew.
Matthew: Hey Bob, we’ve been talking about goals, we’ve been monitoring them, and really, what I want to talk about today is how to actually go ahead and create the behaviours and reward he behaviours. And so very much, like, I’ve had dogs that I’ve trained, and what I’ve found in actually making things stick for me personally, is giving myself a little reward. It doesn’t have to be food- although I love food, it doesn’t have to be food. Bob do you just want to talk us through that, how you created these disciplines and then reinforce them over time.
Bob: Ok, I guess- again this is all part of the goal log and all part of the activities on a goal. If you want to make a goal a reality, it’s got to be S.M.A.R.T, it’s got to have its dates, we’ve got to have our outcomes, what we see, what we hear, what we feel. We’ve got to look at obstacles, contingencies, skills and behaviours required, people and groups of people, we create an action plan that’s simple- step-by-step that breeds success. We monitor and measure our progress as we did in the last episode and we talk about the monthly monitor chart. And now, what we want to do today is talk about reward and there’s only two parts left to the overall goal log- it’s rewarding yourself for doing what you say you’re going to do. And this is a daily discipline within itself and the final one on commitment which we could do in the next episode. But right now, I want to take a look at rewards. We have to look at our whole day and I guess a great way to share this is: I often say to people, ‘Get up early. Give your first hour to yourself. Call it your power hour. Particularly if you’re a morning person.’ I used to get up at 7:00 in the morning and I changed it to getting up at 6:00 in the morning. I used to get up, have a cup of coffee. Well now, I dedicate that one hour to me and at the end of that hour, I use coffee as a reward. It becomes my first reward of the day. I’ve earned it now, I feel good about it because I’ve dedicated that time towards myself. And of course as I drink that cup of coffee, I’m grateful for the fact that I can have a cup of coffee when there’s millions of people around this world that can’t get a clean glass of water. And I count my blessings for the day. So it’s a great way to start your day. So when we take a look at rewards, and it’s not just for ourselves, it’s for others as well. We have a tendency to look at the things other people do wrong and we do that only because we don’t look at the good we do, we have a tendency to look at the things we do wrong as well. Would you agree?
Matthew: Absolutely.
Bob: It’s like recognition and praise is the strongest motivating factor in the workplace and yet, when I ask people, why don’t we work in an environment in praise and recognition, you know, people don’t get it. But when you apply our Rule of Three plus, and you question the answers, question the answers, you find the truth. Well what do we do to ourselves all day? We criticise ourselves. If we criticise ourselves, that’s an ineffective habit. So what we need to do is turn that around and start to recognise and praise ourselves. As we recognise and praise ourselves and feel better about ourselves, well then, we can see the good in others. So each us has to change so that we can use these rewards, not only for ourselves, but in the behaviours of others. And when I say rewards, it’s praise and recognition, and rewards. It’s the same sort of thing. So what we need to do is, if you pick a task and you put down your daily behaviours for a goal- here’s the things I’m gonna do, you do them. Define what your reward will be at the end of that. Now this works two ways: you do what you say you’re gonna do, you reward yourself. If you don’t do what you say you’re gonna do, you don’t reward yourself. For example, if I got up late this morning, I wouldn’t allow myself to have a coffee.
Matthew: Got it.
Bob: And it’s that kind of game you’ve got to play in your head and if you do that with the monthly monitor chart for the next twenty-five days, it will become a habit. So the idea is to help you start recognising the good that you do and start rewarding yourself for the appropriate behaviours that you demonstrate on a daily basis. Any behaviour that gets recognised or rewarded, gets repeated. Just make sure that they’re effective disciplines, effective behaviours, that you’re rewarding. Not ineffective ones.
Matthew: Yeah, fantastic. You know there’s a lot of parenting books and I’ve got two young boys, a seven year old and a six year old and it’s easy for us to say, you know ‘I’ve asked you to do this, and you haven’t done it’. And it’s actually really challenging. What’s interesting is I found it’s challenging to catch that good behaviour. And I talk about it often in sales meetings and business meetings, environments where we try to catch that good behaviour. I used to carry a some twenty dollar notes around in my pocket in my sales room and sales team, and whenever I heard a good spiel, or heard a good question, I would peel it off and just hand it to them. Look, I might have spent twenty, thirty, forty dollars a day, but that actually- that stuff got reinforced. So I’m bringing that across to my family life now- and I’m not giving my kids twenty dollar notes, but I’m trying to recognise. So this is all part of my journey and this is why I love doing these episodes with you Bob, it’s part, it’s education for everybody else, but really it’s a selfish thing. I get to have these things reinforced for me so I really appreciate it. Hopefully spmebody out there is watching, someone actually gets some value out of these as well.
Bob: Exactly. We’re hoping so, ‘cause that’s why we’re doing them, we want to make this a better world and particularly a better world for sales professionals.
Matthew: Alright Bob, well, thanks very much for that. Let’s find those rewards. Whether they are recognition, they are….What other ways would you suggest that one could be recognised?
Bob: Well recognising, it’s usually best to do it at the time when it happens. For example, in a lot of my seminars, I’ll ask a question and one person will answer, out of a hundred people.
Matthew: Yeah.
Bob: I’ll stop the whole seminar and say ‘Excuse me, thank you for your answer. But bear with me for a moment, everybody: Did this gentleman take a risk?’ And they’ll all say yes. Ok. Taking a risk, is that good behaviour? And again, they’ll say yes. And I said, ok, let’s recognise him and reward him and I give him a hand, and I give him a poster, a book, or something. Because what I’m trying to demonstrate here is, taking a risk is good behaviour and in sales we have to be able to take risks, we have to have courage, we have to have confidence, we have to stand up and believe in things. And when you have that step, well, you’re moving to your ten rating than ever before.
Matthew: Yeah, that’s perfect Bob. And that’s a great lesson for parents, and also CEO’s, managers, is find that way of a person displaying the right behaviours and then catching it as we go.
Bob: And be sincere, and do it right away and in front of others is even better.
Matthew: Perfect. Alright Bob, thanks very much. That was episode thirty, and we’ll come back next week with another one. See you later.
Bob: And congratulations on that, thirty is pretty good Matthew. Thank you.
Matthew: Pretty good – ok. Thanks Bob, bye-bye.




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Velocity Selling TV – Episode 29 – Winning Every Day

Sales Coaching Strategies, Achieve your Goals

Velocity Selling T.V. Episode number twenty-nine kicks off with sales experts Bob Urichuck and Matthew Whyatt discussing how you too can be winning every day. Once you start to form effective habits, you can begin to effectively reach those goals by getting closer every single day. Daily monitoring helps keep your goals at the forefront of your mind and reminds you of what is important.



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VSTV: Episode 29: Winning Every Day

Matthew: Well, welcome back to Episode twenty-nine of Velocity Selling T.V. We’ve got Matthew, your host- I’m Matthew, and we’ve got Bob up in Canada. Welcome Bob.
Bob: Yeah, hi Matthew. Good to see you once again.
Matthew: Great to see you too. So we’ve been talking about setting the goals in place and taking action and then, one of the things I really love doing is having a win every day. We might have really big goals, but how do we break that down on a granular level? How do we have that win every day? And one of the tools that you use is a monthly monitor chart. So can you walk use through how to use that Bob?
Bob: Yeah. Well, what we’ve done is we provided everyone with a brief overview of what we call the goal log. And the goal log takes you step-by step through all the goals you need to accomplish. Once you have your action plan set out, you need to figure out a way of how can you monitor and measure your progress. So if you say you’re going to do something, well how can you monitor yourself? How can you measure yourself? Well, I put a lot of thought into this and out of that I created what I call a ‘Monthly Monitor Chart’. In the book, ‘Velocity Selling’, there’s obviously a monthly monitor chart and I’ll just hold it up here, I don’t know if it’s going to be readable or not, but to give you an idea, across the top, from left to right, you’ve got the numbers one to thirty-one which represent each day of the month. Down the left-hand side here, we have all the daily activities. In other words, it starts with goal review, and then you’ve got three lines, a.m., noon, and p.m. Matthew, what would happen if you reviewed your goals three times a day, every day?
Matthew: Well that stuff really gets in your head. It starts becoming part of your conscious thinking and your subconscious action plan. I’ve actually got a, I’ve used that list, but I’ve also got a list in my notes that I read through on a- actually I only read them morning and night- maybe I got to start doing it out at lunch hey?
Bob: Well the idea here is, when you do it, you give yourself a check mark.
Matthew: Yeah.
Bob: So in other words, giving yourself a visual check mark, yes I did review them this morning at noon. Now, the next level here, is you have what you call daily affirmations. ‘I will praise’, ‘I will ask more questions’, you know, things along these lines. Things that you want for your own personal self, ‘I’ll talk positive to myself’, we call them daily affirmations. And as you read them, it’s not just reading them and giving yourself a check mark, it’s applying them throughout the course of the day and then give yourself a checkmark. Get the idea?
Matthew: Yeah, got it.
Bob: And then the very bottom part here, we have, what are your three top goals for this month? So you identify the three top goals, and it could be in three different categories, but underneath each category, category one could be sell ‘X’ dollars’ worth of revenue, or create ‘X’ dollars’ worth of revenue this month. Well then, underneath it are, what are the three things that you need to do every day to help you reach that goal? So in other words, the goal is there with three daily activities that you have to do to reach it. And we do this for three goals. Now the idea is giving yourself check marks. You know that it’s said that if you do something consecutively for twenty-one days it will become a habit. What we’re trying to do here is get you to create effective habits. A big part of the habit is, we allow you to do twenty-five check marks out of thirty-one. If you do twenty-five check marks out of the thirty-one within a month, you’ll accomplish it, you’re well on your way. So it’s a simple tool, it’s a piece of paper, you can have it soft copy, you can have it hard copy, you can change the wording on it, but the whole idea it’s there to keep you on track of your daily behaviours- day in and day out. Now, I’ve used it many, many times in my life, in many different ways and you’ll find that- like there was one time I wanted to spedn- my kids were teenagers, and I wanted to spend more time with them. And after a month, I only saw five check marks. I start scratching my head and saying ‘Why?’ and then I realised my job is taking me out of town a lot and I’m on the road. And if I’m out of town, well I can’t spend time with them. So it made me open up my eyes and ask myself ‘How important is that goal?’ and to me it was very important at the time. So the next month I changed the goal to finding another job with less to no travel so I could spend more time with my kids. It took six months for me to actually get into another job, but seven months later I was getting those check marks on it. So what it does sometimes it helps us to analyse our life a little further and see some of the obstacles that are preventing us from where we’re going and then make changes within our goals to help us get there.
Matthew: Yeah, very cool.
Bob: The thing is, it become a daily discipline- monitoring your behaviours on a daily basis and then of course, the final part to all this is reward. And maybe we should save that for our next episode because when you do what you say you’re going to do, you should always reward yourself. Do you remember very early in the beginning of these episodes, we talked about praise and recognition, or rewards, reinforce behaviour. So if we see positive behaviour, we want it rewarded so that it gets repeated. So any behaviour that’s recognised or rewarded gets repeated. I want to make sure that you do what you say you’re going to do and then reward yourself accordingly.
Matthew: That’s fantastic Bob. Now what I’ll do is, I’ll go ahead and put a link to download the monthly monitor chart. I’ll put it in soft copy so that you can edit it up and make it your own.
Bob: Sounds great Matthew. Thanks for sharing that with everyone.
Matthew: Fantastic, talk to you later. Bye-bye.
Bob: Bye.




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Velocity Selling TV – Episode 28 Turning Knowledge Into Action

Velocity Selling T.V. Episode number twenty-eight kicks off with sales experts Bob Urichuck and Matthew Whyatt discussing what actions are required to get yourself on the right path to reaching your goals.




Velocity Selling TV Episode 28: Turning Knowledge Into Action

Matthew: Welcome to episode twenty-eight, Matthew here, your host and of course, we’ve got Bob Urichuck the founder of Velocity Selling up in Canada. G’Day Bob, how are you going?
Bob: Great Matthew and good to see you again.
Matthew: Great to see you too. Hey Bob, over the last thirty episodes, almost thirty episodes, we’re on episode twenty-eight, of Velocity Selling T.V. and over the last, essentially a year, we’ve been talking about, really putting into place the attitudes and behaviours that are actually going to propel our listeners and ourselves to massive success. Now one of the people that has achieved massive success and also helps his clients achieve massive success is Tony Robbins. We all know Tony Robbins, and love him, but I just want to read a quote, it’s on my phone here so, I haven’t memorised it, it’s not one of our quotes Bob, but it’s all about putting things into action- knowledge into action. So his quote is “I love quotes, but in the end knowledge has to be converted to action or it’s worthless.”
Bob: Exactly.
Matthew: So Bob look, you know, I know that we’re talking about goals, we’re talking about making them S.M.A.R.T., we’re talking about anchoring them down, you know what are the next steps to actually putting this stuff into action?
Bob: Ok well, Matthew, let’s – in context of the last four, five episodes, it’s been all on the goal log. In the goal log we talk about setting a S.M.A.R.T. goal, having a specific date etcetera. We talked about the outcomes, what you see, what you hear, what you feel, making it real as if you’re there. We then reviewed possible obstacles and what are you contingency plans to overcome those obstacles. We looks at resources that were available to you, people, groups of people and the skills and behaviour that you require. So now what we’re gonna do, we’re gonna take all this together and we’re gonna look at: What is our action plan? What are the things that we need to do to help us reach our goal? Now, we’ve got the date, we’ve got the goal, we visualised it, we know, now it’s to take the end result – here’s what we want and work backwards. Start looking at all the tasks that have to be done from accomplishing it, working right backwards to today. Now one of the biggest challenges when it comes to creating an action plan is people create big tasks and the worst thing is about a big task- if you wake up in the morning and you got a big task to do, do you do it first or last?
Matthew: Well often I’ll try to do it- I’ll try to do it first, but really the inclination is to do it last.
Bob: Most people do it last, but if you do the toughest tasks first, you get them out of your way and your day goes on. So what we suggest people do is, you got to remember you’re building an action plan for your success. So that means you want to make it simple and easy in such a way that you guarantee daily success because each day if you’re successful at accomplishing the little task, well guess what, it’s reinforcing your confidence that you can do it and the next thing you know, you’ll have it accomplished. So it’s always breaking down the big tasks into small tasks. Also, if it’s a long term goal, let’s say five year goal or geez, I can remember having a fifteen year goal, to build a house on the river. Well you know I look at the fifteen years, but then I broke it down into three, five year periods. Then I took the five year period, broke it down into years. Then I took the years and broke it down into quarters, the quarters into months, the months into weeks, and the weeks into days. So what I did is I kinda defined daily behaviours, things I needed to do on a daily basis that help, that would help me reach that goal. So the whole idea here is to keep it simple, little actions each day so that success breeds success. If it’s too big a task we have a tendency to push back and then of course we start to procrastinate, procrastinate and then we don’t get anything done. So that’s one of the key things, get that action plan done, little steps at a time so you get that taste of success each and every day.
Matthew: Yeah,
Bob: The other part – Sorry go ahead,
Matthew: No, no. I was just going to say, look that’s really cool. That works on a personal level and also when I’m working, when we’re working with sales teams, you know, I’m often speaking with the CEO, the owner of the company, and said, ok this is our, this is what I said, this is where we want to be,
Bob: Exactly,
Matthew: But how do we join the two? Where we currently are and where we want to be and then working with sales teams, and this is how people can use this in their business- break that all the way down into a day to day discipline so you know you’re winning on a day to day basis.
Bob: You’re a little ahead of me on this one Matthew, because we’re still on behaviour towards yourself, it’s like I said earlier, an earlier episode, you need to have your own personal goals on why you’re going to work, that’s what motivates you. However, the same principles, the same disciplines, everything we’re talking about, we’re going to take it now and we’re going to apply it to the business world. So it works in both cases, exactly. Where do you want to be, work your way backwards to the little things that you can do each and every day. Take the big tasks, break ‘em down, break ‘em down, break ‘em down. Now, you’re quote from Tony Robbins, was excellent, and we’re going to share with you all the knowledge, and it reminds me of Roger Hamilton who shared with us an old Chinese proverb, and I’m sure you’ll remember this one, “To know and not to do, is not to know”, you know?
Matthew: That’s perfect. Absolutely. Well look Bob, that’s beautiful, you know what we’re trying to get people to do is not just to think big and dream bug but also then act big and take those day to day actions.
Bob: Yeah. So if we’re going to take actions and look at actions that you could do, some simple things, dedicate one hour of your most productive time of your day to the most important person in the world, yourself.
Matthew: Yes.
Bob: I have my “Bob Time” from six to seven a.m., I do something to help me get where I want to go. Another great habit that I have is I do a “to-do” list. Before the end of the day, I review my day, What did I do today and who do I need to thank? So I’ll send an email to many people, if they’re a client who met with me, it might be daily disciplines, replying to all the emails, phone calls, this sort of thing. But then what I do is I end my day with my to-do list for the next day and I prioritse them so that I make sure that I get up and I have a plan and I’m ready to rock and roll. And again, try to remove some of these time wasters and the clutter around you. All these things prohibit taking action. And remember, the word goal, G, O, A, L, the first two letters of that word have a very important message: It’s get going, it’s taking action. That’s enough for today Matthew, everybody should set out their action plan and then what we could do in the next episode is we could talk about how you monitor and measure your progress towards your action plan in the next episode.
Matthew: Fantastic. Looking forward to it, talk to you later Bob.
Bob: Alright, take care.
Matthew: Bye.




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Velocity Selling Podcast – Episode 27 – Surround Yourself With Exceptional People

Velocity Selling TV returns with sales experts Matthew Whyatt and Bob Urichuck. This week, Bob shares with listeners another crucial step you must take in order to realise your goals.





Velocity Selling TV Episode #27: Surround Yourself With Exceptional People

Matthew: Well, welcome back to Velocity Selling TV, I’m your host, Matthew Whyatt and we’ve got the founder of Velocity Selling, Bob Urichuck, in Canada. Welcome Bob.
Bob: Hi Matthew, good to see you again.
Matthew: Great to see you too. Hey look, in the last couple of weeks we’ve been getting under the skin of what goals are and what they mean and why they’re so important. And then, gathering together, like a general, what are the resources and things that you need to pull together to actually make that work. So that’s the title of this week’s episode, what are the people and groups that you need to actually make this all come together. So Bob, tell us about that.
Bob: Alright, so we’re back to the goal log – if you haven’t downloaded it yet, download it. It’s a few episodes back but we’ve got the goal log, S.M.A.R.T goals, outcomes, obstacles, contingency plan, we talked about the skills and behaviour required, and this week, let’s talk about the people, groups- people or groups of people or resources that are required to help you realise your dream. I can go back to a dream I had, it was a goal actually, and the goal was: ‘By May 1997 to be a recognised, international professional speaker’. I was still in the corporate world then, and I was using that as an example in my goal setting classes. Well, when I came down to actually leaving at that time and getting my business going, well the first thing I did, I started to look – ok, what people, groups of people, or resources do I require to become a professional speaker? Well, the first thing I did I was already a member of the Canadian Association of Professional Speakers, but I also realised that I could improve my speaking skills, so I thought of Toast Masters. So right there, there’s two groups of people, you know, associations, and I wanted to hang around with professional speakers so I could be one, and I wanted to learn the skills from Toast Masters to make sure I had the right, appropriate communication skills. And then of course, there’s people. The people had stepped up at that time, in particularly one person who unfortunately, is she’s no longer with us, was Velma. She was my speech coach. And she was the type, you know that drilled me on every little error I made, and helped me. But here’s the thing, because I had a coach, and because I belonged to Associations that represented this industry I kinda quick started and got my goal up and running a lot quicker than had I not thought of this in the first place. So you got to think of- what people are out there that can help you get that goal? You know, Matthew’s out there with me helping us reach our goals, different goals, but the same goal for Velocity Selling. We take a look at, there’s people, there’s coaches, mentors, people that could help you, could be family, could be relatives. Take a look at associations, groups of people, no matter what that goal is, I’m sure you can identify people, groups of people, and resources. You know resources- libraries, the Internet’s a massive resource, you know what I mean? Just take a look at the resources available to us today, let’s explore them, let’s get into them. Identify them, this is the tie to do it. Then next week, let’s get back together and we’ll talk about your action plan. Because the next step is all about the action plan and how to set yourself up to do little things each and every day so that you continue along your path of success.
Matthew: Well Bob, that’s fantastic. Thank you very much, I’ll see you next week.




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