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Sandler Success Principles: 11 Insights That Will Change the Way You Think and Sell

Sandler Success Principles: 11 Insights That Will Change the Way You Think and Sell

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by David Mattson

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From the best-selling author of The Sandler Rules - a Wall Street Journal and Business Week bestseller and Amazon #1 Sales Book.

In this book you’ll learn:

-    How to excel at selling by confronting and overcoming the root cause of your negative behaviors
-    Why self-control is a powerful weapon, and how it


From the best-selling author of The Sandler Rules - a Wall Street Journal and Business Week bestseller and Amazon #1 Sales Book.

In this book you’ll learn:

-    How to excel at selling by confronting and overcoming the root cause of your negative behaviors
-    Why self-control is a powerful weapon, and how it creates predictably lucrative relationships
-    How to don your armor going into battle, and when you should relax and enjoy your castle
-    Why you should cover your belly button and leave your “inner child” in the car during sales calls

The simple truths that lead to becoming and remaining a successful person are among the most precious secrets David Sandler famously unlocks for the highly paid and well-regarded sales representatives who are stellar graduates of Sandler Training programs. Now they are revealed for you to learn and use in your own business and career.

A remarkable and sometimes painful part of the process is uncovering the truth about yourself, including how your self-image was shaped sometimes carelessly and perhaps even cruelly. As you grasp the influence of these “old tapes,” you see how you have unknowingly sabotaged your potential for being at the top tier of sales professionals.

You may be astonished to discover what inner dialogue and even demons you now may choose to control and override. The results? You enjoy a significant advantage over those you seek to impress and persuade, and master a predictable way to reach and exceed your career, business and financial goals.

The enormous benefits of self-knowledge and imaginative new tools for self-management are at the heart of the challenging and exhilarating lifelong process of implementing the Sandler Success Principles.

Editorial Reviews

- Rob Howard

The best book I have read covering the subject of professional selling, providing a clear, rationale and systemic approach – not simply the “conceptual.” - Rob Howard, Director, Sales & Marketing Norgren Europe, European Fluid Controls, FAS Group

- Markku Kauppinen

Sandler Success Principles is another great example why Sandler Training is simply the best in developing sales professionals and executives. It offers powerful and practical insights that will make you clearly more successful.
- Markku Kauppinen, CEO Extended DISC North America, Inc.
- Perry S. Fong

Sandler Success Principles reinforced my belief that it is unquestionably the most effective system for developing the necessary skill set for success in any negotiation.
- Perry S. Fong, Senior Vice President RBC Wealth Management
- Kevin McGeeny

If you want your career in sales to be both more productive and enjoyable, read this book to gain excellent insight into what makes sales people successful.
- Kevin McGeeny, CEO StarSupply Commodity Brokers, Geneva & Chicago

Product Details

Pegasus Media World
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6.10(w) x 9.10(h) x 0.80(d)

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11 Insights that will change the way you Think and Sell
By David Mattson Bruce Seidman

PEGASUS Media World

Copyright © 2011 Sandler Systems, Inc.
All right reserved.

ISBN: 978-0-9822554-2-1

Chapter One


There is no growth without pain.

If you've been functioning in your "comfort zone" on a day-to-day basis, feeling rather more or less satisfied with your selling activity and productivity, then it's a good bet that you are producing at a level below your capacity. That's because reaching higher levels of success almost always involves change, which consecutively requires you to venture out of your comfort zone.

In order to change and grow—personally or professionally—you will have to modify your behavior and do things a little differently than you have become accustomed to doing them up until now. You will have to alter some preconceived ideas about what is appropriate, how prospects think and act, what people will think of you, and, most important, what you yourself are capable of accomplishing.

As if making those kinds of changes weren't enough, you'll also need to learn to act with confidence and courage at times when you're not feeling particularly confident or courageous. You'll have to develop the discipline to focus on the task at hand when you'd much rather be doing something else. And you'll have to disengage from some reactions and behaviors that have become second nature to you.

Many people will say they are willing to do "whatever it takes" to achieve a goal—until it's actually time to produce.

All of these changes are prerequisites to building dramatic growth in sales—or in any other area of your life.

While growth may not be easy, it is possible. But, it takes a commitment to do what needs to be done when it needs to be done. Many people make commitments to getting things done, and then almost immediately make excuses why they can't get to it. I bet you know someone like that.

Many people will say they are willing to do "whatever it takes" to achieve a goal—until it's actually time to produce. Then they start making excuses. "It's too tough," "It'll take too long," and "I didn't realize it was this involved" are common reasons given for backing out of the commitment and abandoning the opportunity to grow.

Have you ever wondered why people give up so quickly on the opportunity to grow? There is an answer.

At the age of five or six, when we were sent off to school to be educated intellectually, we were fairly well programmed emotionally about how to act, and to a great extent, how to think. Our parents taught us what behavior was good and what was bad, what behavior was right and what was wrong, and what behavior was acceptable and what was unacceptable. All of that information served us well when we were small. It provided us with a pattern of behavior to exhibit in situations we were ill equipped to evaluate on our own.

The question is, Can we break free of early childhood programming and exercise our free will to change and grow?

We were taught, for instance, not to talk to strangers; we were taught that "money" matters were not topics for public discussion; perhaps we were taught only to speak when spoken to. We learned these and hundreds of other lessons in our early years. Unfortunately, we were not taught that it would be OK to ignore those childhood admonitions later in our adult life, when the situations were different or we were better able to evaluate our circumstances.

As a result, those patterns of behavior still play in our heads and become the sources of discomfort when we are called on to act in a different manner. Without knowing exactly why, we feel uneasy or uncertain in those situations.

As a child, the discomfort we experienced served as a warning. It protected us when we drifted from the accepted behavior—what mom told us to do—and wandered into dangerous territory—what mom told us not to do. It caused us to pull back before we got into too much trouble. As an adult, when we experience the same discomfort, the preprogrammed tendency to "pull back" still kicks in. That tendency, along with the uncertain feelings (and the accompanying fears we conjure up), prevents us from wandering too far outside our comfort zone.

So, the question is, Can we break free of early childhood programming and exercise our free will to change and grow?

Pat makes the break

Pat works for an information technology consulting firm. He was one of the technical specialists providing support to the salespeople. He had become the primary "go to" person and often accompanied the salespeople on sales calls. He was very comfortable interacting with prospects, asking questions to methodically diagnose their situations and analyze the technical aspects of their requirements.

It was not unusual for Pat to hear, "We couldn't have done it without you" from the salespeople. The words, however, cut like a double-edged sword.

Whether it is modifying programs or configuring networks to meet clients' unique needs, Pat could be counted on to come up with the most innovative and cost-effective solutions. The salespeople were quick to admit that it was Pat's ability to analyze complex situations and develop simple solutions that had enabled them to close sales that otherwise would not have been closed.

It was not unusual for Pat to hear, "We couldn't have done it without you" from the salespeople. The words, however, cut like a double-edged sword. Pat appreciated the praise, but at the same time he was envious, perhaps even resentful, of the large commissions the salespeople earned from his expertise.

Recognizing his ability to work well with prospects and customers, both the sales manager and the VP of sales encouraged Pat to "take a stab" at selling. On several occasions, they had offered him the opportunity to develop his own accounts. Each time, he responded with an offhand comment such as, "I oughta give it a try ... just as soon as things calm down a bit."

You'd think Pat would have jumped at the chance to develop his own accounts. He understood the company's products inside and out. He was effective in communicating with prospects and clients, knowing when to dial back the technical jargon and when to turn it up. And, he had proved, time and time again, his ability to analyze prospects' needs and develop appropriate solutions.

So, why didn't Pat "jump?"

Pat was intrigued by the opportunity to develop his own accounts and the opportunity to earn more money was appealing. But, Pat was hesitant. He felt uneasy moving into sales. He clearly understood that making the leap would take him out of his comfort zone, which was the purely technical aspects of the sale.

Pat had always been brought into the picture after the initial contact was made and the need established. Someone else identified and qualified the opportunity before he showed up to "do his magic." He recognized that to develop his own opportunities, he would have to scout them out and qualify them. He would have to make prospecting calls—something he had never done before. He would have to help prospects discover what they were missing by not having the products and services his company provided—again, something he had never done. The questions, How do I do all that? and Can I do that? kept running through his head.

So, why didn't Pat "jump?"

Pat also worried about what would happen if he "failed" in the sales arena. There was prestige attached to being the company's "go-to" technical person. He wondered if he would be giving that up if he made the transition into sales.

Pat's concern about having to learn and apply new skills was normal. His concern about how he would be viewed by his colleagues was normal, too. But, the knot he felt in his stomach every time he thought about making the move to sales was not normal. In fact, it was what was holding him back from taking the leap.

Pat discussed his feelings with the sales manager, Gerry, who was eager to see Pat make the transition. Gerry reassured him that the uneasiness he was feeling was normal and that he would receive all the help necessary to develop his selling skills.

Pat appreciated the encouragement and reassurance. However, he still felt somewhat uncomfortable. He couldn't help but recall something his mother used to say when he was a child: "Don't pretend to be something you're not." Interestingly, he couldn't remember any of the circumstances for which that "advice" was given.

Nonetheless, the admonition had stuck for all those years and it was making it difficult for him to leave his comfort zone—his tech world where he was the expert—and take a chance on succeeding in the sales world where he was clearly a novice.

It took about ninety days or so for Pat to develop a rhythm of productive behavior.

Despite the worries, fears, and doubts, Pat eventually took the leap. And, yes, he experienced all the pains, problems, and challenges new salespeople experience. He struggled with prospecting phone calls. Several people cut him off in mid sentence, said they weren't interested, and hung up. Some ended the call with the ubiquitous request for literature. And, others requested that he call back at a later time—which he did—and then they wouldn't take his call.

He muddled his way through initial appointments, attempting to "qualify" the opportunity the way he was taught. Sometimes he came away with the necessary information; sometimes he didn't.

Pat made presentations to people who turned out not to have final buying authority or an appropriate-sized budget. In other words, he made all the mistakes rookie salespeople usually make, but he kept at it, and kept learning.

Despite the discomfort—which he prayed would be "short term" as Gerry continually reminded him during their regular coaching sessions—Pat was committed to "hanging in." He wasn't a quitter.

It took about ninety days or so for Pat to develop a rhythm of productive behavior. His prospecting calls became more polished and more effective. It became much easier asking the hard questions required for qualifying opportunities. His apprehension about asking prospects to make commitments to future actions had also disappeared.

Reflecting on those ninety days, Pat revealed that not a day had gone by that he didn't quit the job—at least mentally—or ask himself, What am I doing? His doubts and fears were ever-present at the beginning. But, he was able to put them aside ... at least long enough to do what needed to be done. Eventually, his doubts and fears faded into the background. Pat wasn't "pretending" to be a salesperson—he was a salesperson. And, the commission checks he was now receiving—large commission checks—were proof of that.

In Summary

Pat knew at the outset that transitioning into sales wasn't going to be easy.

He knew that he would have to go through a period during which he wouldn't have all the answers, he would be uncomfortable, and he would experience failures.

He also had an inner sense that he could—and would—succeed, especially since he had the help and encouragement of his peers.

Pat was willing to endure some short-term pain in exchange for long-term results.

Are you?


Have You Been "Playing it Safe"?

>> Make a list of personal and/or professional "growth" opportunity goals you've been avoiding or have put on hold.

>> What have you wanted to be able to do, to know, to be known for, to learn?

>> For each goal, identify the benefits—tangible and intangible—that would accrue to you, your family, your business, your community, etc., when you achieve the goal.

>> Next, rate your commitment to each goal on a 1-to-5 scale, where 1 represents a weak commitment and 5 represents an undeniable commitment.

>> Be brutally honest with your rating. If you've "always wanted to learn to play the piano," for instance, but you've never opened the phone book or checked the Web to locate a music school, the goal likely deserves a rating no greater than 1.

>> Focusing on the goals you labeled with a 5, identify the roadblocks—real or imagined—that have held you back.

>> What are the "pains" you will have to endure in order to pursue each goal? No excuses allowed—it's a time to be truthful. What, exactly, has prevented you from pursuing the goal? Is it fear of failing or, perhaps, looking foolish? Is it the perceived "hard work" that's put you off? Is it self-doubt or a lack of self-confidence?

>> What resources—people, training, education—are available to help you lessen the pain?

>> Are you willing to ask for help? Are you willing to accept help?

>> Finally, and most importantly, are you willing to do whatever it takes, for however long it takes, to reach your goal?

IMPORTANT: If your answer isn't a resounding "yes," consider the possibility that the goal doesn't actually deserve a commitment rating of 5!

Chapter Two


Keep your belly button covered.

Selling is an emotional experience shrouded by an intellectual process.

On the surface, selling appears to be a rather intellectual process: matching products and services with people who have a need for those products and services. If there's a match, you make a presentation—demonstrating the goodness of fit—obtain the prospect's commitment, deliver the product or service, and get paid for your efforts. If there's not a match, you move on to someone else.

If it were only that clear-cut ... and that easy.

First of all, in order to match products and services with people who need them, you must search out and contact those people—people who, for the most part, simply want to go about their day without being interrupted.

Then there are the gatekeepers who do their best to prevent you from actually talking to the person you're trying to reach. Bounce off of enough of them and you might get the sense that their mission in life is to insulate their bosses from the outside world ... or at least from you.

On the surface, selling appears to be a rather intellectual process: matching products and services with people who have a need for those products and services.

Finally, in those instances in which you do get through to the decision makers, you find many of them simply don't have the desire or time to engage in a conversation with you. Fifteen seconds into the call, they tell you to "Send me some information about your company. If I'm interested, I'll get back to you," and then they're gone.

Clearly, there is an emotional component to this job.

How about the people who do talk to you? Many of them don't need or want what you have to sell.

And, some—perhaps, many—of the people who need what you have to sell, and to whom you deliver your presentation, don't buy from you. Early in your career, you hear "no" considerably more than you hear "yes."

The selling process, by its very nature, is filled with the opportunity for rejection.

How much rejection must you take?

A lot, if you are to thrive in the world of sales!

While making cold calls is not a "forever" strategy (although seasoned sales professionals still make some cold calls), it is likely a significant part of your early career. That means having to deal with "rejection" is also a significant part of your early career.

You are not a robotic selling machine devoid of feelings. You are human.

If you were a selling automaton, you could go from one prospect to the next, from one potential opportunity to another, paying little or no attention to the rejection. You'd simply be looking for that cold prospect you could turn into a hot prospect and eventually a customer. You would never take the rejection personally. You would never interpret the prospect's rejection of your product or service or the opportunity to discuss it with you as a rejection of you. You would never be thinking, "What's wrong with me?" You'd be thinking, "What's wrong with that prospect?"

But, you are not a robotic selling machine devoid of feelings. You are human. And, at some point, experiencing one rejection after another, you begin to think, "Why me?" and "What am I doing wrong?" You begin to interpret the rejection as failure. Not merely failure in a particular selling role—capturing the prospect's attention or connecting your product or service to the prospect's needs, for instance—but personal failure ... failure as an individual!

Where did that attitude and its accompanying feelings come from? Many salespeople blame the prospects.

Ed Takes It Personally

Ed represents a process engineering consulting firm. He was calling on manufacturing companies that responded to an ad in a trade journal. His first call was on Clarkson Manufacturing. He walked in, introduced himself to the receptionist, and asked to speak to Bill Deavers, the CEO. As she picked up the phone and punched the buttons, she pointed to a row of chairs and told Ed to have a seat.


Excerpted from SANDLER SUCCESS PRINCIPLES by David Mattson Bruce Seidman Copyright © 2011 by Sandler Systems, Inc.. Excerpted by permission of PEGASUS Media World. All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.

Meet the Author

David Mattson is CEO and a partner at Sandler Systems, Inc., an international training and consulting organization headquartered in the United States. In 1986, Mattson met the founder of Sandler Training, David H. Sandler, and fell in love with his philosophy, methods and materials. In 1988, he went to work for Mr. Sandler, and was eventually chosen to lead the company. Mattson continues to be a trainer and business consultant for management, sales, interpersonal communication, corporate team building and strategic planning worldwide.

David is also the author of The Sandler Rules: 49 Timeless Selling Principles and How to Apply Them, and co-author of Five Minutes with VITO: Making the Most of Your Selling Time with the Very Important Top Officer.

Bruce Seidman is the President and a partner at Sandler Systems, Inc. Bruce has been with Sandler Systems since 1983.  He carries on the legacy his father, David Sandler, began in 1967. Bruce works closely with Sandler trainers to help them grow and continually stretch and improve, using technology to share best practices across the entire global team.  Sandler Training’s core strength lies in the growth and development of its 500-plus trainers, who live the Sandler Rules and Sandler Insights each day.

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Sandler Success Principles: 11 Insights That Will Change the Way You Think and Sell 4 out of 5 based on 0 ratings. 2 reviews.
Ale_morales More than 1 year ago
loved it
FloridaGator More than 1 year ago
For a new salesperson? This would be a superb primer. For the veteran? Maybe not so. Well organized but basic information.