Top performers experience business cycles with highs and lows just like everyone else. Their defining trait isn't perpetual success, but their unwavering commitment to their process and staying in the game during the inevitable downturns, which allows them to rebound.
Underperformers often blame a lack of resources, like a CRM, for their poor results. Top performers, however, refuse to play the 'if-then' game of excuses. They own their results and find ways to succeed with the tools they have, even if it's just a pen and paper, because they are focused on action over ideal conditions.
Unlike colleagues who resist coaching because of ego, top salespeople are humble and hungry for knowledge. They are the ones in the front row at training events, always open to a better way of doing things. They 'park their ego' to facilitate growth, understanding that their current process isn't the final word.
A top performer at a Fortune 50 company attributes his success to a highly consistent, almost "boring" daily routine. This discipline makes him incredibly efficient, allowing him to accomplish far more than his peers who may work in a less structured manner. Excellence comes from disciplined process, not constant novelty.
Salespeople often mistake social rapport (golf, dinner) for a strong business relationship. If you're losing deals to a lower-priced competitor despite being "friends" with the client, it's a sign you haven't demonstrated tangible business value by deeply understanding their challenges, model, and customers.
If you're losing deals solely on price, it indicates your competitors are likely just as uninformed about the customer's deep business needs as you are. This creates an opportunity to win by becoming the most knowledgeable advisor, making price a secondary factor. You are in an easy position to win by adding real value.
A lost sale is not just a failure; it's valuable data. It reveals that the customer couldn't differentiate your value from a competitor's. This intel should prompt a deep analysis of your value proposition and how you articulate it, turning a loss into a catalyst for improvement.