In the last post we read about “Telesales Tammy”, the superstar of the department. Why Tammy was experiencing more “no’s” than everyone else? 

In the last article we read that Tammy sometimes used to snap at prospects on the telephone as she made her calls, only because she was so frustrated at hearing “no” so frequently.

Her manager called his mentor, Suzie W, who gave him some advice. And what a change it caused in Tammy!  Now, Tammy works through her calls, and is still a record-setter in the office, but she is relaxed and confident and happy on the phone. So the question is what advice did Suzie W. give to Tammy’s manager?

First, Suzie asked some probing questions:

• What was Tammy’s pitch?
• Was the pitch prepared by the manager or by Tammy?
• Was the pitch tailored to each prospect?
• When did she start calling?
• When did she finish calling?
• Was she positive at certain parts of the day and negative at other parts?
• What was her closing ratio each hour? (In other words, what were the hours that Tammy most frequently closed?).
• … and many other questions.

Look out for part #5

If you missed part #3 you can read it here:

In the last post we read about “Telesales Tammy”, the superstar of the department. She was one of the most diligent workers around and her closing record was just as high as everyone else’s.

However, Tammy has gone crazy. She is snappy, angry and unapproachable. Why?

All the other employees did just 30 calls a day, closed the same percentage of people, and essentially had a break because they did not call as much as Tammy. Tammy was experiencing more “no’s” than everyone else and that’s what was frustrating to her. As the day progressed and she tried to get through her calls, battling “no” upon “no” upon “no”, she became increasingly stressed. It came through in her voice to her co-workers and to her customers. And when customers perceived that she was stressed, they would back down from moving the business relationship forward because it seemed like Tammy was trying to “cram something down their throat”.

The lead generation mentor had a few suggestions that the manager should do for Tammy to help her.

Within just a few days of Suzie W.’s suggestions, the manager and other members of the department were happy to see that happy Tammy was a permanent employee and angry Tammy was nowhere to be seen.

What were Suzie W.’s successful lead generation suggestions? You’ll have to check back to find out!

Look out for part #4

If you missed part #2 you can read it here:

In the last post we read about “Telesales Tammy”, the superstar of the department. People used to joke that her dialling finger.

But the person who worked across from her was a little worried about Tammy. Even though Tammy’s call out numbers was high, her effort seemed unstable. On some days she was positive and happy. On other days she was grumpy with her co-workers and even short with her customers. Sometimes, people asked each other in whispers whether it was “happy Tammy” or “angry Tammy” working today.

Why was Tammy coming across as unstable? She was one of the most diligent workers around and her closing record was just as high as everyone else’s. Her manager became concerned, called his lead generation mentor and asked what the problem was. After some probing questions, the mentor who we’ll call “Suzie  W.” knew what was wrong right away.

Her closing ratio was the same as everyone else. The problem was not in Tammy’s efforts but in everyone else’s efforts! You see, Tammy was achieving and exceeding the benchmarks each day and she had a closing ratio of 1% to 2%, which meant that of her 50 calls, she could turn 2 to 4 people into leads.

Look out for part #3

If you missed part #1 you can read it here: