SalesGiants interviews Jonathan Farrington, JF Consultancy

Jonathan Farrington,
Top Sales Associates (TSA), The JF Consultancy

Jonathan Farrington is a globally recognized business coach, mentor, author, consultant, and sales strategist, who has guided hundreds of companies and thousands of individuals around the world towards optimum performance levels.

Early in 2007, Jonathan formed Top Sales Associates (TSA) to promote the very best sales-related solutions and products. TSA is now a subsidiary of The JF Corporation, based in London and Paris where Jonathan is the Chairman.

The JF Consultancy launched early in 2008 and Jonathan’s highly popular daily blog for dedicated business professionals, which attracts thousand of visitors every day, can be found at www.thejfblogit.co.uk.

Jonathan is also the creator and CEO of Top Sales World – the first online “Sales Hypermarket” and Chairman of the Global Sales Council.

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1) Jonathan, how did you get started in sales?

I started my first "business" whilst still at boarding school - I organized Sunday evening discos and added 2p to every Mars bar or packet of crisps.Then at university I ran an agency managing rock groups. My first sales job was selling encyclopedias door-door, whilst on vacation. After university, I went into real estate ( anything to avoid going into farming with my father). He did lend me the money to buy my own real estate business when I was 23, and I not only repaid him within a year, I opened three more branches in the first eighteen months. That all seems a long time ago!

2) Most memorable sale? 

Well, most remarkable and drawn out sale, was whilst working with Andersens. We bid for and won the contract to design and implement the entire IT infrastructure for the Kuwaiti government after the Gulf war. 

3) Most disastrous sale (or funny situation?

Soon after I made the move into IT (early Eighties) I was making my way up the organization, but was still fairly rebellious (and I still am!) I decided to make a one-man stand against my companies' refusal to install air-conditioning - in a glass building in July, working was almost impossible. So, one morning, I turned up for work dressed in an immaculate pinstripe suit jacket, crisp white shirt, tie, black shoes - polished to perfection etc. In fact from the waist up, I looked like my normal self. But I left off my trousers, and instead wore a pair of stunning boxer shorts in bright pink, with kissing hippos on them.

I marched into the General Manager's office to show my displeasure at his stance on the air-conditioning, and to my horror, walked in on a meeting between some of my directors and representatives of my largest client. In my haste to conduct my protest, I had completely forgotten about the meeting!

The outcome? I joined the meeting, we negotiated the next large contract. Everyone was highly amused, and it actually strengthened the relationship between our two companies. And no, air-conditioning was never installed until after I had left the company!

4) What is the biggest mistake you see as a sales expert? 

Companies failing to take a diagnostic approach to sales team development, and abdicating total responsibility to training companies.

5) What is the best sales advice you have ever received?

People buy people - they always will - unless you are selling commodities, in which case we don't really need salespeople in the first place. So develop your people skills - become a people person.   

6) Tell us a little bit about the Top Sales Awards. Why another award? How is it different from the others? Who should apply (and how?)? Is there a panel of judges? Who decides the winners? Do you offer prizes?

We wanted to create a global event, not just something that recognized North American excellence - after all only 8% of the world's sales population works in America - and we also wanted to identify the many facets of professional selling, which I think we have done.

So, on December 16th 2010, the inaugural Annual Top Sales World awards ceremony takes place online. We anticipate that this prestigious event will become a permanent annual fixture, creating considerable excitement within the global sales community, attracting support from all of the major players. This year, the joint hosts are Gerhard Gschwandtner of Selling Power and myself. There will be three medals up for grabs in ten categories and public voting will account for 50% and a judging panel will make up the other 50% in each category.

The site goes live this week - www.topsalesawards.com - and the polls open on November 16th. The Twitter home is @topsalesawards

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You can catch more of Jonathan via his immensely popular daily blog - www.thejfblogit.co.uk - or on Twitter @jonofarrington

If You Wish To Become An Effective Sales Leader – And We Really Do Need More Effective Sales Leaders …..

by Jonathan Farrington (http://www.thejfblogit.co.uk)

No one has all the skills of sales management or sales leadership (and there is a difference!) to the same degree, any more than they have the personality traits to the same degree. However, it is much easier to learn or acquire skills than it is to develop new personality traits.

There are five basic skills, and the degree to which any individual cultivates those skills, may well determine the degree of their success.

Co-operation:

No one ever got very far completely by their own efforts. It has been said that none of us have ever accomplished anything without the help, or the results of the work of someone else. No one walks alone through life. Enlisting the help of the right people and at the right time is what we call the ability to enlist co-operation.

A genuine leader will understand that co-operation is a two-way thing and that in order to enjoy the co-operation of others; they must in turn be prepared to give co-operation in a like measure. They avoid unnecessary friction with associates in every possible way. They recognize that each person, whether superior or subordinate, has certain responsibilities and makes certain contributions to the group, which are a part of success. They realize that they are all important – and they treat them as such.

The leader must invite suggestions from others and give each suggestion careful and courteous consideration. They see that the originator receives full credit. He/she knows that asking another’s opinion is the sincerest form of praise. They understand that when associates have a part in the formulation of any plan or program or in arriving at a decision which affects them, they will work all the harder to make that plan, or program, or decision, turn out right.

Organizing and Planning:

An effective leader must be an organizer. They must have the ability to see and grasp the whole picture, separate it into its component parts, determine what has to be done and in what sequence.

A true leader knows in advance that all is not going to be smooth sailing. They make advance preparations and plans to meet needed changes and disappointments as they arise. They know that there will always be some conditions arising which will necessitate an alteration or modification of plans so they do not allow themselves to become flustered by such things when they do come up.

Standards of Conduct and Performance:

No measure can be made without some basis from which to start and some sort of yardstick. One of the leader’s greatest opportunities to lead others to high levels of performance is in the standards they set themselves and how well their personal performance squares with them. They must lead by example as well as by inspiration. A person who sets high standards of performance and conduct for themselves and sets an example of enthusiastic performance will be much more able to inspire others to outstanding performance. This means work and a strict adherence to the code of ethics and the rules of conduct required by your associates.

Decisions:

A good leader does not avoid decisions. A procrastinating attitude toward decision-making has ruined more than one otherwise promising career. A good leader makes decisions whenever needed and at the time they are required. They weigh up the implications of their decisions after having carefully examined a number of alternative solutions.

Developing Your People:

Most effective leaders try to make shrewd judgements of character. This does not mean that they are – or pretend to be – “psychologists”. However, just because an individual seems to be a “nice guy” or, on the other hand, seems personally obnoxious to the leader, they do not allow their personal likes and dislikes, or their emotions, to interfere with sound judgement.
Every able leader teaches their associates to learn and to grow. Their proudest moment is when one of their people achieves success!

Do not be afraid of people who may appear to be more competent than you. You must replace yourself before you can move on, so develop your replacement to allow for your own progress.

Finally, What Is A Leader?

The boss knows how things should be done
– But the leader shows how

The boss leans on his authority
– But the leader counts on good will

The boss drives their staff
– But the leader coaches them from the front

The boss always says “I”
– But the leader talks in terms of “We”

The boss tends to shout “Go!”
– But the leader says “Let’s go!”

 

Jonathan Farrington is a globally recognized business coach, mentor, author, consultant, and sales strategist, who has guided hundreds of companies and thousands of individuals around the world towards optimum performance levels.

He is the CEO of Top Sales Associates, Chairman of The jf Corporation and the creator of Top Sales World. Jonathan is based in London and Paris.


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Twitter: @jonofarrington

Linkedin: http://uk.linkedin.com/in/jonathanfarrington

Youtube: http://www.youtube.com/watch?v=915SBJvdh9s

Speaker: http://www.jonathanfarrington.com/

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