Sales Managers - The 6 Steps to Become a Great Sales Coach

Although a salesperson's professional development is limited when it centres only on classroom learning many organisations still persist with it. At the risk of upsetting those in the learning and development field it has to be said that classroom learning has minimal impact in the medium to long term and by every measure the return on investment for the company is poor. At best the retention for the salesperson is 30% if active learning such as role play is part of the skills development and considerably lower at 5% if it is passive when the facilitator talks most of the time. When infield sales coaching becomes integral to the sales person's development this figure can escalate to a staggering 90%. With up to 70% of top sales performers leaving because of dissatisfaction with their manager relationship sales coaching provides an opportunity to forge close working ties.

So why doesn't every sales manager incorporate sales coaching for their salespeople?

Based on our research the reasons are:

1) They don't know how

Many of you reading this may relate to this category. You were a very successful salesperson and so promoted to sales management with inadequate or no training for the role. You were not aware of infield sales coaching because it wasn't part of the company's culture

2) They don't have a sales background

The sales manager came from another department within the company such as administration or operations. This is seen as a good career move and endorsed by senior management and is for a limited time of 2-3 years before the person moves onto another role. Because such an individual lacks sales experience they feel uncomfortable and incompetent in front of clients and prospects so avoid being in that position. A credibility issue with their sales team also becomes a problem

3) They don't have the time

The sales manager becomes tied up with administration and other internal matters. They try to manage their sales team from their desk. To illustrate how serious a problem this is: one large national company with a network of business throughout Australia had each business unit manager also in a sales management role. Not 1 hour was invested in the field with one sales person over the previous12 month period.

Sales coaching needs to become part of a company's sales culture just like coaching in sport is a part of the sporting culture. In fact to be effective sales managers need to spend at least 25% of their time with their salespeople in the field coaching.

Sales coaching is the key to achieving lasting sales improvement and is suitable for new people to sales through to sales veterans to reinforce knowledge and skills already known but not used effectively.

Sales coaching consist of 3 components:

1. Knowledge and skills

A common sales criticism of classroom learning is that it's theoretical and won't work in the 'real world.' However, when sales coaching becomes part of their development program the classroom theory is converted into practical know how. In fact when a specific skill is applied by the sales manager and then later duplicated by the salesperson, behaviour change and motivation are immediate

2. Objective sales competency levels.

When salespeople are measured against the 6 competency levels their true competency level can be identified. For the sales person to progress to a higher level the sales manager needs to use every teaching method available from seeing, hearing and demonstration to clarifying what to do and why.

3. An evaluation methodology to measure the outcomes.

A competency based training and development format is one of the best ways to measure skills performance.

The Curb Side Conference

This is the term used to describe how the previous sales call is reviewed for the purpose of developing or refining the sales person's selling skills. The 6 step sales coaching process is used to achieve this outcome:

1) Briefly recap the sales objectives.

The objective/s for the sales call should have been set before the call. Recapping at the beginning of the curb side conference helps the salesperson to focus on the discussion at hand.

2) Provide a critique of the selling skills that were competently applied.

Use your sales process as the guiding template and leave out those selling skills that were incompetently or not applied. This is because you want to acknowledge and compliment the skills that demonstrated sales competence. For example "Mary let's go over the last sales call and if it's okay with you I'd like to give you feedback on the skills you applied competently." The salesperson may want to interrupt and highlight the skills they didn't apply or applied inadequately. When this happens you need to stop them and let them know they will have their turn soon. For example "I appreciate your concerns and we will deal with them shortly." Emotionally you need to come from a place of caring and support which will then be reflected in your vocal tone. Sounding judgmental or frustrated could destroy your relationship with your salesperson.

3) Ask the salesperson to self critique their sales call.

Suggest to your salesperson to also use the sales process which will assist them to critique their own sales performance in a logical manner and then it's your role to actively listen. They may focus too much on what they didn't do or did incompetently so watch for this tendency. You may need to ask them to give you a balanced view. Actively listen for any skills they omitted or believe they applied well when in reality they didn't do so. On conclusion of their self critique compliment them and move to the next step. For example "Mary you obviously have a great understanding of the sales process and I agree with your self assessment. Let me ask you, if you had the opportunity to..."

4) Ask the salesperson if they had the opportunity to do the sales call again what they would do differently?

This gives the salesperson the opportunity to uncover anything additional they may have previously missed and drawing on what they had learnt in step 2 will reaffirm those competencies.

5) Use the sales process and provide a summary critique of the salesperson's selling skills.

When you go through the summary ensure it is weighted 3:1 in favour of the positive behaviours and skills that were competently applied. This will also build their sense of self worth as well as the learning experience.

6) Finish on a positive note and set the next sales call objective.

This has to be done from the heart and for example could be expressing how impressed you were with how the salesperson qualified the prospect. When planning the next sales call objectives one needs to be a skill development objective from step 3 or 4. Caution: whilst there may be many skills needing attention focus on one which you consider to be the most important. Overloading the salesperson with too much is counterproductive and isn't the way we learn.

A last word or two...

• Curb side conference those sales calls where the learning will be the greatest

• Schedule regular monthly sales coaching even if it is as little as half a day and avoid cancelling. It will pay dividends. Staying in the office doesn't create revenue but developing a salesperson's selling ability does

• Ask your salespeople for feedback on your coaching. What could you do better?

• Sales coaching provides you with the opportunity to show sales leadership

If sales coaching is new to you or you are dissatisfied with current sales coaching practices contact Sales Consultants.

Kurt Newman is the co-founder of Sales Consultants Pty Ltd a firm that works with companies to increase sales and reduce the cost of selling. http://www.salesconsultants.com.au

Kurt's expertise is in sales strategy, sales management development; group structured sales training and infield sales coaching. As a sales person he has successfully sold products and services in 4 major market/product segments: new product sales, consultative sales, relationship sales and retail. During his selling career he created sales records for three companies in two industries and won many other sales awards for outstanding performance.

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Why Sales Superstars May Not Become Sales Management Superstars - 10 Qualities of Top Sales Managers

The following job promotion ritual is repeated in numerous sales organizations every year:

Step 1: A sales management position is vacant due to growth, attrition, or the dismissal of an existing sales manager; Step 2: The top sales representative in the organization (or department) is selected to fill the vacancy; Step 3: The top salesperson doesn't like to (or is unable to) manage the sales performance of other individuals, so he keeps focused on personal selling initiatives, but in doing so, is failing in his role as sales manager; Step 4: The cycle repeats itself.

Although sales representatives and sales managers both work within the realm of selling, many of the strengths required for success in the roles of sales manager differ than the strengths required for success in the role of sales person. Therefore, few top-performing salespeople will become top-performing sales managers. This is important to know if you're looking to hire a new sales manager in your company, and you expect this individual to be successful filling that role.

This isn't a phenomenon that's unique to selling. There are many highly-skilled and successful physicians, for example who are unable to effectively manage a staff of other physicians. There are many prized athletes who are not able to successfully coach a team of other athletes. There are skilled kitchen designers, plumbers, and attorneys who are unable to manage respective groups of other kitchen designers, plumbers, and attorneys.

Before I offer support for my thesis, allow me to confess that there are two situations where I will not argue with the individual who says the top salesperson in an organization will become a successful sales manager:

(1) The first is where where the new sales manager retains the responsibility for personally generating sales revenue. This individual is, in effect, either a part-time sales manager, or a sales manager in title only; (2) The second is when the sales manager's role is to be almost exclusively a rain-maker (a generator of new business opportunities). That is a selling role that some sales managers play, but it is not a management role per se.

The following is a list of strengths (skills) that are required to achieve phenomenal success as the manager of a sales team (or any team, for that matter). However, none of these skills are substantially required for phenomenal success in front-line selling. This doesn't mean that a top sales performer will never be a top sales management performer, but it means that the strengths required to fill the two roles are substantially different.

Strength #1. Delegating.

The sales manager certainly cannot do the front-line sales activity for his entire sales group himself. Meeting a sales quota requires the contribution of all members of the sales team. The successful sales manager must possess the ability to delegate responsibility to others so the group can achieve its goals. Delegating is quite a different skill than, say, closing skill, which is required of top sales performers, but the skill of delegation is not a skill which is typically required for top sales performance.

Strength #2. Willing to give up the top spot.

Top sales performers who become sales managers must be entirely willing to give up the position of top performer in a sales organization. For those who can't, disaster awaits. Sales managers must be willing and able to put their top salespeople on pedestals so their egos can be adequately fed, while also keeping their own egos in check for the sake of the advancement of their team. In a larger organization there is still opportunity for competition between several or many sales managers, but a top sales manager has to be able to point to his top performer and give her credit for being the top salesperson in his group. He also has to encourage other non-top-performers to become top-performers. Since many salespeople have been ego-driven in their successful sales careers, this transition from achiever to encourager is critical. The skill of allowing someone else to be the top dog is not a skill required for success in selling, and in fact, can be antithetical to it. Many sales managers who have previously been a top sales performer who have been driven throughout his entire career to achieve "pedestal" status will not work tirelessly to put another individual on this same pedestal.

Strength #3. Focusing on others.

Sales management requires an outward focus on others' sales performance, whereas successful selling requires an inward focus on one's own sales performance. Being in control of your own sales is one thing; but it's impossible to be in control of an entire team's sales. Therefore, a loss of direct control of the sale is required in favor of a focus on the sales manager's team members.

Strength #4. Supervising.

Sale managers must possess front-line supervisory skills. They need to know how and when to step in to discipline or change behaviors in an employee. They must possess wisdom about when to support subordinates versus when to discipline them. Top sales performers do not need supervisory skills to achieve top dog status.

Strength #5. Managing.

The key skill of the manager is to utilize every subordinate's special strengths to achieve the goals of the sales group. Weaknesses in employees exist, but assembling a group of team members who have strengths in the right areas, and knowing how to put those strengths to work, is not required of top sales performers. It is, however, required of sales managers who wish to achieve top sales performance. These management concepts are described by Marcus Buckingham in his book "The One Thing You Need to Know About Great Managing, Great Leading, and Sustained Individual Success" (Simon & Schuster, 2005).

Strength #6. Coaching, training, mentoring.

Successful sales managers should be able to coax salespeople to improved performance, both in one-on-one coaching events and in classroom training environments. Although there may be some of these elements present in all selling top performers, these elements are crucial for top sales management performance.

Strength #7. Leading.

According to Marcus Buckingham, again in "The One Thing You Need to Know," successful leaders have two key attributes: (1) They have the ability to create a vision for the future; and (2) They have the ability to get subordinates lined up within this vision, so that individuals' efforts will support, and not hamper, the group's progress. Successful sales managers have these leadership attributes. Leadership skill is not required of top sales performers.

Strength #8. Filtering directives.

The sales manager will receive many directives from her superiors. To be effective, she must know when to filter out or adjust these directives, and when to take them on with reckless abandon. This is a delicate balance, and not knowing when to do which one can wreak havoc in a sales organization. The wisdom to know when to embrace upper-management directives, and when to subtly give them secondary attention, will help determine the success of the sales manager's team, and therefore, the success of the sales manager.

Strength #9. Hiring and Firing.

Top-performing sales managers must make be able to accurately predict sales performance during the interviewing process, and must leverage that ability in their hiring of subordinates. Without this ability, sales performance will suffer. Top sales performers do not need this predictive skill. Successful sales manager must also know how and when to remove an employee from their team so that negative repercussions are minimized.

Strength #10. Deciding.

There's no question that making good decisions is important in successful selling. But in a sales management role, all decisions are magnified because each decision affects more than one individual. The sales manager's decisions affect an entire staff of sales professionals and their customers. This means decision-making skills are vital for the sales manager.

There are many skills required for sales success. Among them are the ability to prospect and create business opportunities, the ability to identify prospects' needs, and ability to close the sale. But the sales management qualities listed above are not substantially required for individual selling success.

While there's some overlap between the required skill of the peak-performing sales manager and the peak-performing sales person, here's my advice: if you're looking for a sales manager who will succeed, hire one that possesses the strengths of a sales manager (those listed strengths above). Many peak-performing salespeople don't possess those strengths.

Skip Anderson is a recognized authority on consumer selling. He is the founder of Selling to Consumers, a sales training and consulting company. Skip speaks frequently on creating exceptional sales performance. Get the Selling to Consumers Sales Tips Newsletter, packed with free sales tips, at http://www.SellingToConsumers.com

Read the Selling To Consumers Blog at http://blog.sellingtoconsumers.com

This article may be distributed or reproduced as long as an attribution to Selling to Consumers and Skip Anderson are included, along with either a link to ellingtoConsumers.com (if in electronic form) or the Selling to Consumers url, if in print (sellingtoconsumers.com).

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Can Your Superstar Sales Person Become Your Superstar Sales Manager

Finding the right person to fill the sales management role is a common quandary in wholesale distribution. It can be especially challenging when a decision is based strictly on sales territory performance without regard for the specific skill sets required to lead a sales force.. 2005 has been a good year in wholesale distribution with some industries recording double digit growth rates. With market cooperation like that, most sales people are smiling as they hit or exceed their quotas. Deciding on the right sales person to promote to sales manager can become a difficult and risky decision..

"We need a new sales manager. Let's promote Tommy, he's our leading producer in field sales."

"No! We can't afford to lose Tommy's production in the field."

"That's not a problem. He can be a working sales manager and still call on his key accounts."

Most of us should recognize that conversation but not many of us recognize the fallacies that lie within it. In wholesale distribution, it seems that the primary prerequisite for becoming a sales manager is being the top performing sales person. Promoting our top performing sales person to sales manager simply due to results is a big mistake. Personal experience tells me it has less than a forty percent chance for success. Our chance of success is decreased even further if we really believe that our sales manager can manage the sales force and still be solely responsible for a number of high volume accounts.

Different Skill Sets

It is an undisputable fact that different skill sets are required to become a successful sales manager as compared to being a successful sales person. Selling is a profession that requires professionals. Managing a group of professionals with the type of personalities required to succeed in sales is no easy task. Yet, in my humble opinion, it is probably the most important management position you can hold in a company. Sales management holds the key to meeting company objectives. Effective sales management builds the platform for success. Sales people are not the easiest group in the company to manage. If they were they would not be sales people. Selling is not easy. It takes a special talent, self motivation, self discipline, a passion to succeed and the ability to accept rejection. The reality of the situation is simple. The majority of sales people are not managed well. Let's look at some common sales management mistakes to help us develop the list of hints I promised that will increase your ability to determine which sales person at your company is likely to succeed as sales manager.

Mistake ----- Low tolerance for process.

Let's face it, there probably isn't a sales person alive that likes paperwork and administrative tasks. However, a Super Star Sales Manager will be process oriented. They understand that success in sales is driven by best practice and best practice is built around process. Sales effectiveness depends on predictable and repeatable best practice. The Super Star Sales Manager will create the kind of culture that negates the inherent aberration by sales people for process, structure, detailed and documented action planning.

HINT #1

If your star sales person embraces structure, pays attention to detail, is always current with required communications, documents his action planning process and doesn't whine about administrative requirements passed down by corporate, chances are he/she will have a high tolerance for process. This means he/she possesses a basic understanding of structure and accountability. Everything isn't locked up in their head just because they have been doing it a long time and have had great success.

Mistake ----- Weak coaching and mentoring skills

Relationship equity is still a primary ingredient for sales success. However, relationship equity with the customer is quite different than relationship equity with peers, subordinates and executive management. A Super Star Sales Manager will build enough relationship equity with their sales force to be able to provide effective coaching and mentoring in reviewing the sales person's activities. They understand that you must manage activities and measure results. This coaching and mentoring process includes buddy calls, monthly territory reviews that provide support and resources to leverage individual sales talent. This process includes opportunity recognition and pipeline management. What does the sales person have in the pipeline? Can the sales manager provide proactive support and resources to increase the chance of success?

Hint #2

If your star sales person is reluctant to accept or seek out help, this may be an indication of the Lone Wolf methodology. Maximizing territory performance requires a team effort. Utilization of all resources and support is mandatory to grow market share and maximize profitability. Look for the sales person that is successful but recognizes that they are not alone. Look for the sales person that shares the credit for success, coaches the inside sales staff, recognizes the contributions of customer service personnel and others in the organization. This sales person has also gained the respect of his peers and is often seen giving advice and sharing ideas.

Mistake ---- Lack of development programs and leadership skills training

Leadership skills are extremely important to effective sales management. This is especially true when managing a sales force that leans more to the route mentality, is in a comfort zone, becomes complacent or is focusing on demand fulfillment as opposed to demand creation. The ability to recognize the need to adapt your management style not only to the situation but also to the individual is a key to gaining respect and trust from the sales force. This is a learned skill. Failure to seek out leadership skills training can be detrimental to success. A prerequisite to success in sales management is the ability to recognize talent and develop that talent. A Super Star Sales Manager will recognize talent and is willing to help develop that talent to reach its highest potential. They also prune the garden effectively. This means they hire well but fire even better. Failure to formalize a development program for sales management is a big mistake.

Hint #3

If your star sales person is not interested in attending seminars, doesn't listen to self development tapes and hasn't read a sales book in the past year, chances are they believe they are as good as they are going to get. Look for the sales person that is willing to be away from his territory, sacrificing commissions to increase his individual knowledge. This is the type of sales person that is a sponge when it comes to continuing education in the fields of sales. This person not only seeks company sponsored training but is willing to invest his own money and time in self improvement activities. They have a philosophy of continuous self improvement striving to be the very best that they can be.

Mistake ---- A Member of "The Lucky Territory Club"

Numbers alone don't always tell the story. We need to analyze each individual success story. Just because a sales territory has performed well doesn't automatically mean the sales person is a star. A ten percent sales growth sounds great but how good is it if the potential growth for that territory should be in the twenty or thirty per cent range. A ten percent sales growth in that territory sounds great but how good is it if the market in that territory actually grew by thirty percent and the sales person was in a comfort zone walking by opportunities daily.

Hint #4

When evaluating your star sales person for potential promotion, analyze the numbers thoroughly. Is the sales person the real reason for that territory success? Are the numbers as good as they appear when you consider all the factors? Determine how this territory was established. Is this sales person responsible for the long term growth of this territory or did they inherit it. Analyze new account development in this territory. Evaluate this sales persons prospecting skills. How many new accounts have been developed in the territory? What kind of penetration success has been demonstrated with existing accounts?

Hint #5

Look for the sales person that has the ability to think strategically. They are willing to sacrifice personal gain for the benefit of long term company success. (A rare quality). A sales person that may be a maverick and shoot from the hip occasionally but every risk they take is a calculated risk. Their personal objectives for territory performance are in alignment with the company's strategic objectives in relationship to product development,, segmentation, vendor development and margin initiatives. Look for the sales person that has good communication skills internally, one that has learned to listen exceptionally well, a skill that often eludes some of the best sales personnel.

If you are ready to promote your star sales person to sales manager, pay attention to the hints listed in this article. If your star sales person measures up according to the factors discussed in this article, your chance of success increases dramatically. That means your Super Star Sales Person can become your Super Star Sales Manager. If they don't measure up according to the hints discussed, look deeper into your sales organization for that sales manager or go outside the organization. There is no such thing as entitlement. Remember, different skill sets are required to be an effective sales manager.

http://www.ceostrategist.com ? Sign up to receive ?The Howl? a fre*e monthly newsletter and get your choice of "CEO Strategist's Hiring and Interview Guide" or "The Guide to Effective Training Sessions", valuable resources for all levels of management. The Howl addresses real world industry issues. ? Straight talk about today?s issues. Rick Johnson, expert speaker, wholesale distribution?s ?Leadership Strategist?, founder of CEO Strategist, LLC a firm that helps clients create and maintain competitive advantage. Dr. Eric ?Rick? Johnson (rick@ceostrategist.com) is the founder of CEO Strategist LLC. an experienced based firm specializing in Distribution. CEO Strategist LLC. works in an advisory capacity with distributor executives in board representation, executive coaching, team coaching and education and training to make the changes necessary to create or maintain competitive advantage. You can contact them by calling 352-750-0868, or visit http://www.ceostrategist.com for more information.Need a speaker for your next event, E-mail rick@ceostrategist.com.

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Piano Stories - How Literature Helps Piano Students Become Successful Musicians

Do you remember the very first stories you learned as a young child? I bet you do. And most likely you learned them from your parents and caregivers who used song as a way to comfort, teach and entertain you. Yep! All those nursery songs about the alphabet, numbers, and eeeentsy-weeentsy spiders were using music to prepare your brain for speech. So forget all that left brain nonsense our parents were taught about music. When grandma was playing the piano, she was enjoying the interplay of both left and right brain activity. This is why learning to play the piano is so beneficial to children. It stimulates neural development, using all five of the basic creative skills. They include Seeing (or Visualization), Observing, Forming Analogies, Inverting, and Simplification. These are the same creative applications found in literature, art and science.

Just as musical stories helped your child establish a foundation of creative skills for language and math concepts, the reverse is also true. Literature, art, and science can help your child achieve their musical dreams! Below are examples of how this happens in piano.

Visualization - "What would it look like if you could do it?

Visualization is probably the most difficult creative skill to develop. Having a keyboard in the imagination, however, gives a powerful boost to piano students' playing and note reading ability. So it's worth it for students to spend time developing this creative skill. Here's an example of how young piano students can start to do this. The piano has groups of two and three-black keys. There are three white keys around each group of two black keys. Ask your child in piano to close their eyes and pretend to draw two very large black keys in the air. Then while their eyes are still closed ask: "Can you see the white key of the left of the two-black keys? It's a C. Can you see the one on the right? It's an E. Can you see the one in the middle? It's a D." Keep this up throughout piano lesson sand soon your child will be able to visualize music, scales and chords, as well as hear them! Use visualization whenever your child is frustrated with learning something new in piano. Just ask, "What would it look like if you could do it?" This gets kids using their imagination and seeing possible solutions through their mind's eye, just as stories do.

Observation - "Eureka! I never noticed that before!"

Observation is about carefully noticing the little things to find similarities and differences. For example, what's the difference between staccato and legato notes, or an accent mark and a tenuto mark. Hey, is that a triplet or three eighth notes? Wow, this creative skill sure is important in playing piano! Students use this skill in learning piano when they ask? "How are these notes the same? How are they different?" Piano students use this creative process just as scientists do to find surprises in nature that were always there, waiting to be discovered. Remind your child in piano to use observation to overcome challenges in the music. You'll enjoy hearing them say things like, "Eureka! I never noticed that before!"

Analogies - How to Gain Perspective/ Change Perspective?

Analogies are used to gain or change our perspective. Here are some examples of how analogies help piano students. To play legato, pretend your fingers are an eeeentsy-weeensty spider. Curve the spider's legs and walk your fingers on the piano keys. To play staccato notes, imagine the piano keys are hot! To show your child how analogies can change our perspective, and teach us new concepts, try this: Sing the words to the song Amazing Grace to the tune from the television show, Gilligan's Island. Go ahead. Sing it now. "I once was lost, but now I'm found, was blind but now I see." I bet that made you laugh :o)

Inverting - What would that look like if I turned it upside down?

Inverting also affects perspective by turning things upside down, or by taking things to extremes. Einstein did this when he obsessed over a beam of light and invented the theory of relativity. Einstein also loved music. Like his theory of relativity, many things we want to understand are counter-intuitive, including the piano techniques students need to play well. To tap into this creative function piano students can ask this question. "What would this look like if I turned it upside down?" Here's a creative suggestion you can give your child for polishing a recital piece using this skill. Play the music backwards! Start with last measure instead of the first. Then play the last two measures, then the last three, then the last four, etc., until you reach the first measure. Then play the song all the way through and see how much better you can do it. This is a great way for students to thoroughly learn a piece of music.

Simplifying - "I've seen that some place before?"

Simplifying is how we find creative solutions to difficult challenges by eliminating what is unnecessary. Ever try too hard? Here's a tip - Sometimes less is more. Before trying to re-invent the wheel, look back through the history books to see where this problem has been solved before by someone else, or yourself. Piano students can do this by asking, "Where have I seen this in music before?" "How did I play it then?" "What strategy can I follow to break this down and make it easier?" "What playing strategies has my piano teacher told me that I could apply here?" Or students can read a book to find out what other pianists have done.

So there you have it, piano parents. Five creative reasons to use literature, as well as art, science, and history to help your musical child achieve their piano dreams.

To learn the best way to share the gift of music with children visit Amazon.com for my Piano Bears Musical Stories for Children The exciting Piano Bears Musical Stories for children ages 5 to 11 feature the loveable characters, Mrs. Treble Beary and her new piano student, Albeart Littlebud. Children love following along with Albeart to Mrs. Treble Beary's piano studio in Musical Acres Forest. Here they learn what piano lessons are all about in a fun way that kids readily understand and appreciate! Piano students laugh and giggle while reading "Little Bear's Musical Garden" and "Little Bear's Piano Goals."

For a wealth of f'ree information and piano music online visit Piano Bears Music Education Resources Don't Wait to Share the Gift of Music!

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Will Facebook Become a Phonebook, Again?

Facebook users have been warned for years to be careful about what they post on Facebook. Would potential employers make employment decisions based on your Facebook status postings? Could your profile or photo pages hurt your college or scholarship applications?

The concerns continue mount and even morph.

In January Facebook began allowing access to third parties of Facebook user's phone numbers and other profile information, with user's permission, of course. Apparently not all user's believed they had given permission and this campaign came to a quick halt with Facebook acknowledging that they got "useful feedback that they could make people more clearly aware of when they are granting access to this data."

Facebook has played the "our bad" game more than once with Facebook users' privacy concerns. Still, Facebook's VP for Public Policy Elliot Schrage, who participated in a Q & A session through the New York Times tells Facebook users "If you're not comfortable sharing don't." Many users and privacy advocates still believe Facebook makes it so easy to share, too hard to notice what you're agreeing to and too easy for outsiders to access your Facebook information.

Here's part of what Elliot Schrage had to say in response to questions submitted to the New York Times blog:

"It's clear that despite our efforts, we are not doing a good enough job communicating the changes that we're making. Even worse, our extensive efforts to provide users greater control over what and how they share appear to be too confusing for some of our more than 400 million users. That's not acceptable or sustainable. But it's certainly fixable. You're pointing out things we need to fix."

abycats, New York asked a question that many Facebook users would "like" an answer to.

"Why not simply set everything up for opt-in rather than opt-out? Facebook seems to assume that users generally want all the details of their private lives made public."

What was Schrage's answer?

Everything is opt-in on Facebook. Participating in the service is a choice. We want people to continue to choose Facebook every day. Adding information - uploading photos or posting status updates or "like" a Page - are also all opt-in. Please don't share if you're not comfortable. That said, we certainly will continue to work to improve the ease and access of controls to make more people more comfortable. Your assumption about our assumption is simply incorrect. We don't believe that. We're happy to make the record on that clear."

Do you feel better after hearing this answer?

Before you answer, consider this letter to the U.S. House of Representatives in which Facebook acknowledges a plan to go ahead with the another installment of "allowing" Facebook information to be made available to third parties. Facebook still argues that it is ultimately up to the user to "allow" this but Facebook users have heard this song and dance before.

What if you've left Facebook? Is your information safe?

Well, it depends. Schrage also answered a question about the ways to leave Facebook of which there are two. One is to delete your account. The other is to deactivate your account, which saves all of your information in case you want to easily return in the future. In this case, Facebook will do you a "favor" and save all of your information. If you've left but simply deactivated your account, then you need to continue to follow the news about Facebook future plans to share information with a third party because they could still affect you.

With Tax Day just around the corner and debt collections at an all time high, Michelle Dunn, an debt collection and credit experts expresses concerns about the status updates people share on Facebook:

"Those pictures on your profile or status updates about a new purchase, a raise or your income tax return provide creditors evidence about your ability to pay your debts. For one or two hours a week, you can obtain information that in the past you might have needed to hire a skip tracer to find."

Do these new Facebook plans get you boiling?

Helen A.S. Popkin, a tech writer from MSNBC warns, "Facebook is the slowly warming pot of water and we, my friends, are the frog. By the time we noticed our peeling skin, another hunk of our privacy is long gone."

Popkin add, "This is how Facebook rolls: Strip away a huge chunk of your privacy, cry 'Our bad!' and roll it back when users and/or privacy advocates complain. Then wait awhile, and do whatever it is Facebook planned to do anyway. Voila! Boiled frog."

In a response to a request for information on Facebook's future plans by Yahoo News, Facebook spokesman Andrew Noyes emailed the following statement:

"Despite some rumors, there's no way for other websites to access a user's address or phone number from Facebook. For people that may find this option useful in the future, we're considering ways to let them share this information (for example to use an online shopping site without always having to re-type their address). People will always be in control of what Facebook information they share with apps and websites."

So, will you be more cautious about what you're sharing on Facebook now? Will you be taking a second look at what's on your profile page and status updates? And do you wonder who else will?

Lisa Carey is a contributing author for Identity Theft Secrets: prevention and protection. You can get tips on Identity theft protection, software, and monitoring your credit as well as learn more about the secrets used by identity thieves at the Identity Theft Secrets blog.

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