Have the courtesy to tell it like it is...

Salespeople - of all levels - have an Achilles' heel. For the most part, they want to be liked. They want to develop a relationship with their respective clients. They want to succeed/win/close business/etc. So, other than wanting to be liked, how are these others a weakness?

Simple - they force behavior we consider suboptimal. Namely, most of the salespeople we see will avoid discussions that could be perceived as either confrontational, controversial or where the dialogue tells them something they don't want to know (e.g. like there is still a lot of work to do before the client will buy - or that there isn't a hope that the client will buy). This is manifested by glossing over or pushing through discussions - even in the presence of glaring evidence that the process should halt and the issue addressed.

Let's try an example. I once worked with a salesperson in the software consulting industry. I joined the salesperson on a client call. During this meeting, I had a very real sense that the meeting was going nowhere - fast. It was evident that the client was becoming irritated. Yet the intrepid salesperson sojourned on, pitching, assuming and otherwise annoying all those in the room (yours truly included). Following the meeting, I asked the salesperson how he thought he had performed. Amazingly he said that he felt the client was annoyed. He had picked up on the client's cues yet did nothing about it during the meeting itself. I asked what he thought he should have done. Again, surprisingly, the salesperson indicated that he should have found a way to identify and address the concern. The simple question - "What prevented you from stopping the meeting and doing just that?!?!?".

So here is the deal. If you are getting the overwhelming sensation that the meeting is going nowhere - then find a way to validate this with the client. (i.e. Gee, Mr. Client, I have to stop here for a moment. We have been talking for a while about X but I have the sense at this point that what I am saying may not be resonating with you? Is this accurate?" - If the client says "No" then validate/confirm this - as they may just be polite. If it is just a bad read on your part - proceed cautiously. If the answer is "Yes" then you need to stop. You may want to pull away a little "So, should we stop here?, what isn't working for you at this point?, what do you think we should do?".

I believe this is showing the client a hell of a lot more courtesy and consideration than simply muscling through a meeting. I would suggest trying this in some safe situations. You will need to get used to saying what you are thinking (with consideration of course). For example - if you are thinking "this guy is an a**hole" it may not be wise to say "I get the sense that you are an a**hole, how do you feel about that?". Instead, if you get the feeling that something isn't right - identify what it is that isn't right, find a way to articulate this in a considerate and courteous manner and then seek - from the client - how this issue should be addressed.

The interesting thing is that clients will respect you more for your honesty, your perceptiveness and the collaborative nature to resolving an issue - a lot more than pushing forward with your agenda.

That's all I have for now. And by the way, this works great in all facets of interpersonal interactions.

Go out there any have some fun.

Cheers,

Steve


P.S. Free sales training videos can be found at http://www.professionalsellingnetwork.com

How to kill your credibility in just 6 words...

Just a quick one today folks. I have had the opportunity to meet with, assess, recruit, hire, train, observe and coach many (many) sales people. I have heard a lot of "interesting" comments during these interactions. What I would like to share are just a few of my least favorite statements commonly uttered by poorly-trained and falsely confident salespeople. These lovely phrases, to me as well as most executives/buyers, simply turn us off so don't use them. Under any circumstances.

1. Could you please tell me about your needs? (this is a great and rapid way to be shown the door). Please be a little more specific and display a lot more insight into the business.

2. If I could do (enter the obvious match to the need - e.g. make this issue go away) then would you be interested? (of course the client will be interested but does he/she believe that you can do it for him/her). Instead validate how your products and services may help to resolve the issues. Validate the client's belief in your ability to do so and the next steps to prove it.

MY FAVORITE (not really - in fact if I could wipe this statement from the collective psyche then I would be avery happy man.

3. SO, WHAT KEEPS YOU UP AT NIGHT? Do I really need to express how wrong this question is? How buyers have been inundated with this ridiculous question and how quietly enraged they become when they hear it. Actually they just laugh at you or may come out with a response like: My spouse!, or a more risque version. Instead, please just ask the executive what the key issues are around a goal, objective, or articulate some common issues and whether these resonate. They are a number of much better options than the dopey WKYUAN line.

That's all for now. The real advice is to stay away from the coloquial and just ask simple questions that are easy for the client to answer.

Cheers,

Steve

P.S. You can find truly free sales training videos at http://www.professionalsellingnetwork.com

Stopping Jumping to Conclusions

The other day I was in the field with a very strong salesperson. This individual knew his stuff. He established rapport with the client, had a relatively crisp agenda and sought validation from the client as to the purpose of the meeting. All was going well. In fact, the client was opening up quite a bit - revealing several critical business issues as well as some apparent direct areas of opportunity. But then something funny happened. The salesperson decided THIS was the appropriate time to regale the client with his brilliance and provided a (or is it an) hypothesis as to what was really going on in the organization. I was amazed at this incredible insight - particularly given the salesperson's extensive analysis (all 20 minutes or so) of the organization. The client was not impressed but was polite enough to indulge the salesperson (or at least allowed him to indulge himself). The client did shut down somewhat and did retreat into more of a defensive position. The meeting ended without much fanfare. It is my assertion that this salesperson now faces an uphill battle to establish credibility with the client. The salesperson sadly felt the same.

So what is the purpose of this story? I think we have all been in a position where we think we know what to sell, what the solution should be, what is really going in with the client, or some other ego-building display. Let's get serious here. Clients are interested in knowing what we have to sell and how it will benefit them personally but not until you understand their business, their issues, their objectives and goals - not before. So where is this magical line and how will we know when we have crossed it? The answer is simple. When the client says so!

This means, we do inform the client on who we are and what we do - granted - but only once we have exhausted a discussion on the client's issues and opportunities - that we have validated this with the client and that the client is now specifically asking us (or sometimes demanding) for it - will we engage in a solution-based discussion. This discussion must always be framed relative to the client's specific needs and requirements and speak to the results that the client wishes to achieve - how the application of the solution will assist in achieving this and then confirmation on how (not whether) this will apply to the client's business.

As always, please try to find a way to apply this to you day-to-day interactions with clients. I know you will see an improvement in your dialogue and the opening of broader opportunities.

Oh yes, and have fun.

Cheers,

Steve

P.S. for free sales and sales management training video downloads please visit http://www.professionalsellingnetwork.com

Sales and Sales Management "Training" for ALL! TRULY FREE!

OK. I am about to get controversial on everyone. Sales training, for the most part, is pretty generic. It is necessary to get people to a level of knowledge and understanding but training in and of itself is not a predictor of success. I have seen - and had the pleasure of personally experiencing - many of the larger sales methods out there - and even a few obscure ones (no names of course). What I can tell you is that most of them contain curriculum that looks something like this:

1. Establish rapport
2. Build an agenda and gain agreement
3. Introduce your organization
4. Gather information by asking relevant questions
5. Listen to the responses for cues to issues and opportunities
6. Understand how these are currently impacting the client or may in the future
7. Determine how to resolve the issue or help the client capitalize on an opportunity
8. Figure out how much that is worth to them
9. Position your "solution" to meet the needs and generate the benefits
10. CLOSE

Or some variation thereof.

I believe this is common-sense stuff - at least from a knowledge perspective. That is why the Firm I am associated with, Third Core, has decided to provide training on these principles at NO COST - no strings attached. Go to http://www.professionalsellingnetwork.com and take a look. You will find video content on the principles of selling and sales management, you will also find executive role plays and interviews with real industry executives. Professional Selling Network is the mechanism Third Core utilizes for the delivery of content to its clients. We are providing unlimites access to the material for anyone and any organization to use.

I encourage you to visit the site, browse the content and check back regularly as we will frequently update content.

I hope you get something out of it.


Cheers,

Steve

Coaching Challenges - 1-2-3

I have had a few people asking me lately about coaching. I am a fan, yes, though I think the word has become colloquial and certainly overused. A common theme is around the challenges related to coaching. I will articulate just a few. This is by no means exhaustive:

The first challenge is related to the competence of the coach. You need to ensure the coach has the capabilities, capacity and common sense to understand the needs of the individuals and then having the courage and consideration to provide meaningful "coaching". This is a skill but the accumulated experience and knowledge of the individual is what is required to be effective. This is tough. Everyone wants to be a good coach - but if they do not have the experience, track record and especially the credibility - they will find it tough to be an effective coach. That's just the way it is.

The second challenge relates to the individual being coached. In the vast array of personalities on this planet, there are some people who simply do not respond well to feedback or coaching. Best to identify these folks before they enter the organization - that is if you take coaching seriously as a facilitator of growth. If these folks are already on board then the coaching interaction needs to be positioned as part of the management process.

These previous challenges are generally hard wired or accumulated over time and not easily moveable.

There is one common challenge - and this is execution. This is simply the act of actually taking the time to coach, doing it consistently and with conviction. Fortunately, this aspect is moveable. This behaviour can be modified, encouraged, expected and rewarded - for both managers who can be expected to coach staff and staff that will be expected to integrate and implement the concepts or direction provided by the coach. (I won't get into the definition of coaching or effective coaching techniques - there is a lot of literature on this).

Really, what are we talking about here? This is all about observation and communication. Some people will do it well, others will not (on both sides). The key will be just to actually commit to the time to do it.

Cheers,

Steve