I am feeling a little impatient. I want to get some information to everyone on an area that drives me crazy.
This is when a sales professional enters into a discussion with the best of intentions - to discover some of the business issues the client is facing - in order to understand the fit with his/her organization's products or services. But during the course of the discussion, when the client is providing MANY opportunities for meaty discussion, the intrepid salesperson simply glosses over the issues with a "that's great" or "very interesting"...
Let's go through a simple process here: We will assume all of the niceties and pageantry have occurred with the client and we are into some level of discussion on wants & needs.
1. Let's get to some semblance of a list of issues, objectives, problems, priorities - whatever you want to call them. Please make sure this list is accurate and complete - validate this with the client. A great question: "Is there anything else?" or "what others do you believe would need to be addressed?".
2. Let's prioritize this list. Which of these areas would the client wish to address first. Use whatever manner of questioning to get the client to select but keep in mind that you will only be able to discus a few of these (if your lucky). Best to discuss the one that is most relevant to the client. Sample questions: "This is a great list. If we were to select only a couple of these to discuss today, which would you suggest we discuss?" or "If we were only able to address one or two of these issues which would be the priority?".
3. Time to understand all we can about the issue. How is it defined? How does the client know it is an issue? what is or isn't happening in the organization that should or shouldn't be? How do they measure "stuff" around this issue?, etc. Bottom line folks - get as much GOOD information as you can surrounding the issue. Sample questions: "Perhaps you can tell me a little about issue X?" or "You mentioned issue X as a priority, what is letting you know that this is an issue?".
4. Now you have to determine what success in addressing the issue might look like. Let's paint a picture here people. How would the business change? What results would be derived? What would have to happen and what changes would need to be made in order to address this issue NOTE: I am not a big fan of the following question but it may be useful in some instances; "What would it mean if you did nothing?". I am still trying to figure out when this is not insulting to the audience.
5. Now determine what addressing the issue will mean from a financial perspective or how other metrics may be affected. If clients are reluctant to provide details get them to guess - best estimate, gut-feel, whatever it takes. Let's just determine whether addressing the issue is significant enough that our solution even makes sense (i.e. be sure the potential benefits are much larger than the potential investment in your products or services).
That's all I wanted to cover today. The key to this is to slow down during the conversation and ask yourself this question: "Do I know enough about or fully understand what the client just said?" - and since you are asking this of yourself your ego shouldn't be in the way!
Have fun folks.
Cheers
Steve
Monday, April 14, 2008
Friday, April 4, 2008
Does the Player/Coach Model Really Work?
Time to get really real here folks.
I don't know how many times I have either come across organizations (or even worked for a few) that have tried to operationalize the Player/Coach model.
For those of you that are not familiar, the Player/Coach model is one where the employer attempts to gain benefit from a senior sales executive in building a sales pipeline while also managing a team (large or small - though usually small).
This is generally a means for attracting top talent in sales strategy and execution. But, most often it is a role filled with platitudes and empty promises.
Here is the issue:
Good salespeople are hard to find.
Good sales managers are even harder to find
Lots of people want to be sales managers (usually fatigued salespeople - of which there are many - for a number of reasons)
The hiring organization needs to be VERY crisp in its role definition. If this is a Player/Coach role - it is vitally important that you truly understand your expectations of the individual. How much time do you expect to be spent on individual sales contribution (i.e. carrying a bag) and how much on managing a team. If these expectations are not understood and clearly communicated, the candidate will only hear what he/she wants to hear. So if the person is management-inclined that candidate will only hear and retain the management aspects of the role. If the candidate is sales-oriented then the focus will be on the quota and individual contribution aspects.
And please don't kid yourself. If you really want a salesperson then call it out. Don't call the person a Senior Vice President of Sales and promise management responsibilities "down the road". You know and I know that this will likely NEVER happen. By the same token, really reflect on your needs as a business. Do you have an existing sales team, does it require focused leadership and have you thought about the costs and returns of adding this layer of leadership.
I have seen, all too often, organizations entering into this Player/Coach arrangement with best (and sometimes nefarious) of intentions only to be surprised when someone whom they perceived as a high-performer not delivering on individual business development targets. Well, I can tell you the culprit is usually an overzealous recruiting process with mixed-messages coupled with an eager wanna-be sales management executive hoping to secure a focused management role.
,
Bottom line folks - get very REAL about what you need in your organization, communicate it clearly and ensure candidates clearly understand and match your requirements.
Candidates - PLEASE DON'T KID YOURSELVES. If you are in the Player/Coach role - you WILL be having two jobs with high expectations. Look deeply in yourselves and honestly ask yourselves whether you have what it takes to do the job at hand. Failure to do so will have you searching for your next opportunity sooner than you may think.
For those that can make it work - this can be a rewarding role - both financially and form a career development perspective.
Good luck.
Cheers,
Steve
Please feel free to review FREE (no catch, no information collected) sales development videos and material at http://www.professionalsellingnetwork.com
I don't know how many times I have either come across organizations (or even worked for a few) that have tried to operationalize the Player/Coach model.
For those of you that are not familiar, the Player/Coach model is one where the employer attempts to gain benefit from a senior sales executive in building a sales pipeline while also managing a team (large or small - though usually small).
This is generally a means for attracting top talent in sales strategy and execution. But, most often it is a role filled with platitudes and empty promises.
Here is the issue:
Good salespeople are hard to find.
Good sales managers are even harder to find
Lots of people want to be sales managers (usually fatigued salespeople - of which there are many - for a number of reasons)
The hiring organization needs to be VERY crisp in its role definition. If this is a Player/Coach role - it is vitally important that you truly understand your expectations of the individual. How much time do you expect to be spent on individual sales contribution (i.e. carrying a bag) and how much on managing a team. If these expectations are not understood and clearly communicated, the candidate will only hear what he/she wants to hear. So if the person is management-inclined that candidate will only hear and retain the management aspects of the role. If the candidate is sales-oriented then the focus will be on the quota and individual contribution aspects.
And please don't kid yourself. If you really want a salesperson then call it out. Don't call the person a Senior Vice President of Sales and promise management responsibilities "down the road". You know and I know that this will likely NEVER happen. By the same token, really reflect on your needs as a business. Do you have an existing sales team, does it require focused leadership and have you thought about the costs and returns of adding this layer of leadership.
I have seen, all too often, organizations entering into this Player/Coach arrangement with best (and sometimes nefarious) of intentions only to be surprised when someone whom they perceived as a high-performer not delivering on individual business development targets. Well, I can tell you the culprit is usually an overzealous recruiting process with mixed-messages coupled with an eager wanna-be sales management executive hoping to secure a focused management role.
,
Bottom line folks - get very REAL about what you need in your organization, communicate it clearly and ensure candidates clearly understand and match your requirements.
Candidates - PLEASE DON'T KID YOURSELVES. If you are in the Player/Coach role - you WILL be having two jobs with high expectations. Look deeply in yourselves and honestly ask yourselves whether you have what it takes to do the job at hand. Failure to do so will have you searching for your next opportunity sooner than you may think.
For those that can make it work - this can be a rewarding role - both financially and form a career development perspective.
Good luck.
Cheers,
Steve
Please feel free to review FREE (no catch, no information collected) sales development videos and material at http://www.professionalsellingnetwork.com
Tuesday, April 1, 2008
NEW PUBLIC PROGRAMS FOR SELLING IN ACTION ANNOUNCED
Hi everyone,
As you may notice as you read through my posts, I am not a shameless advertiser. Other than Third Core's Professional Selling Network , which is free anyhow (and I make no money from it - at least not directly), I do want to let my Toronto/GTA/Ontario-based readers know about an exciting program we are running. These programs are generally reserved for Third Core's enterprise clients. We are now offering access to Third Core's process on a limited public basis.
Here are the details:
Public Selling In Action Program
Program Overview
Selling in Action is an intensive, rewarding and immersive experience that will fundamentally and permanently change sales professionals’ approach to executive selling.
The program immerses sales professionals in a sales campaign with a real prospect company. Participants compete against one another to win business from the company, whilst receiving support, coaching and guidance to enable them to hone their capabilities.
Specifically, the program:
As you may notice as you read through my posts, I am not a shameless advertiser. Other than Third Core's Professional Selling Network , which is free anyhow (and I make no money from it - at least not directly), I do want to let my Toronto/GTA/Ontario-based readers know about an exciting program we are running. These programs are generally reserved for Third Core's enterprise clients. We are now offering access to Third Core's process on a limited public basis.
Here are the details:
Public Selling In Action Program
Program Overview
Selling in Action is an intensive, rewarding and immersive experience that will fundamentally and permanently change sales professionals’ approach to executive selling.
The program immerses sales professionals in a sales campaign with a real prospect company. Participants compete against one another to win business from the company, whilst receiving support, coaching and guidance to enable them to hone their capabilities.
Specifically, the program:
- Provides an environment in which sales skills required for access to, consultation with and commitment from executive decision makers may be applied.
- Provides sales professionals with continual feedback on their performance.
- Provides sales professionals with learning regarding the principles of selling strategically at executive levels.
- Provides sales professionals with a clear understanding of what is required to consistently apply their sales skills at this level.
- Provides sales professionals with clearly identified skill and competency gap profiles for self development.
- Provides all participants with access to feedback directly from real prospects and customers, allowing them to take direct responsibility for their development based on unfiltered opinions.
Benefits of the Program
Third Core’s acclaimed Selling In Action program has been used by some of the world’s most successful organizations to rapidly enhance the capability and productivity of their sales forces. When sales methodology alone has been exhausted as a route to enhance performance, Selling In Action provides a stretching, transformational experience that changes the game completely for strategic sales professionals.
To quote one of our clients:
“I have been in IT Sales now for over 20 years and worked for some of the largest IT companies in the world, including Compaq, HP, and EDS. During the last 20 years I have participated in many different sales training programs including Target Account Selling, Holden Power Base, Value Added Selling and IBM Large Account Marketing.
The Third Core program is by far the best program I have participated in. This is not a classroom setting. It is the most realistic sales exercise I have ever seen. The feedback from the executives, the time spent observing and coaching your team and the personal coaching you receive is invaluable.”
The focus of the program is on creating replicable and sustainable sales performance improvement. To quote another client:
“There was a 104% increase in the revenue per deal closed, and a 170% increase in total new revenues, versus the same period last year”.
Offering
Third Core will be offering two initial dates for the public version of Selling In Action – 21st/22nd May and 15th/16th July 2008. Location will be at Third Core's Toronto offices.
The price per participant is $1,000 per day
The minimum number of participants for each session is 8. The maximum program size is 12 participants.
Pricing details
The price of $2,000 per participant includes the following:
Full access to program pre-work;
Attendance at the two-day Selling In Action program at Third Core’s premises;
Facilitation of the program;
Engagement with real Canadian senior business executives;
Coaching throughout the program;
Fully documented competency-based feedback, delivered to participants’ managers;
90 days of access to videos of participants’ engagement with the customer for the program – for coaching purposes
Points of negotiation/variability
Any company that books 4 salespeople onto one of the public programs may send a sales manager, free of charge, to take part in the program. The manager will be personally involved in leading and guiding their sales people through the program, offering them a unique opportunity to be involved in accelerating results from the program. A full competency-based assessment will be produced to help the manager focus on their areas of strength and development.
Those companies wishing to discuss volumes of more than 4 sales people may benefit from a custom program. We will discuss this on an as-needed basis.
If you are interested and would like to register or require more information please contact us at sia.admin@thirdcore.com
So there is the sales pitch. Bottom line folks, if you are interested in this that's great. I have seen the value that is derived from participation in these programs - not only on the part of the participants but their managers and organizations. If you are not interested, that's OK too. Keep reading these posts, go to PSN and get what you can from all sources.
As always, have fun.
Cheers,
Steve
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