Have Our Customers and Clients Become Irreversibly Promiscuous?

I suppose another way of framing that question is to ask you if you think customers and clients still value long-term relationships?

Let’s look at what we know: All of our customers and clients are more informed than ever and typically enter the sales/buying cycle much later than they used to – you must be sick of hearing that, but it’s true.

We also know that customer service levels are at an all-time low, as companies of all sizes indulge themselves in a frenetic and sometimes indecent chase for new clients, leaving their existing ones to fend for themselves. (Lots of foreplay until the initial conquest, and then a combination of coldness, indifference and arrogance)

This in turn breeds mistrust, which inevitably results in an initial reluctance to engage – or commit to a longer-term relationship – for fear of being hurt.

However, the reality is that there are enormous benefits to be gained by both parties from a secure and mutually rewarding marriage: For a vendor, the opportunity to forecast regular and reliable income, keeps the grey men in the finance department happy. Equally, the customer, once convinced of our integrity, is able to enjoy consistent and continuous levels of customer service – well that’s the theory.

So how does that work?

You see, since the key to differentiation is in forging closer links with clients, the role of the long-term ally is a crucial one. Once the salesperson has earned the right, it is important to develop and maintain the relationship.

As the term suggests, acting as a long-term ally involves maintaining contact with the client even when there is no immediate prospect for a sale. It also suggests that the salesperson needs to be committed to the long-term development of the relationship.

I believe that top salespeople demonstrate this commitment by continuously looking for ways to:

Build interpersonal trust

Create and maintain a positive image of the sales organization

Inspire respect for their company

Show genuine concern for their customers’€™ short and long-term interest

Identify ways to strengthen the quality of their business relationship

Help the customer meet needs within his or her organization

Deal with issues openly and honestly

Deliver on promises

It is also crucial for the salesperson to ensure that the relationship between the organizations is mutually beneficial. In other words, it is essential to build and honor the expectation that reaching agreements will mean good business for both parties.

At the end of the day, taking a long-term approach proves more profitable since the customer will recognize that the salesperson is taking a committed interest and in so doing is giving honest and open advice. This inevitably encourages the customer to trust the salesperson and to view him or her as a colleague rather than an opponent.

In Summary: Long Term Allies and Mutually Beneficial Agreements.

For relationships to grow and prosper, supplier organizations must be willing to …

Elicit feedback from customers regarding overall satisfaction with the products / services delivered.

Maintain regular contact with current and prospective customers

Alert customers to new developments in own organization

Review the business relationship underlying each account on a regular basis

But reciprocation has to be forthcoming and buyer organizations must be willing to ….

Keep suppliers “in the loop” regarding the company’s strategic direction and needs

Value the record of service provided by supplier organizations above lower cost competitors

Grant access and information about their customers to the supplier organizations

Sometimes I find myself repeating a statement so often that I worry it is becoming a cliché, but I can only re-iterate: “It now costs fifteen times more to first locate, then qualify, then sell to a new customer as it does to an existing one”  FACT.

Whatever Happened to the Lone Ranger?

 The Lone Ranger is dead. Instead of the individual problem-solver, we have a new model for creative achievement. People like Steve Jobs or Walt Disney headed groups and found their own greatness in them. 

Professor Warren Bennis, Distinguished Professor of Business Administration, Marshall School of Business, USC, provides a blueprint for the new model leader:

He or she is a pragmatic dreamer, a person with an original but attainable vision. Inevitably, the leader has to invent a style that suits the group. The standard models, especially command and control, simply don’t work. The heads of groups have to act decisively, but never arbitrarily. They have to make decisions without limiting the perceived autonomy of the other participants. Devising an atmosphere in which others can put a dent in the universe is the leader’s creative act”

However, the role of the new model leader is ridden with contradictions. Paradox and uncertainty are increasingly at the heart of leading organisations. A lot of leaders don’t like ambiguity so they try to shape the environment to resolve the ambiguity.

This might involve collecting more data or narrowing things down. These may not be the best things to do. The most effective leaders are flexible, responsive to new situations. If they are adept at hard skills, they surround themselves with people who are proficient with soft skills. They strike a balance.

While flexibility is important in this new leadership model, it should not be interpreted as weakness. The two most lauded corporate chiefs of the past decade, Percy Barnevik of Asea Brown Boveri, and Jack Welch of General Electric, dismantled bureaucratic structures using both soft and hard skills. They coach and cajole as well as command and control. The “leader as coach” is yet another phrase more often seen in business books than in the real world.

Acting as a coach to a colleague is not something that comes easily to many executives. It is increasingly common for executives to need mentoring. They need to talk through decisions and to think through the impact of their behaviour on others in the organization.

In the macho era, support was for failures, but now there is a growing realization that leaders are human after all, and that leadership is as much a human art as a rational science.

Today’s leaders don’t follow rigid role models but prefer to nurture their own leadership style.

They do not do people’s jobs for them or put their faith in developing a personality cult.

They regard leadership as drawing people and disparate parts of the organisation together in ways that makes individuals and the organization more effective.

The Lone Ranger really is dead: “Hi-yo, Silver! Away!”

The Fine Art of Intuitive Management

As a young man obsessed with driving rapid sports cars (often far too rapidly,) I considered myself very fortunate to have my very own mechanic who would regularly tune my latest “beasts” to perfection. He was a genius, and to watch him go about his work – which was his obsession – was an honor and a privilege. He rarely lifted the hood (bonnet) until he was ready to perform his magic, but rather he just listened – not unlike the way a master piano-tuner listens. He was using his well-trained ear to identify the slightest imperfection.

I knew him well … he was my father, and he was one of the most intuitive people I have ever known.

Very occasionally I have witnessed the same thing in my commercial life, but sadly, far too rarely. It is that trait that distinguishes the great manager or leader from all the rest.

Being intuitive means that we “feel” we don’t just see or even hear. We are completely in-tune with our team; we understand each of them; we know what motivates every one of them; we are able to stimulate and goad them in equal measure in order to elicit optimum performance levels from them, and as a consequence we have a team that can achieve remarkable things.

Can anyone become an intuitive manager or leader? Yes of course they can, I have always believed that if one person can do something then we can all do it – if we really want to that is. Example? I could give you so many, but this is my personal favorite…

Up until that balmy May evening in 1954 at the Iffley Road track in Oxford, England when Roger Bannister ran the mile in under four minutes, everyone believed it to be impossible – but then later that same year another sixteen athletes also ran sub-four minutes, because it had been proved to be possible.

In order to become a truly intuitive manager you first have to have an interest in people – a genuine interest – and you also need to genuinely care about them too. Then you have to know and understand yourself well; you have to be comfortable and confident with who you are and with your management/leadership style.

When I communicate with my team – and in fact my client’s teams too – I listen for what is not said as much as what is; I understand and recognize gaps in written communication; I immediately notice facial expressions, body posture and voice tone. It is more than a skill. I have honed it and developed it over the years, and it has stood me in good stead. It is like a sixth sense, and I feel privileged to have it.

So, the next time you survey your team, ask yourself this question: “Do I feel my team; do I understand each of them – do I need to lift the hood (bonnet) to reach them, or can I just listen and hear their imperfections, and then fine-tune them to peak performance levels?” If you can, congratulations, you are practicing the fine art of intuitive management!

Are You Really Up to the Challenge of Change?

Becoming a Top 5% sales performer requires significant changes in your “world view” – how you think about yourself, and how you think about your relationships with key stakeholders. You are faced with new ways of thinking, many of which directly challenge what you have been taught and believe.

When faced with significant innovations in thinking, we tend initially to find ourselves in one of the following three characterizations:

The “Authoritative Critic”

The “Authoritative Expert”

The “Enthusiastic Apprentice”

We can think about these three characters as being on a spectrum that runs from outright rejection to eager acceptance

As we take a brief look at each of these, allow yourself to wonder where on the spectrum you fall.

The Authoritative Critic

This individual quickly dismisses new ways of thinking, rejecting them as ridiculous, foolish and unwise.

What is this individual’s motivation? Fear of change, of loss.

The Authoritative Expert

This individual is one who typically responds to the introduction of innovative ideas by rejecting the reality that the ideas are indeed innovative. This individual is typically thinking “What’s the big deal? I’ve always done it this way.”

What is this individual’s motivation? Fear of losing face, of appearing inadequate.

The Enthusiastic Apprentice

This individual is excited by innovative thinking and is eager to learn. He/she may not understand or totally embrace the innovative concepts, but they are excited about the possibilities that well-informed change may bring about.

What is this individual’s motivation? It is hunger for knowledge and excitement about the possibilities that may come with that new knowledge.

The nature of change is dynamic. As much as we might like to believe that change is linear, the truth is that deep transformative change develops in a spiral pattern.

As you reviewed the above characteristics, you may have seen parts of yourself in each description.

Knowledge is the power. The more aware you can become of your own process of “spiralling” through the process of change, the more conscious and intentional you can be about choosing change, choosing growth, and choosing to become a genuine Top 5% player in the game of sales.

Je Suis Charlie, Tu Es Charlie ….Nous Sommes Charlie

Unsurprisingly, here in Paris the mood has been incredibly sombre. Everyone I have met in the past 24 hours has wanted to share their despair, their shock, their incredulity. This is all to be expected, but my real concern is that now I am witnessing that initial numbness being replaced by anger, and a thirst for revenge. These are emotions which will not, under any circumstances, provide us with a long term solution.

Whatever our faith, be it Muslim, Christian, Jewish, Hindu or even Atheist, we absolutely must try to discover the key to co-existence and mutual respect, which is quite simply, consideration: Consideration for the other’s point of view; consideration for the other’s guiding principles and most important of all, consideration for consequences. There are always consequences to any single act or series of acts.

I will defend the right to freedom of speech for as long as I live, but I will also fight for the critical word in that dictionary of human co-existence – empathy.

I am Charlie; You are Charlie; We are Charlie ….

Let us not forget the lessons of history, simply because a small number of senseless, violent radicals have chosen to hide behind a religious cause, when that religion does not recognize them.

We should also not forget that Charlie not only laughed at Muslims but also at every known religion. These are not “attacks” against believers, there is no hate against individuals, this is humor. You can say you don’t appreciate it. But you can’t force people to shut up because you don’t like what they are drawing.

Sales Process – Help or Hindrance?

Far too frequently, competent salespeople are expected to channel their own activities into the areas that will produce the quickest wins. Unfortunately, left to their own devices, they don’t develop and pursue a formal strategy for moving a sale tangibly forward during each prospect interaction, neither do they have a clearly defined set of goals against which to measure the progress they are making. Typically, their judgment is based on gut reaction and is purely subjective i.e. “Oh yes, I’ll get that order, he likes me” because salespeople have to be optimistic by nature. They end up dancing around with prospects, in the hope that eventually they will get to their chosen point on the dance-floor i.e. -the sale. In this scenario, the prospect has complete control.

This lack of a plan is often fatal, because, as recent research from The Results Corporation PLC shows,

60% of clients buy after five “No’s” and yet …

44% of salespeople give up after the first “No”

22% after the second “No” and

14% after a third “No”

A well-known oil company discovered that it took their best salespeople an average of three visits and five follow-up calls to convert a prospect into a client. Yet, their average sales performers only visited prospects twice and then gave up, costing the company millions of dollars in wasted sales effort and even more in lost potential sales opportunities.

When their efforts don’t pay off immediately, even experienced salespeople tend to become discouraged. They spend more and more time struggling to meet their sales quotas and working less and less efficiently.

Feeling increasingly powerless to influence prospects, they may also begin to press for a sale in ineffective ways – for instance, by arranging full-dress product presentations to prospects that they have not even qualified or who haven’t yet agreed that they need the solution being presented. They allow prospects to milk them for information without getting a commensurate commitment first, and even worse they fail to defend margin and make unprofitable sales in order to achieve quotas.

The details of what goes wrong differs for each individual salesperson, but the net result is always the same, a discouraged sales force, diminished sales efficiency (i.e. wasted investment of sales time and resources that fail to produce high quality sales) and, consequently, increased cost of sales which inevitably drastically reduces net profit.

What’s the bottom line? Sales never result efficiently and with maximum revenue unless the sales process is continually and closely managed. But before the sales process can be managed, it must be manageable.

However, a word of caution …

But, and this is a very big BUT, it is not uncommon for an organization’s sales process to restrict and even stifle success by being far too rigid. In many scenarios, creativity is discouraged, and the rules are very black or white.

I have encountered many companies who insist that the sales team must achieve certain goals on a daily/weekly/monthly basis: They place great emphasis on quantity rather than quality, and as a consequence, they typically attract lower margin business.

In my opinion, a sales process should act as a “guide” particularly where activity is concerned, and always be flexible enough to accommodate individuals who sometimes need to work outside of the “boundaries”

Have You Spotted the Golden Egg(s) Nestling in Your Basket?

From quite early on in our sales careers, we are encouraged to explore every sale opportunity that presents itself. In fact, in some companies, the sales teams are “brainwashed” into believing that “all business is good business.” And of course, we do not challenge this fallacy, simply because we don’t know any better – we are on the first rung of the ladder…

We are anxious to make our mark, get “runs on the board” and impress our manager – even our colleagues. At this point in our careers, naivety sustains us, and in some perverse way, insulates us from the harsh realities of the sales environment – but only momentarily.

Maybe all new sales professionals should memorize this statement: “Selling is the most exciting, the most invigorating and the most rewarding career in the world – if you are selling well”

Gradually, as we ascend that sales success ladder, we experience a life-changing epiphany – well those of us that become successful do – and it dawns on us that actually, it takes just as long to progress an opportunity that has no chance of closing through the various funnels and pipelines, as it does a profitable and closeable one. We even manage to work out that, whilst we are spending so much time on unwinnable business, we are letting winnable business slip through our fingers, due to a lack of time and attention.

It isn’t rocket science, but our ability to determine which is which, early in the sales/buying cycle, could ultimately decide just how far we progress up that aforementioned sales ladder. Because, be assured, the very best frontline sales professionals (the top 5%) always position themselves with the real decision-makers, and avoid those without “approval power.” They are able to first identify, and then access, the formal decision making unit(s).

They are also able to readily identify, and know how to deal with, the four different buying influencers present in every sale, and they understand how to prevent sales from being sabotaged by an internal enemy. They insulate themselves by developing strong allies within.

Finally, they are able to recognize fail-safe signals that indicate when a sale is in jeopardy. This comes from experience, but also information supplied by their “allies”.

But most important of all, they are rigorous in tracking account progress and are able to accurately forecast future sales, because they use a proven methodology which allows them to realistically weight every opportunity in the pipeline.

So do you think, if you re-examined your pipeline today and had to wager your house on those opportunities that will really happen, you could do so? Or are you happy to continue playing the numbers game?

Do try to spot the “golden eggs” in your basket, and encourage them to hatch – it will be worth it, I promise you!

What a great exercise to kick-off 2015?

Schhh! Can You Hear the Silence?

Yes, me too. Nobody – well hardly anybody – is talking about “Sales 2.0″ anymore, and yet less than twelve months ago you couldn’t hear yourself speak above the incredibly loud din that rose to a deafening crescendo.

So what happened? Has it gone away? Have we moved on to “Sales 3.0″ and everyone forgot to tell me? Was it all a figment of my imagination?

It is now more than eight years since Nigel Edelshain first coined the term, on a balmy Sunday afternoon way back in 2006, and perhaps we all now accept that actually, it was just the next phase in a continuous cycle of change in the way we all sell.

But the silence we are witnessing now is almost as loud as the silence I experienced when I posed the question – frequently.

I didn’t just ask the question here on my blog: I asked during keynotes that I was delivering; I asked during training workshops that I was leading; I asked all my learned chums … and still no definitive answer or explanation.

However, let me be very clear here, the “sales space” has witnessed the birth of some superb new solutions; highly successful conferences; a plethora of books/articles/webinars etc. over the past eight years, and if that was Sales 2.0, then bravo.

But did it need to be called anything? Wasn’t it simply a natural evolvement? Is it still with us?

Maybe it was like “Web 2.0?”

I remember a few years back, a very good chum writing a recommendation on LinkedIn, praised me for “fully embracing Web 2.0 tools” I didn’t really understand the significance of her compliment, but again, I do hope someone will alert me when and if I fully embrace Web 3.0

And what about our customers – the buyers – do you think they noticed the arrival of Sales 2.0? Mine didn’t, and to this day my perception is that they remain blissfully unaware.

My conclusion is that it is our secret – us sellers – and probably best to keep it that way.

These are just a few of the questions that keep me awake at night – or not!

Leader, My Leader, Do You Inspire “Willing Action?”

Leadership has been defined as “the ability to inspire willing action”

Emphasis is placed on the “willing.” But to understand leadership, we need to delve a little deeper than that.

One thing which experience has proven over and over again down through the ages is that when any group of people are thrown together for any length of time or for any project, a leader will emerge from the group – one to whom they will listen and give their confidence and support.

Their position on the organization chart or their title alone cannot make a person a genuine leader. They must have certain traits and skills, or they will surely fail. In business it has been shown again and again that these skills can be learned and the traits can be developed in any individual who is willing to exert an effort based on strong desire and a true hunger for success.

Generally, a leader or teacher does not actually “develop” another person. They encourage and inspire that person to develop themselves from within. Thus, leadership is, in a large sense, self-initiated.

Once we understand and identify the methods and characteristics of admired leaders, we can take steps to develop these skills and traits ourselves. We can analyze ourselves — honestly, ruthlessly, objectively – and identify which skills we need to acquire or improve (and those which we need to play down).

However, it is my view that the “perfect leader” has yet to be born. We all have room for self-improvement. If we can agree upon what it takes to be a good leader – what are the traits of leadership, what are the skills – we will at least have made a good start. We should analyze every genuine leader we know and try to learn which qualities influenced us to consider them a good leader.

And that is what I have done: My first experience of leading was thrust upon me at the tender age of eight years old, when I captained my soccer team – since then I have always been the captain – it is as well, because I am not a very good follower however hard I have tried.

Does your leader inspire you into willing action … or un-inspire you into unwilling action?

Final question: Are great leaders born or made? It seems that everyone has a view on that – every man, his dog, and most of his dog’s best friends: I’ll share my views shortly…. watch this space.

The Power of Responsibility

Together, involvement and empowerment create an environment in which sales people can have responsibility for their own actions. Responsibility cannot be given – it can only be taken; therefore a Sales Leader can only give sales people the opportunity to take responsibility for their work demands.

High performing sales teams require clear objectives so they know exactly what they must do and why, good communication and trust so that having created such a situation, a Sales Leader will let sales people get on with things. These elements build higher motivation because sales teams enjoy having the authority to make decisions and get the job done.

A sales person’s willingness to participate collaboratively as a team member does not guarantee that the team will create their desired outcome. If sales people are thrown into a collaborative situation and simply told to work as a team, they will lack the structure to make this happen. After all, why should a sales person care about their sales team?

Promoting understanding of why sales people need to be a team is vital. The team needs to understand its shared goals and what each team member brings to the team that is relevant and crucial to its overall successes. Therefore, to optimize the talent capability within a sales team it’s important to identify what each sales person’s unique ability is, and how their unique ability can be shared for the betterment of the team.

Maximizing a sales team around one common goal that creates value for the customer, the organization, and the individual sales person is the only way to focus the activities of a sales team.