The last few weeks I have focused on the importance of creating receptivity among prospects and some keys to accomplishing that. As you know by now, my belief is that our success in sales is determined by our ability to – with an customer-centered motive – challenge the decision-making process and change beliefs. But our level of effectiveness in altering how others see the world will hinge on our ability to create receptivity. Without that, our message will be much like a seed that falls on concrete. In other words, it is doomed to fail.
But let’s say you have a receptive audience. You’ve read the blogs and dropped-the-rope. You’ve succeeded at “preparing the soil.” It’s time to plant. What about the message? What message will resonate with the decision-maker, the real decision-maker – the person who doesn’t meet with sales reps – most likely an executive? It’s actually really simple.There is only one reason that an executive will engage – you know something they don’t. In most cases, decision-makers define a strategy to solve a problem and then delegate the implementation. And since the typical perception of a sales rep is that they help with implementation, it stands to reason that they should be working with the “implementer.” But what if you recognize a flaw in their strategy? What if you truly do offer a better path to the destination they desire? This isn’t an implementation issue – this is a strategy issue. Now there really is a reason to operate above the “implementer.” If you have insight into a better way to solve their problem or meet their objective, they will engage and most likely stay engaged.
This is the simple truth that a lot of so called sales consultants miss. They want to learn how to get the meeting and then how to sell once they get there. So the meeting is brief and the invitation to return is never extended. When that happens the problem lies in the message – they have little or nothing to say.
Every decision-maker has a “whiteboard” that captures what they are trying to accomplish (i.e., their objective) and how they will get there (the plan). The questions too rarely asked are: “Do I know what is on that whiteboard? Can I add value to that plan – is there something missing? Can I help them do a better job of implementing their plan?” If the answer is “no,” you will waste all the effort required to get the meeting and create a receptive audience. And worse yet, you will reinforce the perception that only the “implementers” should meet with the sales rep – potentially closing the door on future opportunities to operate “above the clouds.”
If I have opened your eyes to a potential gap, see if you have the answers to the following questions. The answers will not only reveal a potential area for improvement but may also reveal a path to building the necessary expertise to operating at the executive level.
What are the top three challenges the relevant executives/decision-makers face in your industry (averaged from at least 20+ interviews)?
When thinking back on the last 3 meetings with a decision-maker, do you know how they will earn their bonus? How is success in their role defined?
Who are the top 2 or 3 thought leaders your decision-makers respect and listen to? Why?
Have you identified the key principles that ensure success and/or cannot be violated when tackling the problem your solution addresses?
Can you deliver a sentence like the following with confidence: “Based on our experience over the last 10 years, working with hundreds of organizations who were focused on _____, there are three things that must occur….”?
Do you know all elements required for solving the relevant problem or achieving the relevant objective, regardless of whether the solution is offered by your company?
