By Sharon Drew Morgen

When I asked a clerk at Walmart recently if I needed to wear a mask to enter, he responded: “Do whatever you want. Frankly, they don’t pay me enough to care.”

The implications of this statement sent my mind reeling and I had some questions:

The implications of this statement sent my mind reeling and I had some questions:

  • What if it mattered to a company that their employees cared about customers, that customers could potentially become ill because of an employee’s judgment?
  • Is Walmart (or any company, frankly) so cash-strapped that they can’t afford to pay employees enough to care? To build customer care into their job descriptions and only hire folks who comply? To teach new hires that customer-caring criteria are a big part of their jobs?
  • What sort of hiring and supervision practices make it possible to hire folks who won’t do their jobs – or does ‘customer care’ not show up on their job descriptions?
  • Do companies understand that customers are the secondary victims of bad hiring practices and inadequate pay?
  • What is the value of employee and/or customer happiness?

I strongly believe companies are one of the propagators of happiness for employees and customers. In this article I’ll examine people, pay, respect, and responsibility so we can begin to think about ways to make money AND make nice.

Given the size of the topic, in this article I’ll merely pose some questions to inspire interest and create a foundation for a fair equation. Ultimately, I’d like to think that companies are in business to serve.

PEOPLE

  • How can we compensate employees to make sure they earn enough to take care of their families AND incorporate caring for clients as part of their job?
  • What is an operational equation between gross corporate revenue, fair profit margin, employee pay, product pricing, and vendor profit?
  • How do we choose new hires that are people-oriented, who understand their job is to serve both customers and each other, to understand that customers provide their income?
  • How do companies design an equation for employees and customers in which everyone walks away getting what they need? How do we factor in ‘people-respect/happiness’ and put it high on our criteria – for hiring, for job descriptors, for client care?

PAY

  • What is the fair equation between CEO pay and employee pay? Between profit margin and a living wage?
  • How does respect – for employee/colleague/customer treatment – get imbedded, compensated, supervised, tracked as part of a company culture?
  • What does pay represent? Is it job specific, outcome specific, paid as per responsibility/job description, ability to bring in income, degree of customer happiness, amount of customer churn?
  • How can customer facing jobs – sales, customer service, help desk support – be fairly/equally compensated given they hold the key to maintaining customers?
  • How can corporations reward all employees in a way that reflects minimizing customer churn? Maybe an annual bonus for all depending on what percent customers remain from last year? A bonus for customer-facing employees dependent on customer retention?
  • Why do some jobs – i.e. sales, ‘C’ level officers – receive such an inordinate amount of pay when other jobs that are client facing – outside field techs, customer support folks – and actually lessen customer churn get paid less?
  • Why is nabbing new clients more highly paid than keeping clients? It’s now built in that some jobs are more highly compensated but shouldn’t be if the churn rate is high and much business gets lost annually due to bad customer service bad customer service?
  • What if sellers got paid according to customer retention rather than new sales?

RESPECT

  • How does respect – for clients/customers, for employees – get compensated?
  • How do folks get hired and trained as per respect, and how is it built into their job description?
  • How do customer-facing folks get paid to respect clients? To have the time to provide what customers need to be happy and satisfied rather than paid per X number of minimal minutes per customer?

RESPONSIBILITY

  • What is our responsibility as a company? To our employees? Teams? Vendors? Clients? The environment? How does this get built into the company culture?
  • Who are companies responsible for/to? How do we imbed this into daily work?
  • What does ‘responsibility’ look like on a daily basis – for our employees? clients?
  • What are sales folks responsible for? They currently waste 90% of their time pushing solutions and chasing those who will never buy rather than facilitating buying and closing actual sales? (Hint: it’s possible to close 8X more prospects by facilitating buying than pushing solutions – but not by using the sales model solely.)
  • What are managers responsible for? How can they be held accountable for facilitating teams who create outcomes that ultimately enable mental, physical, spiritual well-being within the company culture, or for clients? And how does this get compensated?
  • How can responsibility to the environment get factored in to company identities?
  • How can the corporate environment encourage learning opportunities with courses, peer coaching, rotating leadership roles?

WHO, EXACTLY, ARE WE?

Some say that companies are in business to create products to sell. What if our companies are vehicles to serve? What if it were our main priority to not only produce great solutions but to responsibly and ethically care for our employees and customers and the environment? To create reward traditions that are fair and equitable for all?

I believe we’re short-sighted by focusing on profits. This ends up making us greedy and numbers-driven rather than people- or serving-driven.

So I pose the question: what do we need to believe differently to run companies that have heart, that care about all involved – customers, employees, vendors, and the earth. With such a large canvass, I bet we can make a difference.

_______________________________

Sharon-Drew Morgen is a breakthrough innovator and original thinker, having developed new paradigms in sales (inventor Buying Facilitation®, listening/communication (What? Did you really say what I think I heard?), change management (The How of Change™), coaching, and leadership. She is the author of several books, including the NYTimes Business Bestseller Selling with Integrity and Dirty Little Secrets: why buyers can’t buy and sellers can’t sell). Sharon-Drew coaches and consults with companies seeking out of the box remedies for congruent, servant-leader-based change in leadership, healthcare, and sales. Her award-winning blog carries original articles with new thinking, weekly. www.sharondrewmorgen.com She can be reached at sharondrew@sharondrewmorgen.com.

July 26th, 2021

Posted In: Communication, Sales

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What if most of our viewpoints, interpretations and assumptions are so unconsciously biased that we unwittingly restrict our ability to accurately understand, or act on, incoming information? And what’s accuracy anyway?

Usually, we don’t question what our brains tell us, what seems to be reasonable or wrong. Responding from our personal norms and beliefs, we instinctively assume our perceptions, actions, interpretations, are based on reality. But what if we’re actually restricting ourselves to what’s comfortable and acceptable, and not accounting for our deep seated biases?

Our subjectivity maintains us. At all costs.

SUBJECTIVITY VS OBJECTIVITY

Subjectivity is based on personal, unique, and idiosyncratic beliefs, assumptions, and norms. We’d think we’re making good choices when we choose or consider one thing vs another, when we easily reject something because it makes no sense or annoys us. Or worse, when it’s ‘obvious’ to us that one thing should be valued differently than another.

We like to think we’re able to be objective. I’m here to tell you, we’re not.

The Wikipedia definition of objectivity is “… the elimination of subjective perspectives and … purely based on hard facts.” And “a lack of bias, judgment, or prejudice.” But is this possible? What are ‘hard facts’ when our brain rejects them as faulty? I suggest that objectivity is only slightly less biased than subjectivity. It’s our brain’s fault.

Indeed, it’s pretty impossible to experience or interpret most anything without bias. We act, make decisions and choices, communicate with others, raise children and have friends, all from a small range of favored, habitual mental models that we’ve spent a lifetime culling and assume are accurate.

  • We hear and understand through our brain’s existent neural pathways, causing incoming information (incoming via electrical and chemical signals devoid of meaning) to flow down historic brain routes developed through a lifetime of beliefs, norms, experiences. Regardless of how ‘factual’ it is, when incoming data doesn’t jive with our existing beliefs, our brains ‘do us a favor’ and resist and re-interpret whatever falls outside of what we ‘know’ to be true. Obviously, anything new has a good chance of not being understood accurately. Bias is just cooked in; we don’t even think twice about trusting our intuition or natural reasoning.
  • Whether we’re in a conversation, listening to media, or even reading, we listen through biased filters, and hear what our brains tell us was said – likely to be X% different from the intended message. Unless we develop new neural pathways for the new incoming data, we will only hear what our brains are already comfortable with.

Indeed, our worlds are very tightly controlled by our unconscious and habituated biases, making it quite difficult to objectively hear or understand new idea-based incoming information that is different. It takes quite a bit of work to act beyond our perceptions.

WHY CAN’T WE BE OBJECTIVE?

Each of us interpret incoming messages uniquely. Have you ever spoken with folks who believe that ‘9/11’, or the moon landing, was a hoax or conspiracy? What about people who smoke, and interpret the health data uniquely, believing that because their grandfather smoked until he died at 95 that it’s not going to happen to them? Objectivity is not, well, objective. Here’s what happens: Sometimes

  • the way the new info comes in to us – the words used, the setting, the history between the communication partners, the distance between what’s being said and our current beliefs – cause us to unconsciously misinterpret bits of data;
  • we have no natural way of recognizing an incongruity between the incoming information and our unconscious thoughts;
  • our brain deletes some of the signals from incoming messages when they are discordant with what’s already there, without giving us the deletions to let us know what we missed (My book What? Did you really say what I think I heard?explains and corrects this problem.);
  • our beliefs are so strong we react automatically without having enough detachment to notice;
  • what we think is objective is often merely a habitual choice.

We each live in worlds of our own making. We choose friends and neighborhoods according to our beliefs and how our ears interpret ‘facts’, choose professions according to our likes and predispositions, raise our kids with the same norms and beliefs that we hold. In other words, we’ve created rather stable – certainly comfortable – worlds for ourselves that we fight to maintain regardless of how our biases may distort.

When communicating with others, ‘objective facts’ might get lost in subjectivity. In business we connect with different viewpoints and attempt to convince other’s of our ‘rightness’, and either they don’t believe us or they feel we’ve made them ‘wrong’. Our children learn stuff in school that we might find objectionable regardless of its veracity, or we might disagree with teachers who have different interpretations of our child’s behavior. What about the ‘fake news’ claims these days? What, exactly is true? I contend the difference between ‘fake news’ and factual reporting is in our perceptions. Either can be objective or subjective given our underlying biases, and separate from the ‘reality’ of facts.

And of course, most scientific facts we deem ‘objective truth’ may just be opinions. Folks like Curie, Einstein, Hawking, and Tesla were considered to be cranks because their ideas flew in the face of objective science that turned out to be nothing more than decades and centuries of perceived wisdom/opinions.

The problem shows up in every aspect of our lives. Sometimes there’s no way to separate out objective fact from subjective belief, regardless of the veracity.

I remember when my teenage son came home with blue hair one day. Thinking of what his teachers would say (This was in 1985!) or his friend’s parents, I wanted to scream. Instead I requested that next time he wanted to do something like that to please discuss it with me first, and then told him it looked great (It actually was a terrific color!). But his father went nuts when he came to pick him up, screaming at both of us (“What kind of a mother lets her son dye his hair blue!!!”), and taking him directly to the barber to shave his head. For me, it was merely hair. Objective reality.

CASE STUDY IN OBJECTIVITY VS SUBJECTIVITY

I once visited a friend in the hospital where I began a light conversations with the elderly orderly helping her sit up and eat. During our chat, the orderly asked me if I could mentor him. Um… Well, I was busy. Please! he begged. Not knowing what I could add to his life and having a bias that folks who asked me to mentor them just wanted me to give them money, I reluctantly, doubtfully, said ok.

He emailed me and invited me to dinner. Um… well, ok. I’d donate one night. He lived in a tiny room in a senior living center, on the ‘wrong’ side of the tracks. It was very clean and neat, and he had gone out of his way to prepare the best healthy dinner he knew how to offer. Shrimp cocktail. Nice salad. Hamburger and beans. Ice cream. During dinner he played some lovely music. Just lovely. I was transfixed. Who is that playing, I asked.

“It’s me. I wrote that piece, and I’m playing all the instruments. I have several CDs of music I’ve composed and self-produced. Can you help me find someone who might want to hear it and do something with it? I’ve never met anyone who could help me.” I helped him find folks who helped him professionally record at least two of his compositions.

By any ‘objective’ measure, using my own subjective biases and ignoring the objective truth that we’re all equal and everyone is capable of having talent, I didn’t initially consider that someone ‘like that’ (old, black, poor, uneducated) had the enormous talent this man possessed, regardless of my advocacy of non-bias and gender/race equality.

Unwittingly, we seriously restrict our worlds by the way we process incoming data. We live subjective lives that restrict us. And as a result, we end up having arguments, misunderstandings, failed initiatives; we end up having a smaller pool of ideas to think with and don’t see a need for further research or checking; we make faulty assumptions about people and ideas that could bring benefits to our lives. I personally believe it’s necessary for us to remove as many restrictions as possible to our pool of knowledge and beliefs.

HOW TO COMPENSATE

To recognize bias and have a new choice, we must first recognize the necessity of noticing when something we believe may not be true, regardless of how strong our conviction otherwise. It’s quite difficult to do using the same biases that caused us to unconsciously bias in the first place.

Here’s a tip to help expand your normalized perception and notice a much broader range of givens, or ‘reality,’ to view an expanded array of options from a Witness or Coach or Observer position on the ceiling:

  1. Sit quietly. Think of a situation that ended with you misinterpreting something and the outcome wasn’t pretty. Replay it through your mind’s eye. Pay particular attention to your feelings as you relive each aspect of the situation. Replay it again.
  2. Notice where your body has pain, discomfort, or annoyance points.
  3. As soon as you notice, intensify the feeling at the site of the discomfort. Then impart a color on it. Make the color throb.
  4. Mentally move that color inside your body to the outer edges of your eyeballs and make the color vibrate in your eyes.
  5. When you mentally notice the color vibration, make sure you sit back in your chair or stand up. Then move your awareness up to the ceiling (i.e. in Witness or Observer position) and look down at yourself. From above you’ll notice an expanded range of data points and options outside your standard ones, causing you to physiologically evade your subjective choices.

Since the difference between subjectivity and objectivity is one of perception, and in general our brains make our determinations unconsciously, we must go to the place in our brains that cause us to perceive, and make it conscious. Only then can we have any objective choice. And next time we think we’re being objective, maybe rethink the situation to consider whether new choices are needed.

___________________________

Sharon Drew Morgen is a breakthrough innovator and original thinker, having developed new paradigms in sales (inventor Buying Facilitation®, author NYTimes Business Bestseller Selling with Integrity, Dirty Little Secrets: why buyers can’t buy and sellers can’t sell), listening/communication (What? Did you really say what I think I heard?), change management (The How of Change™), coaching, and leadership. Sharon Drew coaches and consults with companies seeking out of the box remedies for congruent, servant-leader-based change in leadership, healthcare, and sales. Her award-winning blog carries original articles with new thinking, weekly. www.sharondrewmorgen.com She can be reached at sharondrew@sharondrewmorgen.com.

April 12th, 2021

Posted In: Communication, Listening, Sales

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BIG IDEA: Buyers can’t buy until they’ve handled all of their internal stuff and everyone involved agrees they’re ready, willing, and able to bring in something new. With a solution-placement focus, sales and marketing limit us to finding only those who have completed those tasks and deem themselves ready to engage – the low hanging fruit.

PROBLEM: The problem is not in getting our solution sold; it’s in getting our solution bought. Buyers have Pre-Sales work to do that doesn’t involve the content we spend a lot of resource trying to push on them. Our sales and marketing efforts are set to seek ways to ‘get in’, get read, or determine ‘need’, ignoring the buyer’s need to figure out how to do their real change work: to assemble the most appropriate people, get consensus, try workarounds, and manage change. Because of the selling biases in our listening and questioning, we extract partial data, from people who don’t have the full fact pattern yet; promised dates get ignored; people disappear; there is no buy-in. We waste our time pushing content and waiting, hoping they’ll buy, instead of entering earlier to facilitate the change with them.

PROBLEM: The flaw in the sales model: designed to place solutions, sales starts selling before buyers are ready/able to buy, restricting success to those who deem themselves ready- the low hanging fruit (5%). Indeed, buyers don’t want to buy anything: they just want to solve a (business) problem with the least disruption.

PROBLEM: The status quo is preferred and is the basis of decision making. Regardless of a buyer’s real need, or the relevance of our solution; regardless of relationship or pitch/content/price; it is only when there is buy-in for systemic change, and an action plan that manages disruption, will buyers investigate the most agreeable solution. This holds true regardless of type or price of solution.

SOLUTION: Buying Facilitation® is a unique consulting model that facilitates change and decision making. Used with the sales model, it enters the buyer’s buying decision process to facilitate excellence, teaching buyers how to manage all the systems/change stuff they must do: recognize and manage all of the back-end, idiosyncratic, internal issues they must address before they can consider a change in the area our solution can help in (i.e. you’re not helping them determine if they need new software if you sell leadership training.). It can be used with small personal products, cold calls, help desks, complex sales, and marketing.

A non-biased change management model, BF uses a new form of listening (Listening for Systems) and a new form of direction-driven/non-biased question (Facilitative Question) to facilitate our buyer’s journey through the steps of change only they can make – change that would include our solution for those ready. Once BF has supported buyers through the steps of their decision making, we are already in place, on their team. Makes it much easier to sell.

A buying decision is a change management problem. Buyers must handle stuff, with us or without us: we’ve always sat and waited (and called, sent, called, pitched, prayed, waited) while they do this themselves. If we can collaborate with them as consultants (change facilitators, not solution providers – and this is an important distinction), we’ll serve them from the beginning, making the process more efficient for those who are the real prospects, eliminating the rest immediately, and being on board when they’re ready. [Read my book on this: www.dirtylittlesecretsbook.com]

CASE STUDY USING BUYING FACILITATION®

Let me lead you through one simple case study from a group of small business bankers I trained for one of the 3 major US banks. Their numbers after the training were quite impressive compared to the control group:

A. Control group Sales: 100 calls, 10 appointments, 2 closed sales in 11 months.
B. Buying Facilitation®: 100 calls, 37 appointments, 29 closed sales in 3 months.

While this might sound high, remember: interactions proceed differently using Buying Facilitation® because the focus isn’t to sell/push product/find a buyer (A) but to facilitate the entire buying decision path (B). We began immediately by helping them determine how they’d add a resource such as ours when they needed it:

“Hi. My name is John and I’m a small business banker from X bank. This is a sales call. I’m wondering: How are you currently adding new banking resources for those times your current bank can’t give you what you need to keep your business operating optimally?”

Here’s the thinking: Given all small businesses have some banking relationship, the only businesses who would want to meet to discuss new banking services were; 1. those who weren’t happy with their current bank, or 2. had bankers who might not be able to provide what they might need. Attempting to get an appointment because ‘we want to understand your needs’ or ‘show you our new solutions’ etc. to prove we’re “better”, or to try to convince them to change suppliers, meant we would seem to be attacking their current vendors and current relationships. Not to mention pitching into a closed environment, leaving us hoping that the spaghetti would stick somewhere. That approach got a 90% refusal to even meet. Nope. No need to meet. We’ve got a bank, thank you.

By focusing on helping them determine how they’d manage if they needed more than their current providers could supply, and by helping them figure out where they could add a new resource without disrupting current working relationships, we vastly expanded the field of possible buyers and instantly eliminated those who would never buy. It proved a winning tactic: 37 made appointments just from that opening question (up from 10). During the field visit we helped them get buy-in and consensus to bring in an additional vendor – us. Win/win. Collaboration. True facilitation.

CONCLUSION: Buying Facilitation® is not sales, not a solution placement tool, not an information gathering tool, and not a persuasion tactic. It’s not content-driven, and sellers don’t try to understand a buyer’s needs until the time when the buyers 1. have the complete set of ‘givens’ they need in order to consider all of the elements of change (including, but not limited to, buying something); 2. are ready to adapt to change and there is consensus. There’s no manipulation, no persuasion, no influencing. It’s a win/win collaboration, servant leader model: we actually facilitate buyer readiness. I can’t say this enough: buyers go through this anyway, without us. We can push stuff at them while we wait for them to show up, or we can facilitate them through the length of it. It can be your competitive edge.

We can teach people how to change/buy; we can shorten the time to buy by making their change process efficient; we are helping them determine how, and when, they need us. It’s a facilitation, not a push. And we end up with real prospects who we’ve helped get ready to buy. Not to mention the collaboration, trust, respect, and integrity built into the interaction creates lasting relationships when used throughout the relationship.

The good news is that you can still sell – but use your time to sell to those who are indeed ready willing and able, rather than waste 90% of your time trying to manipulate, pitch, persuade, push, ‘get through the door’, network, write content, etc. You can help those who CAN buy get their ducks in a row and quickly eliminate those who will never buy because it will become obvious to you both. I’m not suggesting you don’t sell; I’m merely suggesting you spend your selling time only on those who WILL buy, and set that up by first facilitating prospective buyers down their own buying decision path.

____________

Sharon Drew Morgen is a breakthrough innovator and original thinker, having developed new paradigms in sales (inventor Buying Facilitation®, listening/communication (What? Did you really say what I think I heard?), change management (The How of Change™), coaching, and leadership. She is the author of several books, including the NYTimes Business Bestseller Selling with Integrity and Dirty Little Secrets: why buyers can’t buy and sellers can’t sell). Sharon Drew coaches and consults with companies seeking out of the box remedies for congruent, servant-leader-based change in leadership, healthcare, and sales. Her award-winning blog carries original articles with new thinking, weekly. www.sharondrewmorgen.com She can be reached at sharondrew@sharondrewmorgen.com.

March 29th, 2021

Posted In: Listening, Sales

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Seems just about all of our activity is being followed and our data collected, put into a predictive model, and sold. Indeed, our personal data – our searches and clicks, our emotions and micro expressions, our intimate conversations – is being collected from friends and family, Alexa, Siri, Google, and even our watches, and then sold to those seeking to profit from it.

Yes, Surveillance Capitalism now owns the internet and puts our every move up for sale.

There is no communication we have, even in our bedrooms, that isn’t potentially captured by some form of technology, ending up in the hands of the Human Futures Market that then sells it to marketers who push content out to us the moment they think we ‘need’ it. George Orwell lives.

With so much knowledge available and for sale about each of us, many, many new companies have emerged to grab our information, ultimately to influence our thoughts or actions in politics, healthcare, entertainment, etc. The list goes on.

We have each become targets, ‘marks’ to be invaded. It’s creepy. Really, really creepy. And I believe it’s unethical.

DOES IT WORK?

I have a practical question. Is this surveillance, invasion and extreme push technology even successful? With all the information collected, are more sales per person being closed? I’m sure on aggregate there are more purchases, just by sheer numbers. But per person, even for those who had been considering a purchase, I’m not so sure it works. After all, having this data doesn’t guarantee the person is seeking to buy THIS or buy it NOW or in the form suggested.

The predictive/push technology is merely a shot in the dark with a hope of hitting pay-dirt often enough to pay for itself. Are any of us truly swayed to buy when we get an email sent by SEE BETTER OPTICALS ten minutes after telling a friend on the phone that we need new glasses? This isn’t conjecture, btw. It just happened to my sister. ‘How did they know I was just talking about buying glasses?’ she asked. Her Apple watch was listening in.

I find these practices to be counter to any ethical sales approach for at least two reasons:

  1. Assumed readiness: when Siri knows you’re in a bad mood, or your watch ‘notices’ you’re having a bad day, (Send her the ad for that new sweater she’s been eyeing!) does that mean you’ll buy NOW? Or that you’re eager to receive a text message? Certainly some percentage will buy given the vast numbers of people being targeted. That doesn’t make it ethical.
  2. Ethics: is it really ethical for strangers to surreptitiously steal our personal data so companies can get their needs met, so they can bother us, inundate us with ads and texts and emails and and and? The assumption is that we’ve ‘given our permission’ to share our data. But have we? My God, these creepy capabilities even know how fast we walk (and assume if we slow down we’re noticing something that can be sold to us). Does this match a company’s brand values? Are they selling their souls? Well, yes. And that’s their business model.

The new business model seems to be to sell at all costs. And by ‘sell’ they mean shove an ad in front of you at your most vulnerable moment. But is that selling? I contend it’s not.

I suppose it can be said that advertisers sold their souls long ago. But we understood ads on sites or TV to be pitches for products that we could watch/listen to or ignore and flip past, there when we needed that particular item. Now they collect ALL of our data and send us personalized ads, not by market research but by, well, stealing.

THE SELLER AS GRIFTER

Until now, market research has been a fair model to collect prospective buyer data and interest. It’s always been assumed that with a good solution, a great presentation or well-placed content, a prospective buyer would notice and consider buying. That’s fair.

But I contend that the overarching goal of selling everything to everyone any time some sort of trigger is set off – according to the sales needs of the group that purchased your data – is not only creepy but out of integrity.

People don’t consider themselves buyers until they’ve already determined they can’t fix something themselves and understand the ‘cost’ of doing something different. Until then they are merely seeking the most effective, efficient route to fixing a problem themselves.

AN EXAMPLE OF GOOD MARKETING

I pulled my last book What? Did you really say what I think I heard? from the publisher when they wanted me to make changes I wasn’t willing to make. I was quite happy with that decision, but I then had to find readers. Since my natural audience was in sales and change management, I didn’t have a natural audience of folks seeking to learn how to listen without bias. What to do? I had to find an audience.

Knowing people don’t have interest in information unless they are specifically seeking to add something new to their knowledge base, I figured folks wouldn’t naturally have interest in the book because everyone (wrongly) believes they know how to ‘listen’. So I thought about who my natural reading audience might be: business folks seeking ethical approaches.

To this end, I wrote an article called Meetings: the purpose, the pain, the possibility that merely offered great tips on how to run very efficient meetings (no mention at all about listening), with links in the footer to the new book. I got emails from companies around the world thanking me for the article and saying they were passing it on to all their employees. The article had a 54% conversion rate – straight to my book! No need to capture eyeballs or pitch how terrific my book was. I just needed to offer helpful information they found useful.

In my opinion, this new Surveillance Marketing model is making grifters of sellers. Is this really what we are now – predators who seek any chance, any opening, to make a sale, regardless of the ethics? Regardless of how our intrusions are affecting people? Is this the only way we can close or find new business? Is this our new competitive advantage?

Really? Has it come to this? Is this the only way we can make money or sell our solutions? If it is, shame on us.

___________________________

Sharon Drew Morgen is a breakthrough innovator and original thinker, having developed new paradigms in sales (inventor Buying Facilitation®, listening/communication (What? Did you really say what I think I heard?), change management (The How of Change™), coaching, and leadership. She is the author of several books, including the NYTimes Business Bestseller Selling with Integrity and Dirty Little Secrets: why buyers can’t buy and sellers can’t sell). Sharon Drew coaches and consults with companies seeking out of the box remedies for congruent, servant-leader-based change in leadership, healthcare, and sales. Her award-winning blog carries original articles with new thinking, weekly. www.sharondrewmorgen.com She can be reached at sharondrew@sharondrewmorgen.com.

January 11th, 2021

Posted In: Sales

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During the three years I spent researching and writing a book on closing the gap between what’s said and what’s heard, I learned how ubiquitous listening challenges are: we have a hard time understanding each other.

It’s not because we don’t try, or because we don’t care. It’s because we can’t. Our historic personal experiences, mental models, and cultures makes it almost impossible to accurately hear others outside of our own ingrained biases, assumptions, and triggers. Of course we want to, and we certainly try. But our brains actually keep us from translating another’s words accurately.

OUR BRAIN CIRCUITS INTERPRET FOR US

Here’s the deal: our brains won’t let us listen without bias. With our restricting viewpoints and hot-buttons, histories and assumptions we communicate using the only baseline we have – our world views. This causes us to pose biased questions and make faulty assumptions, overlooking the possibility that our Communication Partner (CP) may not have similar references and can’t translate our messages accurately. For some reason, we all assume that using the same words implies we’re defining them the same way. But that’s not true at all.

Unfortunately, our brain causes the problem. It translates what’s been said into what’s comfortable or habitual for us regardless of how different the translation might be from the speaker’s intent.

Here’s what happens: Words enter our brains as meaningless vibrations (literally puffs of air) and get sent to synapses and circuits that are close-enough miracles. When there is any type of mismatch, our brain doesn’t realize it has misunderstood, or mistranslated the Speaker’s intent and actually discards the difference between what was said and how our unconsciously selected circuits interpret it! As a result, we might actually hear ABL when our CP said ABC and we have no reason to think what we we’ve ‘heard’ is faulty.

I lost a partnership this way. During a conversation, John got annoyed at something he thought I said. I tried to correct him:

“That’s not what I said.” I told him.

“I know what I heard! Don’t try to get away with anything here!

“But I didn’t say that at all!”

“John, I was sitting right here. She’s right. She never said that,” said his wife.

“You’re both lying!!! I’m outta here!!” And he stomped out of the room, ending our partnership.

It’s pernicious: our brains select a translation for us, reducing whole conversations and categories of people to caricature and subjective assumption. The resulting misunderstandings, misinterpretations, and flawed presumptions cause communication and relationship problems throughout our working and personal lives.

But to distinguish what’s meant from what we think we hear, to experience what others want to convey when it’s out of our experience, we must recognize the error, and make a concerted effort to connect. This begins with asking:

Did I hear you accurately? I’d like to repeat what I think I heard, and please tell me if it’s accurate or correct me. Thanks.

The next step is to make sure there is common ground. And here is where it gets tricky: how is common ground possible when folks are from different cultures and backgrounds? How is collaboration and mutual understanding possible, especially with folks outside of our normal personal or professional tribes?

HOW TO DO HOW

We need a way forward to find common ground to listen to each other and come to consensus with action steps to help us all heal. I’m going to offer some steps for us to dialogue and reach win/win consensus. But first I’ll offer a few foundational truths:

  • Everyone’s experience and history is valid, unique, and guides their choices.
  • Others cannot see or feel what you see or feel.
  • Everyone has a right to the same basics: health, a living wage, good work, safety for our families, education.
  • All change, including adopting new ideas, is threatening to the status quo and will cause resistance unless there is buy-in at the level of beliefs.

We must

  • recognize common beliefs and values we can buy-in to without impairing our individual values,
  • feel safe in conversations when it feels like we’re speaking with enemies,
  • override our resistance and biases to find common intentions, compassion and outcomes,
  • be able to hear another’s intended message without overlaying our biases, assumptions, and habits.

I’ve put together a few action steps to begin to dialogue with those we’ve historically sat in opposition to. I also recommend that our conversations must work toward win/win. I call this a We Space.

Get agreement for a dialogue: It’s likely that you and your CP have different goals and life experiences. Begin by agreeing to have a conversation to do nothing more than find common ground.

  • “I’d like to have a dialogue that might lead to us to an agreeable route forward that meets both of our goals. If you agree, do you have thoughts on where you’d like to begin?”
  • “I wonder if we can find common goals so we might possibly find some agreement to work from. I’m happy to share my goals with you; I’d like to hear yours as well. ”

Set the frame for common values: We all have similar foundational values, hopes and fears – they’re just different. Start by ‘chunking up’ to find agreement.

  • “I’d like to find a way to communicate that might help us find a common values so we can begin determining if there are places we can agree. Any thoughts on how you’d like to proceed?”
  • “It seems we’re in opposite mind-sets. What might be a comfortable way forward for us to discover if there is any agreement at all we can start from?”

Enter without bias: With limiting beliefs or hidden agendas, there’s no way to find commonality. Replace emotions and blame with a new bias, just for this conversation: the ‘bias’ of collaboration.

  • “I’m willing to find common ground and put aside my normal reactions for this hour but it will be a challenge since I’m so angry. Do you want to share your difficulty in this area, or are you ok with it and can help me? How do we move forward without bias?”

Get into Observer: In case you have difficulty overcoming your biases and filters, here’s a physiological ‘How-To’ that comes straight from NLP: in your mind’s eye, see yourself up on the ceiling, looking down on yourself and your CP. It will virtually remove you from the fray, and offer an unbiased view of your interaction – one step removed as it were. One way to do this is to walk around during the conversation, or sit way, way back in a chair. Sitting forward keeps you in your biases. (Chapter 6 in What? teaches how to do this.)

Notice body language/words: Your CP is speaking/listening from beliefs, values, history, feelings, exhibited in their body language and eye contact. From your ceiling perch, notice how their physical stance matches their words, the level of passion, feelings, and emotion. Now look down and notice how you look and sound in relation to your CP. Just notice. Read Carol Goman’s excellent book on the subject.

Notice triggers: The words emphasized by your CP hold their beliefs and biases. They usually appear at the very beginning or end of a sentence. You may also hear absolutes: Always, Never; lots of You’s may be the vocabulary of blame. Silence, folded arms, a stick-straight torso may show distrust. Just notice where/when it happens and don’t take it personally – it’s not personal. Don’t forget to notice your own triggers, or blame/victim words of your own. If their words trigger you into your own subjective viewpoints, get yourself back into Observer; you’ll have choice from the ceiling. But just in case:

  • “I’m going to try very hard to speak/listen without my historic biases. If you find me getting heated, or feel blame, I apologize as that’s not my intent. If this should happen, please tell me you’re not feeling heard and I’ll do my best to work from a place of compassion and empathy.”

Summarize regularly: Because the odds are bad that you’ll actually hear what your CP means to convey, it’s necessary to summarize what you hear after every exchange:

  • “Sounds to me like you said, “XX”. Is that correct? What would you like me to understand that I didn’t understand or that I misheard?”

‘I’ statements: Stay away from ‘You’ if possible. Try to work from the understanding that you’re standing in different shoes and there is no way either of you can see the other’s landscape.

  • “When I hear you say X it sounds to me like you are telling me that YY. Is that true?”
  • “When I hear you mention Y, I feel like Z and it makes me want to get up from the table as I feel you really aren’t willing to hear me. How can we handle this so we can move forward together?”

Get buy-in each step of the way: Keep checking in, even if it seems obvious that you’re on the same page. It’s really easy to mistranslate what’s been said when the listening filters are different.

  • “Seems to me like we’re on the same page here. I think we’re both saying X. Is that true? What am I missing?”
  • “What should I add to my thinking that I’m avoiding or not understanding the same way you are? Is there a way you want me to experience what it looks like from your shoes that I don’t currently know how to experience? Can you help me understand?”

Check your gut: Notice when/if your stomach gets tight, or your throat hurts. These are sure signs that your beliefs are being stepped on. If that happens, make sure you get back up to the ceiling, and then tell your CP:

  • “I’m experience some annoyance/anger/fear/blame. That means something we’re discussing is going against one of my beliefs or values. Can we stop a moment and check in with each other so we don’t go off the rails?”

Get agreement on the topics in the conversation: One step at a time; make sure you both agree to each item, and skip the ones (for now) where there’s no agreement. Put them in a Parking Lot for your next conversation.

Get agreement on action items: Simple steps for forward actions should become obvious; make sure you both work on action items together.

Get a time on the calendar for the next meeting: Make sure you discuss who else needs to be brought into the conversation, end up with goals you can all agree on and walk away with an accurate understanding of what’s been said and what’s expected.

Until or unless we all hold the belief that none of us matter if some of us don’t; until or unless we’re all willing to take the responsibility of each needless death or killing; until or unless we’re each willing to put aside our very real grievances to seek a higher good, we’ll never heal. It’s not easy. But by learning how to hear each other with compassion and empathy, our conversations can begin. We must be willing to start sharing our Truth and our hearts. It’s the only real start we can make.

___________

Sharon Drew Morgen is a breakthrough innovator and original thinker, having developed new paradigms in sales (inventor Buying Facilitation®, listening/communication (What? Did you really say what I think I heard?), change management (The How of Change™), coaching, and leadership. She is the author of several books, including the NYTimes Business Bestseller Selling with Integrity and Dirty Little Secrets: why buyers can’t buy and sellers can’t sell). Sharon Drew coaches and consults with companies seeking out of the box remedies for congruent, servant-leader-based change in leadership, healthcare, and sales. Her award-winning blog carries original articles with new thinking, weekly. www.sharondrewmorgen.com She can be reached at sharondrew@sharondrewmorgen.com.

December 14th, 2020

Posted In: Listening, Sales

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With untold millions of sales professionals in the world, sellers play a role in any economy. While our jobs are nominally to place solutions, we are uniquely positioned to make a difference: as the intermediary between clients and providers, we can make sales a spiritual practice and become true facilitators and Servant Leaders (and close more sales).

WHAT’S WRONG WITH SALES?

The current sales model is a time-waster, restricts success, and is horribly inefficient. We close 5% of our sales and waste 95% of our time (approximately 130 hours a month per seller); our product data is well-represented online so pitches based on product details may be irrelevant; we connect with only those who are ready to buy, and ignore the possibility of facilitating and serving people en route to becoming buyers.

Until people have tried, and failed, to fix their problem themselves, and then figured out how to manage any disruption that a new solution might cause their environment,  they aren’t buyers. It’s only when:

  • they know exactly how to manage and recognize any change that bringing in something new creates,
  • they’ve calculated that the cost of bringing in something new is lower than the cost of maintaining the status quo,

will they seek help through a purchase. Indeed, buying is a change management problem before it’s a solution choice issue.

People don’t want to buy anything, they merely seek excellence and will buy something only if that’s the only way to achieve it, and they are absolutely certain they cannot fit it themselves. And the sales model, using eyeballs, content, price, and needs assessments seeks to place solutions, ensuring that the only people they find are the low hanging fruit – those who have already gone through their process of determining they need an outside solution.

Because sales focuses on only the final steps of a buying decision, and overlooks the change process necessary to get to that point, it’s only possible to attract interest from those who have ended up there. Others who may need us eventually won’t even heed our messages, regardless of their need or the efficacy of our solution. As a result, we end up closing 5% and wasting a helluva lot of time being ignored and rejected.

It’s not what we’re selling that’s the problem – our solutions are just fine. It’s the process of pushing solutions rather than first helping those who will become buyers facilitate their necessary change process that’s misplaced, mistimed, and misguided, leading to the win-lose quality of sales: sales becomes a product/solution push into a closed, resistive, private system, rather than an expansive, collaborative experience between seller and buyer wherein both attain a win-win.

And we end up seeking and closing only those ready to buy at the point of contact – unwittingly ignoring others who aren’t ready even though they may need our solutions, and just need to get their ducks in a row before they’re prepared to make a decision.

Imagine having a product-needs discussion about moving an iceberg and discussing only the tip. That’s sales; it doesn’t facilitate the entire range of hidden, unique change issues buyers must consider – having nothing to do with our solutions – before they could buy anything. Failure is built in.

But when we begin our conversation at the point where people are considering change in the area our product resolves, and lead them through their change management before selling, we are in a position to truly facilitate them through all of the issues they must resolve (even those that aren’t obvious), have all stakeholders in the loop from the start, and help them figure out how to address the disruption of bringing in a new solution. Then we are true servant leaders.

IS SELLING PREDATORY?

Seller’s restricted focus on placing solutions, the listening for needs rather than for ability to serve, all but insures that kindness, respect, and true facilitation are unwittingly overlooked as we focus on selling instead of facilitating buying. A major factor is our one-sided communication:

  1. Prospecting/cold calling – driven by sellers to gather needs/information and offer solution details (all biased by the need to place solutions). It ignores the full unique fact pattern of the buyer’s environment and change issues and enlists only buyers seeking THAT solution at THAT time at THAT period of readiness, omitting those who could buy if ready or knew how to include the solution congruently into their current plans.
  2. Content marketing – driven by the seller to push the ‘right’ data into the ‘right’ hands at the ‘right’ time according to their biased interpretations of ‘right’, but really only a push into the unknown and a hope for action. Wholly seller-centric.
  3. Deals, cold-call pushes, negotiation, objection-handling, closing techniques, getting to ‘the’ decision maker, price-reductions – all assuming buyers would buy if they understood their need/the solution/their problem, all overlooking the real connection and service capability of addressing the person’s most pressing change issues. Wholly seller-centric.
  4. Real communication involves each communication partner, in this case a buyer and a seller, being equally served; sellers can facilitate buyers through their private change management issues first as they travel towards a purchase (rather than try to extract a purchase from those who have gotten to the point of buying), thereby facilitating Buyer Readiness, AND developing a win/win connection, AND closing more sales. Win-win.

I’ve been a seller, trainer, consultant, and sales coach since the 1970s, been a buyer as founder of a tech start up 1983-1988, and have personally worked with dozens of global corporations and untold thousands of sellers. I see sales as a near-predatory job: sellers spend their time seeking and following, pitching and positioning, networking and calling to find those few set up to buy something, and ignoring a large population of potential buyers who merely aren’t ready, but could be with true facilitation.

The model is fraught with guesswork and hope, manipulation and persuasion, white lies and exaggerations – not to mention highly ineffective when the time spent vs sales closed ratio is examined. Not only are we wasting time pushing/chasing folks we’ve deemed prospects (A real prospect is one who WILL buy, not someone who SHOULD buy; the current sales model doesn’t know the difference.), but the global nature of staffing patterns and decision makers in our client’s environments causes closing to take 30% longer. And the very nature of the web makes most pitches and presentations moot. In fact, buyers often know more than sellers.

Sales unwittingly ignores the real problem: it’s in the buying, not the selling. The sales model’s focus on placing solutions keeps us from using our positions as knowledge experts and Leaders to facilitate buyers down their own path to excellence.

Truth is, as outsiders we can never know all the elements that have created and maintained their status quo, or what needs to happen internally for them to be ready to make a purchase. We might ‘know’ how our solution would make a difference, but we can never know how they will buy. And here is where we can truly serve.

SALES IS SHORT-SIGHTED

Indeed, the job of ‘sales’ as merely a solution-placement vehicle is short-sighted.

  1. Buyers can find our products online. They don’t need us chasing them.
  2. Our solution isn’t the problem – it’s the buyer’s behind-the-scenes timing and change management process that gums up the works.
  3. 80% of prospects will buy our solutions (but not necessarily from us) within two years of our connection.
  4. The lion’s share of the buying decision (9 out of the 13 step decision path) involves buyers traversing internal change with no thoughts of buying anything until there’s consensus.

But we can truly serve clients AND close more sales, by adding a Change Facilitation capability that expands our entry points into the buy cycle, makes the buying decision process much more efficient and makes sales a spiritual practice (that closes dramatically more sales in a fraction of the time). Here’s my definition of ‘spiritual’:

  • the whole is greater than the parts;
  • we’re all here to serve each other;
  • everyone has their own unique excellence;
  • no one has an answer for someone else.

Different from sales, which

  • purpose to be win/win but often is ‘win-lose’,
  • believes the parts might be greater than the whole,
  • causes buyers to feel pushed with content and contacts,
  • considers their solution the ‘right’ answer,
  • only addresses the tail end of a larger (and unknowable to outsiders) system of rules, internal politics, relationships, and status quo.

To elaborate:

Aspiring to a win-win

Win-win means both sides get what they need in equal measure. Sellers believe that placing product or resolving a problem offers an automatic win-win but that’s not wholly accurate.

Buying isn’t as simple as choosing a solution; buyers first must resolve the entire system that created and maintains their problem (problems never occur uniquely). The very last thing they want is to buy anything, regardless of their apparent need. As outsiders we can’t know the tangles of people and policies that hold their problem/need in place. The time it takes them to design a congruent solution that includes buy-in and change management is the length of their sales cycle. Buyers need to do this anyway; it’s the length of the sales cycle. They will do this with us or without us, so it might as well be with us.

If we enter first as Change Facilitators and help buyers efficiently traverse their internal struggles (that we can never be a part of per se), we can help them get to the ‘need/purchase’ decision more quickly and be part of the solution – win-win.

We’re wasting a valuable opportunity to share this process with them by only wanting to sell – and then wait and hope, while competitively chasing after those who show up after they’ve completed their internal work without us.

If we enter earlier, work with them as Change Facilitators (with wholly different skills and goals) to help them facilitate their change, we can spend our time capturing and serving more real prospects, and spend less time seeking out the low hanging fruit. We can use our time more profitably to develop real buyers and simultaneously serve them, rather than fighting to find those who are ready. Let’s shift gears and enter earlier with a different hat on.

Believe it or not it becomes a very efficient process and great time saver: no more chasing those who will never close; no more turning off those who will eventually seek our solution; no more gathering incomplete data from one person with partial answers. We can enable those who can/should buy to buy in half the time and sell more product – and very quickly know the difference between them and those who can never buy. Win-win. [All the change issues buyers must address are in my book Dirty Little Secrets].

The whole is greater than the sum of its parts

There are several pieces to the puzzle here.

  • The buyer and the system the buyer lives in, including people, policies, job titles, egos, relationships, politics, layers of management, rules, etc. that no one on the outside will ever understand and are focused on excellence, not on buying anything. It’s never as simple as just changing out the problem for a new product; their focus is to have the best situation possible and will buy a solution only when they’re certain they can’t fix their own problem.
  • Resolving the problem needs full internal buy-in from the system before being willing to change (i.e. buy) regardless of the efficacy of the fix. A purchase is not necessarily their best solution even if it looks like a fit to a seller.
  • The ability of the buyer to manage the disruption that a new purchase would incur on the system, people, and policies. A fix, or purchase, might be worse than the problem.
  • The seller and the seller’s product may/may not fit in the buyer’s environment due to idiosyncratic, political, or rules-based issues, regardless of the need.
  • The purchase and implementation and follow up that includes buy-in from all who will experience a potentially disruptive change if a new solution enters and shifts their job routines.
  • The sum of these parts is the whole; seller and buyer can work together to facilitate systemic change first. Surprisingly, this is a very quick process, uncovering real prospects almost immediately. Win-win for all.

We are all here to serve each other

Sellers understand enough about the systems in our areas of expertise to help buyers traverse their change route that could lead to a sale. With an entry point of systems excellence rather than solution placement, buyers immediately recognize the benefits from a collaboration with the seller and are happy to invite sellers onto their decision team and not seek other competitors. Win-win. The Facilitative Question I developed for Wachovia’s Small Business Banker’s cold calls helped prospects immediately realize a problem they had to resolve rather than say ‘No’ to an appointment request:

“How are you currently adding banking resources to the bank you’re currently using for those times you seek additional support?”

With no disrespect, no push, no information gathering or asking for an appointment, this Facilitative Question above (as one of several asked in a specific sequence, using specific words) merely pointed to the problem they might have to resolve over time. [Note: I invented Facilitative Questions to lead brains through to change, rather than conventional questions that elicit biased data.] The results were astounding: against 100 prospecting calls and a control group: 10% appointments vs 27%; 2 closes in 11 months vs 19 closes in 3 months; we facilitated discovery immediately and served: we actually helped folks figure out their own configuration for change. And we only visited those who could close.

One more note: people are happy to buy in a short time frame once they know, and figure out how to manage, the full set of change issues they’ll have to deal with (Fire a team? Retrain users? Get rid of software they’ve used for years?). As I’ve said above, they must do this before they can buy. And we’re not helping them. But we could. And truly serve them in the process.

There is no right answer

Sellers often believe that buyers are idiots for not making speedy decisions, or for not buying an ‘obvious’ solution. But sales offers no skills or motive to enter earlier where buyers are not at the point of even knowing if – let alone what – they might buy. We must expand the definition of a buying decision as the route down the 13-step path from the status quo through to congruent change. Includes the people, policies, relationships, and history – the systems issues that insure Systems Congruence – that maintain the status quo and must be addressed before they consider buying anything.

Once buyers figure out their congruent route to change, they won’t have objections, will close themselves, and there’s no competition: buyers are the ones with the ‘right answer’; sellers facilitate change management first and then sell once everything is in place. No call backs and follow up and ignored calls. Win-win.

No one has anyone else’s answer

By adding decision facilitation, everyone focuses on uncovering the right questions. Collaborative decisions get made that will serve everyone.

Let’s change the focus: instead relegating sales to a product/solution placement endeavor, let’s add the job of facilitation to first find people en route to becoming buyers, then lead them through to their own type of ‘excellence’ through their internal change process first, and then using the sales model when they’ve become buyers. Then buyers make better, quicker, more congruent decisions – with more/quicker sales, less tire-kickers, better differentiation, and no competition, and sales close in half the time.

THE NEW WAY

As a seller and an entrepreneur (I founded a tech company in London, Hamburg, and Stuttgart in 1983), I realized that sales ignored the buying decision problem and developed Buying Facilitation® to add to sales as a generic change management to be used as a Pre-Sales tool.

Buyers get to their answers eventually; the time this takes is the length of the sales cycle, and selling doesn’t cause buying. Once I developed this model for my sellers to use, we made their process far more efficient with an 8x increase in sales – a number consistently reproduced against control groups with my global training clients over the following decades.

With Buying Facilitation® we can add a new capability and level of expertise and be a part of the decision process from the first call. Make money and make nice.

We no longer need to lose prospects because they’re not ready, or cognizant of their need. We can become intermediaries between our clients and our companies; use our positions to efficiently help buyers manage their internal change congruently, without manipulation; use our time to serve those who WILL buy – and know this on the first contact – and stop wasting time on those who will never buy. Let’s stop merely trying to place our solutions, and use our knowledge and care to serve our buyers and our companies in a win-win. Let’s make sales a spiritual practice.

____________

Sharon Drew Morgen is a breakthrough innovator and original thinker, having developed new paradigms in sales (inventor Buying Facilitation®, author NYTimes Business Bestseller Selling with Integrity, Dirty Little Secrets: why buyers can’t buy and sellers can’t sell), listening/communication (What? Did you really say what I think I heard?), change management (The How of Change™), coaching, and leadership. Sharon Drew coaches and consults with companies seeking out of the box remedies for congruent, servant-leader-based change in leadership, healthcare, and sales. Her award-winning blog carries original articles with new thinking, weekly. www.sharondrewmorgen.com She can be reached at sharondrew@sharondrewmorgen.com.    

August 31st, 2020

Posted In: Communication, Listening, Sales

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Customer buying decision path

I moved to London in 1983 to start up a tech company after spending years as a successful sales person. After years of “understanding” and “qualifying” prospects, getting appointments and networking, presenting and following up, I thought I understood buyers well-enough to become one. But I was wrong.

SELLING VS BUYING

My new role taught me the differences between selling and buying: I hadn’t realized how the complexity of my Pre-Sales activity determined whether or not I’d become a buyer:

As a sales professional my ultimate job was to place solutions; as a buyer, my main focus was to create and maintain Excellence in a way that caused the least stress on my company and team and matched our internal norms.

As a sales professional I struggled to say/offer the right thing, at the right time, to the right prospects, in order to close; as an entrepreneur and potential buyer I had to continually manage any changes we needed while growing by using the most efficient, integrous, and least disruptive route to success to maintain happy employees and clients, and a great product.

As a sales professional, I sought to influence those who needed my solution; as a buyer, I couldn’t fully define my needs, make adjustments, or resolve problems, until all voices (stakeholders) and impediments to change were factored in and until we were absolutely sure we couldn’t resolve our problems internally.

Selling and buying are two different activities: different goals, different behaviors, different communication and thinking patterns. And before becoming a buyer myself, I hadn’t fully appreciated how severely the sales model limits itself to seeking only the low hanging fruit – those who have come to the realization that they cannot fix their problem themselves and know, precisely, the sort of solution that would be acceptable with the least ‘cost’ of resource. Buyers don’t start off wanting to buy anything; they merely want to resolve a problem at the lowest ‘cost’ and least disruption.

As a buyer, the very last thing I needed was to buy. Literally. But when I did buy, it was based on my ability to manage change without disruption, not on my need. Indeed: the ‘cost’ of a fix had to be lower than the ‘cost’ of maintaining the status quo, regardless of my need or the efficacy of a solution.

What I hadn’t realized was that a decision to buy anything was first a change management problem before it was a solution choice issue. And any needs I had were secondary to maintaining consistency and team agreements. After all, we were doing ‘just fine’ without bringing in anything new.

THE JOB OF A BUYER

As a seller, I hadn’t understood the importance of a buyer’s need to maintain their status quo. I never even thought of anything besides placing my solution and never realized how much I was restricting my success by limiting my search to folks with ‘needs’. I overlooked an 8x larger audience who were in the process of becoming buyers but not ready.

As a buyer, I had more to worry about than having a problem. I had to take into account

  • the rules and brand of the company,
  • the well-being of the employees and staff,
  • the integrity of the product or service provided,
  • the congruence and integrity of the status quo,
  • the needs of the customers.

My challenge was to be better without losing what worked successfully, to ensure

– everyone involved agreed to a common solution,

– I had consensus and a route through to congruent change,

– we were all absolutely certain we couldn’t fix the problem with something familiar,

– I managed a range of idiosyncratic decision factors that involved my investors, my Board, my staff, my clients, and

– I made sure any change or purchase maintained our status quo.

Even though I was the Managing Director/Founder, it wasn’t totally up to me how, if, or when to resolve problems. I had a well-oiled machine to consider – great staff, great clients, fantastic ROI – one that had a few problems, but did a lot successfully; I didn’t want to throw the baby out with the bathwater.

Here’s what I needed to know before I began looking ‘outside’ for answers for any potential change or purchase:

– Who did I need to get agreement from? And how would their combined voices inform our needs or a resolution?

– What would the ‘cost’ be to us, the downside, of bringing in something external? Was the downside worth the upside and could we recover?

– How could we fix the problem ourselves? At what point would we realize we couldn’t?

– How could we be certain upfront that the people, policies, rules, and goals we had in place would fit comfortably with anything new we might do, any solution we might purchase? And was it possible to know the downside in advance?

Once I shifted gears from selling to actually making a buying decision and realized that my needs were not the driving factors, I realized that my first job was to consider how to change in a way that maintained us without destroying us; and if the only way we could fix our problems was to buy something, could we recover? I had to know the upsides and downsides of fixing our problem in order to know if maintaining my status quo was the best option vs. making a purchase. Certainly not so simple as having a need.

I noticed I was taking specific steps to figure this all out. It was certainly much more complex than merely picking up a phone to buy something. I decided to get it all on paper so I could make sure that going forward I could replicate my decision process.

I then mapped out 13 steps necessary to go from someone with a problem to a buyer seeking a solution. I took that knowledge and designed a change facilitation model (Buying Facilitation®) as a path to facilitate buying decisions for sellers to use as a Pre-Sales process before trying to place their solutions.

One thing I’d never considered as a seller: as someone with a problem to solve, until I fully realized I couldn’t resolve my problems on my own, I wasn’t in the market to buy anything. I wasn’t even a buyer!

That meant as a seller, all of my pitching, my marketing materials and great content, weren’t even noticed by real people who would eventually be real prospects – because they weren’t yet buyers!

I realized that sales restricts its outreach to only those who had already become buyers (step 10 on the 13 step decision path) and overlooked those real prospects who were ON ROUTE to becoming buyers and weren’t yet seeking or noticing any marketing I sent out, or any connection at all. All those years I sold, and hadn’t realized that selling doesn’t cause buying!

Once I developed the model for myself, I taught it to my sales staff so they could begin all sales calls where people on route to becoming buyers needed help – along their Pre-Sales buying decision path.

  • Assemble all the right people – decision makers and influencers of all types – to get consensus for any change at all. It was quite a challenge to figure out every one of the folks whose voices had to be heard.;
  • Enable collaboration so all voices, all concerns, approved action by a consensus. This was a systems-change issue, not a solution-choice issue;
  • Find out if there was a cheap, easy, risk-free way to fix problems with groups, policies, technology we already had in place;
  • Discover the risks of change and how we’d handle them;
  • Realize the point where there was no route to Excellence without bringing in a new/different solution;
  • Manage the fallout of change when bringing something new in from outside, and determine how to congruently integrate a purchase into our status quo.

As a seller, I overlooked all this. But it cost me sales. I had thought that with the right solution, offered in the right way to the right people, they’d buy. Now, as a potential buyer, I realized that buying had to involve change management; and unless sellers could help me figure out how to change (the first 9 steps of my 13 step Buying Decision Path) separate from their need to sell, I didn’t need them! (My book Dirty Little Secrets describes the process.).

A WALK THROUGH THE BUYER’S JOURNEY

Take a look at this summary of my journey from a person with a problem to a buyer. Like all buyers, I didn’t know what I didn’t know: I didn’t know WHO really needed to be involved (It wasn’t obvious due to the hidden influence from some of the folks peripherally involved.); I couldn’t know if we could fix the problem ourselves; I didn’t know how disruptive a purchase would be and certainly couldn’t even consider bringing anything new in until there were no other options; I didn’t know what the ‘cost’ would be to bring in something from outside, and if the ‘cost’ was lower or higher than keeping the problem.

In other words, even though we had needs, buying anything was not the objective nor the first thought. When I had an idea of something that needed improvement I needed to hear from the appropriate folks to flush out their issues before we’d have a complete fact pattern; we all had to agree to the goals, direction, outcomes, results, risks, and path to change – confusing because every voice and job title had different priorities, needs, and problems.

It was a delicate process, and there was no clear path forward until we were almost at the end of the path. Every buyer goes through some form of this; they never begin at the end where sales enters. And make no mistake: by coming in at the end of the Buying Decision Path, sales restricts who buys to those who are ready, and overlooks the very real possibility of facilitating folks with real needs through to becoming buyers.

This is where buyers go when they’re silent. They’re not dragging their heels or seeking lower prices; they need to traverse their entire Buying Journey to get to the point of even becoming a buyer. And the process of navigating through the people and policies within the status quo to garner consensus for a potentially disruptive change is a confusing process. It certainly can’t be driven by knowing about, or considering, an external solution.

As a seller I recommended my prospects bring in the stakeholders, according to who I thought was a decision maker (but I sure could have been wrong!); I even attempted to help them make ‘good’ decisions. But I was an outsider. And I was biased by my directive of wanting to sell, or understanding how my solution would fit.

No one from outside could ever understand the internal politics and relationship issues people need to manage if they’re going to become buyers. As an entrepreneur there was no one to guide me through this; not schooled in systems thinking, I had to figure out how to navigate this minefield on my own. I sure could have used the help of an unbiased sales professional who knew far more than I did about the environment.

This is the Buyer’s Journey – the route from the problem recognition, to the assembling of the appropriate people (idiosyncratic; not obvious), to the research and trials and workarounds to fix the problem with known resources, to the change management issues, to the point of defining the type of solution that will resolve the problem with least disruption.

The act of selling, I realized, does not create buying. But with a different hat on, by entering first as Change Facilitators, sellers could first notice who WILL become a buyer, enter the Buyer’s Journey at the beginning and efficiently help people navigate through their initial change management decisions.

NAVIGATING THROUGH THE ENTIRE JOURNEY: THE JOB OF BUYING FACILITATION®

My own sellers used Buying Facilitation® as their first tool on cold calls, and even when prospects would call in to us, to begin by guiding people through their own 13 steps, and then sell to the ones who became buyers when they had all their ducks in a row (We had an eight-fold increase in sales and no longer wasted time following up those who would never buy as it was very obvious.).

The time it takes buyers to navigate these steps is the length of the sales cycle. And buyers must do this anyway – so it might as well be with us. Sellers wait (and wait) while buyers do this and then hopefully be there to pick off the low-hanging-fruit. Might as well start at the beginning, be Servant Leaders, and find/close more buyers.

As part of Buying Facilitation® I coined the terms Buyer’s Journey, Buy Cycle, Buying Decision Path, Buying Patterns, Buying Decision Team, and Helping Buyers Buy between 1985 and 1993:

Buying Decision Path represents the set of 13 steps from problem recognition and garnering consensus, through to recognizing and managing change in a way that enhances the status quo –  all before getting to the stage of purchasing anything. It’s possible to facilitate and discover those who could buy and efficiently help them navigate the steps to purchase and get into the Buying Decision Team. A buying decision is a change management process.

Buy Cycle represents the time it takes from recognition to Excellence, from seeking internal solutions to making a purchase. It’s a change management process, not a solution choice process.

Buying Patterns explains the unique and idiosyncratic actions each buyer takes along their journey to Excellence.

Buyer’s Journey includes the full fact pattern and set of decision and change issues between discovery and decision to buy anything and manage change. This is not merely a journey to a purchase. It’s a journey to Excellence.

Buying Facilitation® is a generic change facilitation model for influencers (sellers, coaches, leaders, managers) that helps buyers (and clients, etc.) traverse and uncover their hidden path to change with Systems Congruence and consensus. It includes a unique set of tools that includes Listening for Systems, a Choice Model, and Facilitative Questions.

Buying Facilitation® demands a systems thinking brain and eschews trying to sell anything until or unless the buyer knows exactly how they need to buy – the first 9 steps of their Buying Journey. After all, you’ve got nothing to sell until they have something to buy. And all the information you share isn’t relevant until then.

All buyers – even individuals buying a toothbrush, as well as complex sales – go through some sort of internal change management before they’re ready to buy. It’s about the buying, not about the selling – two different activities. Do you want to sell? or have someone buy? By putting on a consulting/coaching/facilitation hat, it’s possible to discover and enable real buyers quickly.

BUYING FACILITATION® FACILITATES THE BUYER’S JOURNEY

Here’s what we don’t know as sellers when we first reach out to buyers to understand need or find a prospect:

  1. Where buyers are along their decision path.
  2. How many, or if, the requisite Buying Decision Team is in place, and ALL appropriate voices have been heard so a full evaluation of the upsides and downsides to change can be considered.
  3. Until ALL voices have been heard, there is no way to recognize or define ‘need.’ As outsiders we can NEVER know who belongs on the Buying Decision Team because it’s so unique to the situation.
  4. Who is a real buyer: only those who know how to manage change, and get consensus that they cannot fix the problem internally are buyers. Need doesn’t determine ability to buy.
  5. The fallout of the risk factors, and the ability for any group to withstand change.
  6. The types of change management issues that a new solution would entail.

The sales model does a great job placing solutions, but expends too much energy seeking those few who have completed their Buyer’s Journey and consider themselves buyers. Sales believes a prospect is someone who SHOULD buy; Buying Facilitation® believes a prospect is someone who CAN/WILL buy efficiently facilitates the Buyer’s Journey from the first moment of the first call, and THEN sells, to those who are indeed buyers.

For less time and resource, we can actually lead buyers down their own change route; and we can easily, quickly, recognize who will, or won’t, be a buyer. In one conversation we can help them discern who they need to include on their Buying Decision Team; if we wish an appointment, the entire Decision Team will be eagerly awaiting us. And with a Change Facilitator hat on, on the first call it’s possible to find buyers at early stages along their decision path who need our solutions but aren’t yet ready to buy. We just can’t use the sales model until after it’s established who is actually a buyer.

The differentiating factor is that we start out not trying to sell, or qualify, or determine needs since there’s no way for folks to actually know their needs until every stakeholder has had his/her voice heard and the determination of the ‘cost’ of change has been made. As Change Facilitators we trust that our buyers have their own answers, and our solutions may be a part of their solution. We’re outsiders; we can never know the intricate politics and history of a buyer’s environment.

Let’s enter earlier with a change consultant hat on, to actually facilitate buyers to the point where they could be ready to buy – and THEN sell. We will find 8x more prospects, immediately recognize those who can never buy, and be true Servant Leaders. Otherwise, with a 5% close rate, we’re merely wasting over 95% of our time and resource seeking the low hanging fruit, and missing a vital opportunity to find, and close, those who WILL buy. And more will buy, and quicker.

I know that some of the recognized sales models talk about ‘buying’. But they are using ‘buyer-based’ terms in service to placing solutions, of finding ways to influence, persuade, or manipulate buying. But buyers don’t buy that way. They first need to navigate through their entire Buyer’s Journey. Help them. Then sell.

____________

Sharon Drew Morgen is a breakthrough innovator and original thinker, having developed new paradigms in sales (inventor Buying Facilitation®, author NYTimes Business Bestseller Selling with Integrity, Dirty Little Secrets: why buyers can’t buy and sellers can’t sell), listening/communication (What? Did you really say what I think I heard?), change management (The How of Change™), coaching, and leadership. Sharon Drew coaches and consults with companies seeking out of the box remedies for congruent, servant-leader-based change in leadership, healthcare, and sales. Her award-winning blog carries original articles with new thinking, weekly. www.sharondrewmorgen.com She can be reached at sharondrew@sharondrewmorgen.com.

 

June 8th, 2020

Posted In: Listening, Sales

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Did you ever wonder why all those folks who obviously need your solution don’t buy? No, really. Have you? Did you think it’s because they’re, um, stupid? or ill informed? How ‘bout your guess that when you get a chance to explain it better, or get in front of them, they’ll buy?Here’s a hint: there’s absolutely nothing wrong with your solution. It’s great. And no, buyers aren’t stupid. And no, your information won’t help. Buyers buy exactly what they need, when they need it, and who they want to buy it from – your content is searchable and your site professional and data rich. Buyers are smart and your solution is great.

SALES IS THE PROBLEM, NOT THE SOLUTION

The way you’re using the sales model is the problem: everything you do is focused on selling. Indeed, selling doesn’t cause buying.

The very focus of the sales model restricts who will buy, leaving behind a vastly larger group of people who will buy once they’re ready. The sales model is great for after they’re ready – not for making them ready.

I suggest you employ sales at a later stage of the buying decision process, and first engage with the people who will become buyers but haven’t gotten there yet.

With a focus shift, you can find the people with a high propensity of becoming buyers early along their decision path, facilitate them through their Pre-Sales change management issues, and then sell when they’re ready. In other words, instead of waiting for them while they do this themselves (and the time it takes them to do this is the length of their sales cycle), put on a different hat and facilitate them through their necessary process. They’re going to do it with you or without you. And you’re wasting a valuable resource by ignoring it.

Don’t get me wrong. You’re a fine sales professional. You’ve just overlooked what goes on in the buying. And it has nothing to do with how you’re selling.

The sales model (the baseline being a tool to get solutions placed) is based on Dale Carnegie’s How to Win Friends and Influence People (1937): find the folks who need what you’re selling, get into a relationship so they trust you, explain as many ways necessary so they’ll recognize your solution will resolve their need, and keep following up to remind them that you’re still there and here’s why they should buy your solution.

It’s not changed much in the intervening years, and indeed has enhanced the very same themes:

The sales process must analyze demographics to uncover areas with a higher probability of prospect need; maximize content/information distribution to match those demographics using whatever technology is most effective to garner attention; maximize buyer touch points to develop brand and trust to minimize objections; price the solution competitively; connect with these buyers personally when possible to create trust and build relationship; and beat the competition.

Notice that everything is focused on a seller’s need to sell. Here’s the problem with that. Every penny spent on recognizing buyer personas, or demographics, or buyer personality types, or ensuring your messaging is appealing for the recipients, assumes that a seller can/should convert that name to gold. And yet it only occurs 5% of the time in face to face sales, and 0.0059% in digital marketing. That success rate (No other industry would call that success!) alone should be a hint that maybe something’s wrong. There is.

It’s time to forego the singular focus on placing your solution and first connect to facilitate buying. Do you want to sell? Or have someone buy? They’re two different processes. One’s tactical, one’s strategic. And the tactical is moot until the strategic is completed. Starting with sales ensures you will only attract folks already buyers and ignore a much larger group (5x larger) of folks who are in the process of becoming buyers but haven’t gotten their ducks in a row yet.

Btw when I say ‘facilitate buying’, I don’t mean final purchasing considerations of price or vendor. I’m not even talking about learning more so you can ‘understand them’ better. Or leading them where YOU think they should go. I’m talking about the process they go through much earlier, before they’ve become buyers, when they’re people just discovering a problem, up through all the intricacies of making a decision to go ahead and bring in an external solution and includes stakeholder buy-in.

Believe it or not, it takes less time to facilitate (regardless of the size or price of a sale) the decision process that all people must go through before they’re buyers than deal with the consequences of competing for the low hanging fruit once they are.

WHAT’S CHANGED?

I’d like you to consider that there are two elements to buyer’s buying. 1. traversing the stages of discovering whether a problem is worth resolving within their set of givens, and 2. the choice process if they can’t fix it themselves and need to make a purchase. First they’re just folks trying to resolve a problem with their familiar resources, and when all else fails they become buyers.

By limiting your outreach (marketing and sales) to #2 you’re restricting your success to the last few steps along the Buying Decision path and it’s costing you money, not to mention it’s a tremendous waste of resource.

Let’s go back to Carnegie. Even with all the cool technology and knowledge of demographics, the core sales thinking hasn’t changed. But the environment has. And so has the close rate (It’s going down.). Here are the limits of continuing to think only of placing solutions:

A.    Obviously, as per travel in 1937, most of Carnegie’s prospects didn’t live too far away. And he knew most of them personally

  • We don’t personally know our prospects. Oh, sure, we’ve got high tech methods to ‘find’ probable buyers. My research shows we’re ignoring 5x more real prospects using the sales model alone. Using the model I’ve developed to help buyers buy, Buying Facilitation® closes 40% of the same list selling the same solution, against the control group close rate of 5%. (In my client control groups, these same percentages have persisted for decades across all industries and product types.)
  • Our push to ‘create trust/relationships’ is silly. Everyone knows it’s not a real relationship, that it’s a ploy to sell, not to mention trust can’t occur when one person needs another person to act in a certain way. And frankly, just because someone likes you doesn’t mean they can convince their team to buy when half of them would be fired in the process.

B.    Carnegie stressed describing details of a new product/solution

  • There was no internet, no regular phone use, no content marketing, no search. Not to mention people looked forward to sitting down with sellers to learn to solve their problem. Now buyers search Google and don’t need sellers to explain anything. But once they’ve discovered what a solution must entail for them, you can then pitch or present using THEIR criteria for buying as opposed to YOUR criteria for selling – which might be very different.

C.    Buying decisions involved the seller, the problem, the product, and the buyer

  • It was simple then. Now there are layers of stakeholders and decision makers; buyers live in complicated systems of norms, rules, history, group/individual needs – all of which must be addressed before a buying decision takes place, even for small sales. Pushing solution content from the outside does nothing to facilitate group buy-in among prospective buyers (and trust me: no matter how many you think there are, there are double that number); it merely causes distrust with those not ready. Those seeking your solution can find what they need without you if your only job is to sell.

D.   A purchase was tactical

  • Now, unless it’s a small personal item, most purchases are strategic and involve a range of conscious and unconscious issues that must be managed first.

Here’s what we know that Carnegie didn’t know:

  • People don’t want to buy anything. They just want to resolve a problem at the lowest ‘cost’ to their status quo and will become buyers only when they recognize they cannot resolve the problem internally and everyone understands the ‘cost’ of bringing in something new.
  • Until people have determined they’re buyers, they have no inclination to read or hear a pitch because they haven’t yet determined the need or know if it can be resolved internally. They won’t read your information because they’re not aware they need it yet, regardless of their need or the efficacy of your solution. Not to mention, pitching too early creates objections.
  • Need doesn’t determine who buys. Just because there’s a real need doesn’t mean it’s the right time, there’s the proper buy in, and the calculation of cost to the system: the cost of bringing in a new solution must be less than the cost of maintaining the problem. Not to mention it’s quite difficult for sellers to recognize real ‘need’ when they pose biased questions to obtain cues that obviate a pitch or follow up.
  • There’s no way a seller can know the unique, idiosyncratic issues going on within a buyer’s environment that dictate how their decisions get met. And until whoever will touch the final solution buys in to something new, a purchase will not be made. Hint: assuming you have a prospect because you interpret what you hear as a need doesn’t make someone a prospect.
  • It’s possible to facilitate the Buying Decision Path and partner with someone who WILL become a buyer – but not with the sales model which offers a solution before the full problem set has been scoped out and before there is stakeholder buy in.
  • If we can first show up as Servant Leaders and facilitate the change management portion, we can expand our value and beat the competition when they become buyers.

NEW RULES FOR NEW TIMES

The crucial pieces buyers are missing are systemic; quite confusing because what until they figure that all out for themselves (Remember: we’re outsiders with an agenda.) they cannot buy:

  1. Buying an external solution has a cost. It’s much cheaper for people to fix the problem with known resources if they can. Until they figure this out, they will not buy.

Rule #1: Prospects aren’t always prospects.

2. Buying is systemic. People won’t become buyers until they have: the full set of facts that caused the problem and maintain it (or they can’t know the extent of the problem); a fair exploration of workarounds or internal fixes so they can resolve the problem themselves; an understanding of the downside of bringing in something new that must be implemented, learned, accepted, used. Until then they’re just people with a problem they want to resolve. Themselves.

Rule #2: Need has little to do with who is a buyer.

3. People with a problem won’t be researching your information unless it’s to learn from as they attempt their own fix – not to buy. While they will certainly seek out information once they become buyers, you’ve got that market covered with your site and your marketing. That’s the low hanging fruit – your 5% close.

Rule #3: Your content, your marketing, your emails, your requests for appointments will only be noticed by folks ready to buy now and be ignored by the much larger segment of folks who are on route but could be made ready much more quickly with your knowledge (not of your solution, but of your industry or environment).

4. Until or unless the entire stakeholder group is on board and buys in to any change that will occur once they implement the new purchase, they will never buy.

Rule #4: Buying is a change management problem before it’s a solution choice issue.

5. 40% of the folks you’re prospecting will buy your solution (maybe from a different provider) within about two years: the time it takes them to figure out how to figure it out is the length of the sales cycle.

Rule #5: Sales concentrates on placing solutions to the exclusion – to the exclusion – of facilitating change management portion of the buying decision process which is systems and change related, not product/purchase related.. This restricts sales to those ready now. The change process can be accelerated, but not with sales.

You can see now why you’re not closing more than you close. Seeking need isn’t working or you’d close more. Creating a trusting relationship isn’t working or you’d close more. Generating terrific content isn’t working or you’d close more. Finding the right demographic isn’t working or you’d close more. All of those tools will uncover those who are specifically seeking your solution now. That’s it. They will not expand your audience because people who aren’t yet buyers won’t pay attention.

So what parts of Carnegie are viable now? The solution placement part. Content management; pitching and presenting. Negotiating and closing.

CONSIDER HOW BUYERS BUY

It’s time to facilitate people through the change management end of the Buying Decision Path. I’ve been talking about this for decades and have successfully taught Buying Facilitation® to global corporations since 1987. It’s time to shift, to add a front end before you sell, and then sell only to those who are going to buy.

1.    Change the goal of your prospecting calls. Stop trying to find someone with a need or whom you can sell your product to. Stop trying to pitch, present, offer solution content until they are ready for it – after they’ve lined up their buying decision criteria.  Find folks considering change and problem solving in the area your solution handles –  easy to find if you stop trying to push your product or ask biased questions.

The time it takes them to figure this out is the length of the sales cycle. So help them figure it out. Then you’re already there when they become buyers.And THEN you can pitch to the full set of stakeholders who now know exactly what they need to buy.

2.    Facilitate potential buyers through the steps to change they they must go through (I’ve coded 13 steps involved in the Buying Decision Journey) before they become buyers. An overview of the steps they must traverse:

a. recognize the full extent of the problem, possible by assembling, and extract data from, the complete set of stakeholders (which you can never know);

b. attempt to fix the problem internally (which you can never do);

c. manage any disruption an outside fix would entail (which you can’t do for them).

I can’t say this enough times: a purchase is NOT about ‘need’; and no purchase will be made if the cost of the solution is higher than the cost of the problem/status quo regardless of their need or the efficacy of your solution. And an outsider, a seller, can never, never make any of those determinations – so long as the focus is on placing a solution.

3.    Stop posing biased questions. I invented Facilitative Questions which do NOT gather information, but point the client in the direction they need to consider on route to change.

Many folks in the sales field misuse my term Facilitative Questions (which I invented in 1993). Let me clear this up for you: If you haven’t studied with me, you’re using ‘susan’s questions’, or ‘joe’s questions’, not Facilitative Questions. Facilitative Questions take some training. They use brain function to lead people down their unconscious path to change and decision making. They do NOT attempt to gather information! They contain NO Bias. They are NOT a sales tool. And they use brain science: They contain very specific words in a very specific order, often with a time element involved, and always pulling data points in a very specific sequence from one memory channel to the next. The formulation of these took me 20 years to perfect. If you want to discuss, email me: sharondrew@sharondrewmorgen.com. If you want to learn, take a look at this learning accelerator.

The problem with using conventional questions, regardless of your intent, is that 1. They’re biased by your need to know and most likely overlook vast bits of knowledge; 2. They are restricted in scope by your outcome and languaging; 3. They cannot be heard as intended due to the bias that your communication partner listens through; 4. There’s a high probability that the real answer to what you want to know either doesn’t exist, or isn’t fully formed yet; 5. they’re used as sales ploys to extract just enough data to make a pitch ‘obvious’ and the Responder feels manipulated when answering.

So don’t use conventional questions until these folks are at the end of the change steps and have real answers to your curiosity. Facilitative Questions enable change. Conventional questions try to gather data – unnecessary until folks are already buyers and you both need specifics that can be elicited through normal questions.

4.    Stop trying to make an appointment. All you’re getting is folks who are either using your content to craft their own pitch to their team, or to compare against their internal, or historic, vendor. No one wants to waste their time to hear what YOU want them to hear unless they’re getting something out of it. And given the percentage of prospects who DON’T buy after you visit, you know you pitched to folks who wouldn’t buy. I’m not saying don’t visit. But only visit those who are real buyers, and the whole Buying Decision Team is present. That’s a great use of sales.

CONCLUSION

The sales model is great for people who have become buyers – the low hanging fruit. Unfortunately, it does nothing at all to engage or facilitate folks still in the process of trying to resolve a problem themselves and who have a good shot at becoming buyers when who have a good shot at becoming buyers when they’ve discovered they need outside help and have buy-in to make a purchase.

Why not find those who are in the process of becoming buyers and facilitate them through their Buying Decision Journey. You’re already sending vast amounts of product content to a wide audience, hoping to ensnare new folks who have no interest because they’re not yet buyers. You’re already spending time following up vast numbers of people who will never buy; why not find those who WILL become buyers (possible on the first call) and speed up their change process. You can even shift your content marketing tactics to address each one of their decision steps.

In summary, save selling until you’re communicating with actual buyers, and start by facilitating folks through their Buying Decision Path. Then you can sell! Not to mention the facilitation process takes a lot less time than pitching, trying to get an appointment, and following up.

Sales is a necessary model to introduce solutions and services beyond what’s possible on the internet. It’s just illogical to use as a prospecting or qualifying tool.

With 8x more real buyers on your lists, stop wasting time on those who will never buy, find the ones who will once they figure it all out, and help them figure it out. Then sell.

For those interested in learning about Buying Facilitation®, here’s a link to some articles. You should also considering reading at least two sample chapters in my book that explains this process: Dirty Little Secrets: why buyers can’t buy and sellers can’t sell. I’ve also got gobs more on Sharondrewmorgen.com.

What is Buying Facilitation®?

What is Buying Facilitation®? What sales problem does it solve?

Prospects Aren’t Always Prospects

Steps Along the Buying Decision Path

How, Why, and When Buyer’s Buy

Recognize Buyers on the First Call

Don’t You Realize Selling Doesn’t Cause Buying?

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Sharon Drew Morgen is a breakthrough innovator and original thinker, having developed new paradigms in sales (inventor Buying Facilitation®, author NYTimes Business Bestseller Selling with IntegrityDirty Little Secrets: why buyers can’t buy and sellers can’t sell), listening/communication (What? Did you really say what I think I heard?), change management (The How of Change™), coaching, and leadership. Sharon Drew coaches and consults with companies seeking out of the box remedies for congruent, servant-leader-based change in leadership, healthcare, and sales. Her award-winning blog carries original articles with new thinking, weekly. www.sharondrewmorgen.com She can be reached at sharondrew@sharondrewmorgen.com.

May 11th, 2020

Posted In: News, Sales

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Whatever you’re selling, your regular sales tools won’t work now. There’s no one buying, regardless of what they might have needed before the pandemic. It’s not even time to forecast, as buyers now live in confusion and the unknown, with no idea what the norm, or their needs, will look like whenever ‘after’ happens. Until companies are up and running and things settle, there’s no way of knowing upfront what the priorities, people, or policies will be; needs they once had may not be needs now, or there may be others when the dust settles.

So trying to sell can’t work because the sales model needs buyers to buy. And there are no buyers. Any pitching, pushing, or convincing attempts are moot.

Obviously, you must do something different. As a bridge between your company and a client, you can play a very pro-active role in your company’s future and engage real prospects who will buy later – and truly serve them in the process.

TIME TO STOP SELLING

By pinpointing people who will most likely need your solution (and these folks may be outside your current target market right now), you can offer the one thing they need more than anything: managing the confusion; and helping them strategize and organize when ‘after’ occurs as they tackle their new normal. With your knowledge of how your solution operates in a user environment, you’re in a prime position to help them transcend the unknowns and organize around their future needs.

Will this make a sale right now? Nope. But it will enable you to serve someone as a representative of your company; will give you a fine reputation as a possible vendor going forward; and just maybe, you can really help them think through their confusion and put you on the Buying Decision Team going forward. Then, if it turns out they still need your solution, they’ll choose you.

This takes divergent thinking. Sales focuses on placing solutions, using market research, pitches, demographics, information gathering, content marketing to find probable buyers with a ‘need’. Right now, no one knows what they need; they certainly have no idea what Tomorrow will look like. But if you replace your ‘seller’ focus with a ‘facilitator’ attitude and serve customers, you can still grow your business and be in a position of trust and respect on the Buying Decision Team going forward.

There’s a huge difference between selling and facilitating. Sales places solutions; facilitating leads change. Sales is tactical; facilitating strategic. Sales resolves a problem; facilitating uncovers and organizes the elements that seek resolution.

The differences lie in the trajectory of change management. Buyers start off as people who want to resolve a problem in the easiest way at the lowest cost to the status quo. The last thing they want is to bring in something new that might upset the apple cart.

It’s only when they cannot resolve their problem on their own AND they get buy-in for change and a new purchase, they become buyers – i.e. their delay in making a purchase has nothing to do with your solution. They never start off as buyers – only folks trying to resolve a problem. In truth, a buying decision is a change management problem before it’s a solution choice issue. And unfortunately, the sales model overlooks this entire portion of how buyer’s buy.

So until or unless people know how to bring in something new in a way that doesn’t ‘cost’ as much as the status quo, they aren’t buyers, regardless of what their ‘need’ looks like to you.

WHY BUYERS DON’T BUY

Right now, there’s no way to know anything. Everyone’s status quo is shifting; the cost of the changes they’ll face is a mystery. But there is a way you can enter and be a vital component in the necessary strategizing going forward. It’s the one thing you can do now to serve them.

As a successful sales professional for many years, I figured it out by the seat of my pants when I became an entrepreneur of a tech startup in 1983 in London. My business took off quickly; to handle the hiring and team development, I contacted vendors to help me with recruitment and leadership training. The lovely, smart, charming, professional sales folks who showed up gathered info about my ‘needs’ and gave me presentations. As they spoke and questioned, I found myself resisting.

While they offered terrific solutions, my underlying issues were systemic: I couldn’t buy until I got buy-in from the team, and we had to figure out how bringing in new solutions would affect us all. With a new company and a series of new hires, I had to carefully support the newly-forming management team and add new skills and new members carefully.

So yes, I most likely had a need, but I didn’t know how – or even what! – to buy until I figured it out. While I bet the folks trying to sell me had the knowledge to lead me through all the decision factors I’d need to consider, they didn’t. If they had, I could have been saved months of trying to figure it all out myself — and made a sale.

I realized then, after all my years as a seller, the reason my buyers (who appeared ‘stupid’ to me at the time) weren’t buying. It had nothing to do with my solution and everything to do with the other considerations, the steps that had to be taken (later called Pre-Sales steps) before even becoming a buyer and the sales model overlooked.

The piece I was missing was systems thinking: my team, my company, was a system; and like in all human systems, people seek to maintain the status quo. Whatever problem they face is embedded within a myriad of people, policies, and relationships that keep it in place (The sales model overlooks these issues to seek out only those who have already figured it all out).

Optimally, a solution to a problem should come from within the system so there’s less disruption. But if they can’t fix it themselves, it becomes a cost issue: the ‘cost’ of something new (risky) needs to be weighed against the cost of leaving the problem in place. So buyers don’t want to buy anything, just fix something. And if they have no choice but to buy something to reach their goal, they’ll become a buyer.

One more thing I realized about the sales model: it ignores these Pre-Sales steps and focuses on only those who have finally become buyers (This occurs on step 10 of 13 steps!). This restricts a sale to the low hanging fruit who already have their ducks in a row, and overlooks a much larger group of people who WILL become buyers once they’re ready (and can be made ready). It’s certainly much easier to find and support those who WILL be buyers on the first call than trying to push solutions onto those who SHOULD buy. But you can’t do this with a ‘need’ focus.

DEVELOPING BUYING FACILITATION®

I decided to figure out the steps I was using en route to becoming a buyer, and use them to lead prospects through these steps BEFORE I pitched or gathered information. I developed Buying Facilitation® to easily find potential buyers with problems in the area my solution can resolve, lead them through their internal decisions without bias, and help them become buyers or at least serve them.

This saved me time following up those who would never buy (When I train Buying Facilitation® in organizations, we consistently have a 40% close rate against the control group with a 6% close.); brought me referral business; shaved about 50% off my usual close time (I only sold to those who were buying); and I truly served them all. Many who didn’t buy during our connection called months and years later to buy from me.

Here are the stages I delineated that all people traverse en route to solving a problem (and possibly end up as buyers):

1. Is there a problem? Can we live with it? Who and what would be involved with fixing it?

  • Why haven’t we fixed it already before? What’s been involved in maintaining it, and how long are the tentacles that keep it in place?
  • How will we know if it’s worth the cost of fixing? Who needs to be involved in this discussion?

Until everyone who touches the problem is involved, there’s no way to know if anything is missing, the full extent of the problem, or if a fix is viable.

2.    How can we fix the problem with known resources? Can our old vendors help us? Is there a fix that a different department has that would work for us? What are our workarounds?

  • Do we know enough to recognize if we can fix it ourselves? Can we keep this in house?
  • How much risk can we tolerate when considering fix or stay the same?

Before we can go outside to make a purchase we must know for certain that we’ve done all we can to resolve it ourselves. That limits the stress on our otherwise overwhelmed environment.

3.    What sort of disruption will occur when we bring in something unfamiliar?

  • Everyone (or departments) who will be effected by the new solution must understand and agree with the changes, the disruptions, the differences, that the new will bring.
  • The cost of the solution/change must be less than the cost of the problem, otherwise they might as well keep the problem.

Until it’s clear to all stakeholders the exact ‘cost’ of a new solution – people, rules, policies, outcomes, organizational changes – no decision will be taken. None. Regardless of the need or the efficacy of your solution, they cannot buy until they can calculate the cost of change. The change must ‘cost’ less than maintaining the status quo.

Obviously, there’s no way to even get to #3 in our Covid19 environment since no one knows how our lives and businesses and jobs will be altered. But imagine if you now use your efforts to help them discover their answers to 1 and 2. Then you’d have served them, and if they cannot resolve any ultimate problems, you’ll be the only one they’ll call.

NEW SKILLS

To facilitate buying prior to selling, to engage folks who will be potential prospects (and give up selling for now) you’ll need a wholly different skill set as the current skills focus on discovering needs and introducing solutions – both necessary, once they’ve determined they need to buy something and are in the market for a fix.

Questions: I developed new form of question (Facilitative Questions) that facilitates folks down their steps of discovery. They are opposite to normal sales questions which are used to qualify, determine need, and gather data, and instead lead the route through discovery and change, through to purchase, which product knowledge on its own could never do.

Listening: A sales professional’s listening is biased to hear signs, words, that could be misconstrued as a ‘need’ causing sellers to follow up people for months mistakenly thinking they might be buyers. I developed a new way to listen (I wrote a book on this called What?) to hear the underlying meta messages and recognize those folks who might be seeking change – a real prospect – in my knowledge area, which I couldn’t hear with biased ears. People who are satisfied with their status quo have no agenda to change, and wouldn’t be buyers. Again, hearing what I think might be a ‘need’ doesn’t mean this person would buy.

Find prospects on a first call: Believe it or not, folks who will become buyers, people seeking change, are easy to recognize on the first call so long as you stop seeking someone with ‘a need’. By prospecting-by-need,

  1. You’re most likely only speaking to one person. How can that person know exactly what the rest of the Buying Decision Team thinks they need? Is that person representing the entire team, or just their personal views? You have no idea, but if it sounds like a possibility you unfortunately use it as an opportunity to pitch and follow up (and keep calling).
  2. Do you have any idea how this one person will share your data (if it even gets that far) with others? Will they use your data to compare against their current vendor? Again, you have no idea, and again, barrel forth pitching.
  3. Are you just listening for needs? Are your questions based on extracting data so you can pitch – and possibly ignoring some important data that would give you a broader understanding of the status quo?
  4. You have no idea where, or if, this person is along their Buying Decision Path. Are they in early stages of discussing how to resolve their problems and using your ideas?
  5. People who may need your product and aren’t yet ready to buy aren’t interested (yet) in speaking with you or reading/hearing about your product. Need has nothing to do with it.

One of the problems you’ll need to overcome when seeking prospects is using a telephone to have these conversations. Obviously you can’t visit; no one wants to make an appointment; and you can’t spend your time trying to get agreement for a Zoom call when no one is a buyer.

So do the following on the phone. Begin a call with voice rapport and a different sort of beginning:

This was going to be a sales call, but certainly you can’t buy anything now. I’ve been in the X field for many years. Maybe I can help you think through the issues you’ll need to consider as you go through this chaos now so when we come out the other side, you’ll know more about strategizing going forward. Is this a good time to speak?

Then, go down the stages above, helping them find answers to the questions at each stage.

I know you certainly are risk sensitive given what has been going on. I wonder if there are areas of my expertise that could lead you through the criteria you need to consider now. It would probably start with you getting a group of decision makers or leaders together to begin to figure out where you’re at.

Remember: you’ve got nothing to sell if they’ve got nothing to buy – and right now, they’ve got nothing to buy. Your entire approach must be based on something else: You’re not ‘gathering data to uncover needs’ (i.e. YOUR need to sell) or pitching (what YOU want to sell). You’re facilitating change and decision making. And when the environment goes back to ‘after’ – whenever that might be – and you have chosen the folks who will most likely be buyers, they will want to buy what you’ve got to sell.

Your new job is not to sell but to make a prospect. Help them figure out where, how, when, if they will be managing the new issues they’re facing. With your new goal you’ll be welcomed. And going forward, using this Buying Facilitation® approach will immediately ferret out those who are happy in their status quo and wouldn’t be prospects, regardless of whether or not they need your solution.

Everyone now is faced with change management, both in their current environment, and whatever the hell it will be once we’re back to work. Believe it or not, once you take your ‘sales’ hat off, people will recognize you’re helping them design their new fact pattern for going forward; when they arrive they’ll choose you when it’s time for a purchase. Not only is it win/win, but you’ll be a true Servant Leader.

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Sharon Drew Morgen is a breakthrough innovator and original thinker, having developed new paradigms in sales (inventor Buying Facilitation®, author NYTimes Business Bestseller Selling with Integrity, Dirty Little Secrets: why buyers can’t buy and sellers can’t sell), listening/communication (What? Did you really say what I think I heard?), change management (The How of Change™), coaching, and leadership. Sharon Drew coaches and consults with companies seeking out of the box remedies for congruent, servant-leader-based change in leadership, healthcare, and sales. Her award-winning blog carries original articles with new thinking, weekly. www.sharondrewmorgen.com She can be reached at sharondrew@sharondrewmorgen.com.

April 20th, 2020

Posted In: Sales

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Sales folks make a few incorrect assumptions about who a buyer is, including: 1. the name on the marketing automation or prospecting system is the name of the buyer; and 2. a receptionist or secretary isn’t a buyer. Not only is there rarely only one ‘buyer’, but whoever responds – yes, even secretaries and receptionists – might actually be on the Buying Decision Team (BDT). Indeed, if you ever attempt to ‘get through’ a receptionist or secretary, you’ll know for sure this person is a major decision maker.

OUR FIRST JOB IS TO FACILITATE CHANGE

Before anyone buys, they need buy-in from the full set of stakeholders – the BDT – who include those playing a role in managing any change a new solution generates. Each decision team member will face different hurdles: one team member might need to reorganize their team; one might need to fire someone or facilitate user compliance.

As outsiders we cannot know any of this, especially if we’re entering with a focus on placing a solution. But make no mistake: anything new brought into an environment causes some sort of irritation, and someone is responsible for resolving it; these issues need a plan for resolution before a purchasing decision is made.  And as outsiders we can’t know what’s involved or who on the BDT is handling it.

NEED ISN’T THE ISSUE

Entering to find someone with a ‘need’, or someone specific to sell to, limits sellers to seeking/finding those who are ready to buy at the moment the seller connects – the low hanging fruit. It ignores all those in the process of becoming buyers and those still figuring out how to manage the change who can be facilitated through to Buyer Readiness.

We can expand the group of possible buyers by a factor of 8 if we enter as change facilitators first and help them do whatever they must. Indeed, this large group doesn’t respond to the conventional sales tools and goals we employ: they can’t yet know the full complement of their need, and aren’t yet interested in any of our content.

By starting off with the goal of finding those still on their buying decision journey and not yet buyers, and lead them through the steps necessary to manage the change, it’s possible to recognize who will be a buyer on the first call. Indeed, by helping them traverse their route, they will become buyers quickly. Your pipeline will actually include real prospects, not suspects. But the definition of who is a buyer will need to change.

For knowledge on this subject, I’ve written articles on the model I developed to facilitate the elements of the buying decision path that differ from sales: Buying Facilitation®, the real buyer’s journey, and help buyers shift their status quo. In this article, I offer three case studies on how to sell by going beyond what the sales process considers ‘buyers’. One shows how I sold more than anticipated by not assuming the listed name was THE buyer; one tells how a receptionist got me business; one shows how I instigated a prospect to enlist the Buying Decision Team and become a buyer.

CASE STUDY: DON’T RESTRICT YOUR CONTACT

Years ago, I was training Buying Facilitation® to a sales group within a call center selling three of IBM’s software packages. In those days, sellers prospected using the names on coupons sent from folks requesting information (old school!). During the training, I suggested that participants not ask for the folks whose names were on the coupons, as there was no way of knowing who was actually on the BDT or who filled out the coupon.

During my one-on-one coaching session with John Megatz (one of the participants…. I’ll never forget him!) he called a small construction company to sell an accounting package, assuming they’d need one. He asked the woman who answered for Louis, the name listed on the coupon. “Not in” she said. “Please call back Monday.” I then called the number back. Here was the call.

SD: Hi. My name is Sharon Drew Morgen, and I’m calling from IBM in response to a coupon. Can you tell me how you’re currently handling your accounting, and if you’re seeking any additional tools to help? [Note: I always assume everyone is part of the BDT. I do this on all cold calls.]

Kathy: I’m doing the accounting. Me. It’s me. All me. Since May. Me. I was the one who filled out that coupon. I’m trying to convince my husband to buy an accounting package within the next week, or I’ll not only quit, but I’ll divorce him. We’re a Mom & Pop shop here, and I took over the accounting when our accountant left last May (it was December). It takes up too much of my time and I hate doing it. Louis promised me I’d only have to do it for a month. So if I can buy a package now, it would save my marriage.

Kathy: Oh. Louis just walked in. Hey Louis! Pick up the phone, will you? It’s IBM with a solution to save our marriage.

Louis: Hi. This is IBM? Do you have an accounting package we can buy? I need to buy one today or she’ll divorce me.

SD: Hi Louis. Yup. We’ve got one. We need to check if our package fits your needs. But before I discuss it, I’m wondering if you also could use a Project Management package. It’s pretty cool. The project managers on client sites could log hours and create client invoices from the field. Or a Payroll package that would automatically write checks electronically. I see you’re a small construction business and can’t tell if anything we’ve got is anything you need.

Louis. Wow. I need all three! Can you tell me about them?

SD: Since I’m just a trainee, can we wait until Monday when the product managers for each package would be available to discuss the packages with you? I’m only the one with the mouth; they’ve got the brains. [Note: I really said this. I had no idea how to pitch any of the products.]

Louis: No. Is there any way we could do it today? [Note: It was 5:00 Friday afternoon.]

SD: Give me fifteen minutes. I’ll call you back.

John and I ran up two flights of stairs. Ran (and somehow I lost a very expensive Tiffany pen during the trot). We got to the sales group as they were walking out the door for the weekend. John grabbed the two sellers from the Project Management and the Payroll packages, and we ran back downstairs and called Louis back. To be honest, I knew almost nothing about the products.

Turned out, they bought all three packages. Right there and then. But they might not have if John had waited until Monday for Louis, or hadn’t assumed the woman answering was a secretary instead of co-owner. And John was set to restrict his sales effort to the accounting package.

CASE STUDY:  ASSUME EVERYONE IS A BUYER

I once made a cold call to an engineering firm. The receptionist answered. I used my Buying Facilitation® model on her as I do with every person who answers a phone; I can never know who is part of the BDT, how their buying decisions get made, or even if they’re in the process of seeking new skills. You’d be shocked to know how much information these front line people have and how helpful they’re willing to be when respected:

SD: Hi. My name is Sharon Drew Morgen, and this is a sales call. I wonder: how are you folks adding new skills to the ones your sales folks currently use, for those times you want to shorten the sales cycle?

Susan: Wow. Cool question. Could you teach our folks to do that?

SD: Sure. That’s what I do. And I know you’re at the front desk and it’s probably busy. But I’m happy to see if what I offer and what might enhance your business would be a fit. Is this a good time?

Susan: No. It’s mayhem around here always. Would you mind sending me some sort of a packet and I’ll get it to the sales director? I promise I’ll do it. I like what’s going on in this conversation.

So I sent her a packet. She called me a week later.

Susan: Hi Sharon Drew. Thanks for the packet. I put it on our Sales Director Joe’s desk. But he was fired an hour later. I went into his office after he’d gone and he’d cleared everything out, including your packet. Sorry to ask you this, but would you send me another one?

I sent her a new packet. A week later I got a call from Gary.

Gary: Hi Sharon Drew. I’m sitting here with Susan who says I have to call you because whatever it is you’re doing sounds like we should be teaching our sales folks. This is my first day as Sales Director, and Susan has made sure this is my first act at my new desk. In fact, she’s standing here right now. You must have made quite an impression on her. Is this a good time for us to discuss?

I ended up training their company, not only in Buying Facilitation®, but in change facilitation. And even though she wasn’t an obvious stakeholder, Susan was on the Buying Decision Team and brought in other team members without me having to look for them.

CASE STUDY: THE IDENTIFIED PROSPECT NEEDS THEIR STAKEHOLDER GROUP.

I once got a call from the Director of Training at KPMG. He had just read one of my books, and said he intuitively believed his team needed Buying Facilitation®. With a 3 year sales cycle and only 1000 possible companies large enough to spend $50,000,000 to buy their tax minimization service, he wanted to stop blowing through his limited number of prospects and shorten the sales cycle.

“What has stopped you from figuring this out on your own until now?” said I.

Steve didn’t have an answer, but said he’d think about it and call back. Next time he called, he had 2 others on the phone. I posed another question about how they could resolve the problem internally and get the buy in that any change would require. We’ll think about it and call back, Steve said. This process continued for two months; each time Steve called back he had more people on the phone and more answers, until one snowy day at 7:00 a.m. while I was on a client site in Rochester NY (in winter!), he had 15 people on the phone from 4 countries.

We did our normal thing of me asking a question that no one had an answer to. During the silence of ‘no answer’ one of the participants started this conversation:

Man: Hey Steve. What’s she selling?

Steve: I have no idea. Hey, Sharon Drew, you haven’t pitched me anything yet. Why not?

SD: I had nothing to sell if you had nothing to buy. Now there’s a larger percentage of your stakeholder buying team present; you have more knowledge of what’s stopping you from having a more effective selling process; you understand the issues that will come up when you add my facilitation system; and who needs to buy in moving forward. Now you’re ready to hear my content.

Then, for the first time mentioning what I was selling, I pitched to the group who was ready to buy. They brought me in, and I trained the global team for 2 years. With my help, they reduced their sales cycle to 4 months.

Remember: until or unless the entire BDT is present (which might be more complex than obvious); until they know if they can/cannot fix any problems themselves or how to manage the change an external solution will bring with it; they’re not buyers.

Trying to sell to one person who you THINK might be a buyer because they were in the right demographic, or because they responded in a way to your manipulative questions that caused you to assume they had a need, or because you attempted to be their ‘best friend’ or ‘relationship manager’ won’t get you more than your 5% close – the low hanging fruit. Not to mention wasting 95% of your time hoping and waiting, asking the wrong questions, to find those who SHOULD buy, and don’t.

DON’T TRY TO GET TO THE TOP

For those of you who spend hours/days/months attempting to get to the person at the top, stop. That person has probably delegated the responsibility to the appropriate team, and more importantly, even if s/he is one of the decision makers, there are several on the BDT. During the time you spend trying to get to THE person, you could have been speaking with one or more folks on the BDT who will then bring the rest of the team into your discussion, so long as you use your time with them to help them facilitate their change to excellence and not try to pitch or pose manipulative questions.

It’s time for us to stop assuming that there is only one person who is THE person we need to speak with. You’re losing business, wasting time trying to find that ‘one’ person, and (when trying to get around or through a receptionist or secretary) not realizing the number of people who must be involved in making a buying decision. Remember: a buying decision is a change management issue before it’s a solution choice issue, so there are many folks who must be included. That will expand your audience of potential buyers by a factor of 8.

____________________________________

Sharon Drew Morgen is a breakthrough innovator and original thinker, having developed new paradigms in sales (inventor Buying Facilitation®, author NYTimes Business Bestseller Selling with Integrity, Dirty Little Secrets: why buyers can’t buy and sellers can’t sell), listening/communication (What? Did you really say what I think I heard?), change management (The How of Change™), coaching, and leadership. Sharon Drew coaches and consults with companies seeking out of the box remedies for congruent, servant-leader-based change in leadership, healthcare, and sales. Her award-winning blog carries original articles with new thinking, weekly. www.sharondrewmorgen.com She can be reached at sharondrew@sharondrewmorgen.com.

March 2nd, 2020

Posted In: News, Sales

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