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The Heart of Sales

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Sales could easily become a spiritual practice, bring in far more revenue, and make sellers Servant Leaders.

For decades, I have been a proponent of, and keynoter in the field of, Spirituality in the Workplace. In my work life, I have focused on the sales profession, as I believe (as the very foundation of business), it offers the capability of making each person, each interaction, and each company, based on true service.

Unfortunately, with the focus on profit, solution placement, timelines, and commissions, the potential for true servant-leadership has been overlooked. Indeed, it’s possible to make money AND make nice.

Selling and Serving

The sales job focuses on needs assessment and solution placement. Of course this is necessary – but only as the final stage of issues buyers have to address. Sales overlooks the off-line, behind-the-scenes decision issues that buyers must face privately before they get the buy-in to make a purchase.

But this is where the true servant-leader connection is: imagine having the capability to serve folks by first helping them discover all of the internal, values-based decision issues they must address, and being a support for them in the process. And once this is done (and it makes the sales process about 600% more efficient), then we can sell.

But we can’t continue to use our positions merely to influence others. Let’s look at what we’ve been doing until now.

Sellers, unfortunately, have a belief that if by offering the right data, in the right way, to the right demographic, or use the right incentives/push/pitch/influence, that people will buy, or acquiesce, or agree. Yup: I’ve got the important data that you need – now let me tell you about it and explain to you why you need it.

But that premise is false: sales only closes 5% of prospects. And that’s an average. What makes the sales model so unsuccessful? Because it’s based on information push, the needs of the seller to make a sale, and biased conversations meant to convert buyers it ignores the buyer’s underlying values and internal systems issues – the people and policy issues that comprise the status quo and have been in place for some time – that people must manage before they are willing or able to make a purchase.

People don’t require data to make decisions until their internal values/criteria/beliefs have been considered and there is a willingness to buy-in to change. There is no such thing as an emotional decision, even if it looks that way to an outsider. We do not choose to do something that goes against our values, so all behavior is a rendition of our beliefs in action, even thought it might be unconscious. And the sales model ignores this primary piece of the puzzle.

When we create data-driven vehicles for marketing and sales, we have no idea if the mode, the message, the presentation, or the verbiage might go against a buyer’s internal criteria – regardless of whether or not they need our solution. We also have no idea where along the change management/decision path they are in their buy cycle. As a result, we have no idea how our message will be received. That means, we’re either lucky or we’re unlucky. Bad odds: with the best solution in the world, we are dependent on luck for our results. Not to mention that we are missing opportunities to connect with, and serve, another person.

There is a Way to Influence with Integrity

But there is a way to help buyers discover how to make the decisions and manage the change (and every purchase – indeed every decision – is a change management issue) by using their own values.

It’s possible to help buyers:

  1. assemble the appropriate Buying Decision Team members.
  2. define the criteria they must ultimately meet.
  3. explore every opportunity to resolve their issues with familiar resources (like current vendors or by fixing current.
  4. get necessary buy-in from whoever, whatever touches the final solution.
  5. operate with the new solution without facing major disruption.

Buyers need to accomplish all of these things anyway, with us or without us. Sellers sit and wait while they do them. We can continue to wait to make a sale, or become a true Servant Leader and lead our buyers through these decision points. It’s not sales – it’s change management – but it will afford an opportunity to serve, and buyers will fold the seller in to the decision, with no objections.

I’ve developed a new type of question (Facilitative Question) to help people uncover their unconscious criteria to make new decisions, address the necessary systemic change and fallout that a new solution would entail, or re-weight old beliefs. It works alongside my Buying Facilitation® model as a decision facilitation tool to manage change. Questions like:

  • How would you know when it was time to add a new skill set to the ones you’re already using successfully?
  • What would you need to trust to recognize that by facilitating buying decisions and entering the buying journey earlier that you can close more deals and make more money?
  • How would you know that adding a change management skill set would be good for business, and enable a true collaboration of trust and respect?

Until or unless people choose to reconsider all of the elements within their status quo, and can find a way forward that doesn’t disrupt their status quo irreparably, they will do nothing.
Start the buyer/seller relationship by helping buyers manage the idiosyncratic Pre-Sales decision issues they must address internally. Then, once they’ve determined their route, you can sell. It’s a good way to help people get to the very core, the very heart of the matter and create real change. And it gives us the opportunity to truly serve by leading the change.

About the Author

Sharon Drew Morgen is a visionary, original thinker, and thought leader in change management and decision facilitation. She works as a coach, trainer, speaker, and consultant, and has authored 9 books including the NYTimes Business BestsellerSelling with Integrity. Morgen developed the Buying Facilitation® method (www.sharondrewmorgen.com) in 1985 to facilitate change decisions, notably to help buyers buy and help leaders and coaches affect permanent change. Her newest book What? www.didihearyou.com explains how to close the gap between what’s said and what’s heard. She can be reached at [email protected]

It’s that time of year: “Call me back after the holidays.”

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Humbug. Salespeople hate holidays.

Holidays are an excuse for decision makers to put buying decisions on hold. But the worst of them are the Christmas to New Year. “Call me back after the holidays,” and “Call me after the first of the year,” are two of the most hated phrases in sales. (They still rank behind “We’ve decided to buy from someone else,” “Your price is too high,” and “I want to think about it.”)

Call me after the holidays is not an objection. It’s worse. It’s a stall. Stalls are twice as bad as objections. When you get a stall, you have to somehow dance around it, and then you still must find the real objection or barrier before you can proceed.

Here are 11.5 clever lines and winning tactics to use that will help overcome the stall:

1. Close on the stall line. “What day after the first of the year would you want to take (would be most convenient to take) delivery?”
2. Firm it up, whenever it is. Ask, “When after the first of the year? Can I buy you the first breakfast of the new year?” Make a firm appointment.
3. If it’s just a call back, make the prospect put it on his calendar. Call backs must be appointed, or the other guy is never there when you call. Putting it in a calendar makes it a firm commitment.
4. Tell them about your resolutions. “I’ve made a New Year’s resolution that I’m not going to let great prospects like you, who really need our product/service, delay until after the first of the year. You know you need it.”
5. Offer incentives and alternatives. Create reasons not to delay. Buy now, invoice after the holiday. Order now, deliver after the holiday.
6. Question them about differences – and close them when they get there. “What will be different after the holidays? Will anything change over the holidays that will cause you not to buy?” (Prospect’s answer – “Oh no, no, no.”) “Great!” you say, “Let’s get you order in production (service scheduled) now, and we’ll deliver it after the holiday. When were you thinking of taking delivery (beginning).”
7. Agree. Then disagree. I know what you mean… lots of people want to wait. Most don’t realize that the money wasted/saved between now and the first of the year, will equate to a xx% savings if they buy now. Are you sure you want to waste the money?
8. Get a testimonial video. Ask someone who bought before the holidays and was glad they did to do a one-minute video about the value they received and how they originally wanted to wait and how happy they are that they didn’t. Videos with similar situations are a thousand times more powerful than your sales pitch.
9. Drop-in with holiday cheer. Use a small holiday plant or gift to get in the door. (No one says no to Santa – unless you live in Philadelphia. There they boo Santa.)
10. Create urgency. “The price will rise after the first,” or “There’s a product or delivery back-up after the first – schedule now.”
11. Be funny. Say, “So many people have said call me after the first that I’m booked until April. I do however, have a few openings before the first. How about it?” Making the other person laugh (smile) will go a long way towards getting past the stall. An alternative smile is “What holiday?”
11.5 Beg. Pleeeeaaase, I’ll be your best friend.

Reality check. The success with which this stall is able to handled is directly related to the quality of the relationship that’s been built with your prospect or customer. A good relationship allows more liberty to press for immediate action. A weak relationship will mean you wait until after the holiday. Or longer.

Prevention – the best cure. If you know this objection is coming, do something BEFORE it happens. Prevention of objections and stalls is the most obvious, most powerful, and least used sales technique. Here are a few prevention methods.

  • Start in early November to create urgency.
  • Set price raises in September to take effect January 1. Announce them right away and communicate them weekly into the holiday season.
  • Create a holiday special. Have a five day sale in December.
  • Offer December price incentives or special bonus incentives.
  • Throw a holiday party. Invite prospects and customers, and offer them a “Tonight only deal.”
  • Hold a series of seminars that are about important issues to your prospects and customers. Have the best one just before the holidays. Serve great food.
  • Create an internal sales contest with a great prizes.
  • Build relationships all year long.

The bottom line is – as sure as you’ll spend lots of money this holiday season, someone will ask you to call them after it’s over. When they do, don’t get mad, get creative. Don’t get frustrated, get a relationship.

Happy holidays. If you need more information on this subject, call me – after the first of the year. Ho, ho, ho.

Reprinted with permission from Jeffrey H. Gitomer and Buy Gitomer.

About the Author

Jeffrey GitomerJeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally at [email protected].

Magnetic: The Art of Attracting Business

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Creating exceptional value for customers should be the core of your sales, marketing, and growth strategy.

Word of mouth is the most powerful factor in buying decisions today. Whether it’s consumer or business to business, buyers want to know what your existing and past customers think of you. Increasingly, this word of mouth is taking place on the internet, whether on review sites, in chat groups, or on social media.

What others say about you is infinitely more influential than anything you say about yourself. That’s why the value and experience that you create for customers should be the absolute focus of your sales, marketing, and growth strategy. That’s how you become a customer magnet and attract new business to you.

Here are 5 keys to becoming a customer magnet:

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About the Author

Joe CallowayJoe Calloway is Executive in Residence at Belmont University’s Center for Entrepreneurship, and is the author of Magnetic: The Art of Attracting Business.

Finding A Prospect vs. Creating A Prospect

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You place a call to get through to the decision maker.
You call to find someone who needs your product or service.
You try to get an appointment.
You analyze names to prospect based on demographics, company size, job title.

You’re Playing A Numbers Game

You’re trying to find those 10 leads out of 100 that will even consider a conversation in which you can possibly place your solution – and then you’ll close 5 of them if you’re lucky. But a prospect is someone who WILL buy, not someone who SHOULD buy. Unless a buyer is

  • sitting and waiting for your call,
  • seeking an external provider AND need one at that exact moment,
  • already convinced that none of their vendors or colleagues can manage the problem for them,

they will ignore or reject your outreach. You’re seeking a prospect who needs YOUR solution NOW. But what if they are buyers? What if you merely need to help them take the right steps that enable them to buy?

When you’re just calling to ‘get your foot in the door’ or get someone to talk so you can ‘ask a few questions’, or just to ‘educate’ or make an appointment, the only people who will respond are those already seeking a different solution than the one they’ve got in place now – the low hanging fruit. And off you go, merrily trying to convince, manipulate, or influence, finding the best way to get your solution sold. Yet by the time they’ve taken your call, you’re already in a competitive situation.

Those Who Won’t Speak To You Need You

But what about all of the others – the 90%+ who won’t speak to you? Do they not need your solution? Of course they do. But your approach precludes them buying anything. Those who are not speaking with you

  1. don’t want an appointment, or see the need for an appointment, or see the need to do anything different (regardless of whether they have a need or not);
  2. may have a recognized need but are getting push back from other stakeholders and don’t know how to manage whatever issues would face change once a different solution is brought in;
  3. may have a need but have not yet decided to use an external resource rather than a known vendor;
  4. have buying patterns different from your selling patterns and don’t like your approach even though they like/need your solution.

By focusing on finding a prospect who will hear you discuss your solution, willing to spend time to see you, or is willing to offer you data about their status quo, you are eliminating over 90% of those folks who could buy from you (regardless of whether you are selling a service or a product). And keeping yourself in a competitive situation.

People buy something when they cannot resolve a business problem AND they have gotten appropriate buy-in from those folks and departments who will be involved with a new solution (stakeholders – usually unknown to sellers) AND whose buying patterns match a seller’s selling patterns (Remember telemarketing? Their solutions were fine – it was their selling patterns that were problematic.).

People do not buy because you’ve got a great solution or a shining personality. The last thing buyers need is a new solution. They merely want a well-functioning system (culture, company, group). Buyers must have answers to these questions before they can consider bringing in a new solution (regardless of their need, the efficacy of your solution, or your delightful approach):

  • How will folks know that bringing in something new could add to what they are already doing and offer minimal disruption?
  • How can buyers be assured that a new solution will work with their current solution in a way that will cause minimal change management issues?
  • What sort of change issues would come up when your solution is implemented, and how does that effect the group, the company, the stability of the company policies and relationships?
  • How do buyers go about ensuring that everyone who must be on the Buying Decision Team (everyone – even those not obvious) is on board and able to add their 2cents to the discussion?

Needs Aren’t Defined Until All Stakeholders Define Them

Buyers must know the answers to these questions. Their decision to purchase goes well beyond what you might consider a ‘need:’ They need to manage these Pre-Sales problems with you or without you, and the sales model – a solution placement model – does not offer the real consulting expertise that addresses this. And the time it takes them to accomplish this is the length of the sales cycle.

When you first speak with a receptionist or a manager, they have no idea what the full extent of, or how to manage, these internal change and buy-in issues. Nor can they understand the parameters of their need: a the need can’t be defined until all relevant stakeholders define it.

To get in earlier, to become a real Trusted Advisor, to help buyers facilitate all of their necessary Pre Sales buy-in/change management issues and help them down the path that leads to purchasing your solution, add a new job to your sales activity: help buyers recognize and manage all of the internal issues they must address. Because until or unless they do, they will take no action to do anything different.

I’ve developed a model called Buying Facilitation® that works with the sales model to first find the exact right prospects and facilitate their Pre-Sales activities on your first call. Instead of seeking the low-hanging fruit – trying to find prospects at the moment they are ready or think they have defined their need – start off by helping prospects determine what excellence will look like and how to get their entire Buying Decision Team assembled. Remember: they won’t even understand the full extent of their needs until they do. So help them. It’s not about needs. It’s not about your solution. It’s about finding the prospects who WILL buy, rather than those you think SHOULD buy.

About the Author

Sharon Drew Morgen is a visionary, original thinker, and thought leader in change management and decision facilitation. She works as a coach, trainer, speaker, and consultant, and has authored 9 books including the NYTimes Business BestsellerSelling with Integrity. Morgen developed the Buying Facilitation® method (www.sharondrewmorgen.com) in 1985 to facilitate change decisions, notably to help buyers buy and help leaders and coaches affect permanent change. Her newest book What? www.didihearyou.com explains how to close the gap between what’s said and what’s heard. She can be reached at [email protected]

The Big Picture of Business – The Future Has Moved… and Left No Forwarding Address.

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Futurism is one of the most misunderstood concepts. It is not about gazing into crystal balls or reading tea leaves. It is not about vendor ‘solutions’ that quickly apply band-aid surgery toward organizational symptoms. Futurism is not an academic exercise that borders on the esoteric or gets stuck in the realm of hypothesis.

Futurism is an all-encompassing concept that must look at all aspects of the organization… first at the Big Picture and then at the pieces as they relate to the whole. One plans for business success through careful strategy.

Futurism is a connected series of strategies, methodologies and actions which will poise any organization to weather the forces of change. It is an ongoing process of evaluation, planning, tactical actions and benchmarking accomplishments. Futurism is a continuum of thinking and reasoning skills, judicious activities, shared leadership and an accent upon ethics and quality.

Quotes on The Future

  • “The future ain’t what it used to be.” Yogi Berra
  • “The future is not a gift. It is an achievement.” Robert F. Kennedy
  • “I never think of the future. It comes soon enough. The distinction between past, present, and future is only a stubbornly persistent illusion.” Albert Einstein
  • “Tomorrow is another day.” Margaret Mitchell, Gone With the Wind
  • “The future will one day be the present and will seem as unimportant as the present does now.” W. Somerset Maugham
  • “You ain’t heard nothing yet, folks.” Al Jolson in The Jazz Singer (1927)
  • “I like the dreams of the future better that the history of the past.” Thomas Jefferson
  • “The fellow who can only see a week ahead is always the popular fellow, for he is looking with the crowd. But the one that can see years ahead, he has a telescope but he can’t make anybody believe that he has it.” Will Rogers
  • “The only way to discover the limits of the possible is to go beyond them into the impossible. Any sufficiently advanced technology is indistinguishable from magic. Arthur C. Clarke, Technology and the Future
  • “The best way to predict the future is to invent it.” Alan Kay
  • “The best thing about the future is that it comes one day at a time.” Abraham Lincoln
  • “There is always one moment in childhood when the door opens and lets the future in.” Graham Greene
  • “Upper classes are a nation’s past; the middle class is its future.” Ayn Rand
  • “The empires of the future are the empires of the mind.” Winston Churchill
  • “The future belongs to those who prepare for it today.” Malcolm X””
  • “All human situations have their inconveniences. We feel those of the present but neither see nor feel those of the future; and hence we often make troublesome changes without amendment, and frequently for the worse.” Benjamin Franklin
  • “It is because modern education is so seldom inspired by a great hope that it so seldom achieves great results. The wish to preserve the past rather that the hope of creating the future dominates the minds of those who control the teaching of the young.” Bertrand Russell
  • “Many people think that if they were only in some other place, or had some other job, they would be happy. Well, that is doubtful. So get as much happiness out of what you are doing as you can and don’t put off being happy until some future date.” Dale Carnegie
  • “Look not mournfully into the Past. It comes not back again. Wisely improve the Present. In is thine. Go forth to meet the shadowy Future, without fear, and a manly heart.” Henry Wadsworth Longfellow

Futurism, The Future

I offer nine of my own definitions for the process of capturing and building a shared Vision for organizations to chart their next 10+ years. Each one gets progressively more sophisticated:

  1. Futurism: what you will do and become… rather than what it is to be. What you can and are committed to accomplishing…rather than what mysteriously lies ahead.
  2. Futurism: leaders and organizations taking personal responsibility and accountability for what happens. Abdicating to someone or something else does not constitute Futurism and, in fact, sets the organization backward.
  3. Futurism: learns from and benefits from the past… a powerful teaching tool. Yesterdayism means giving new definitions to old ideas…giving new meanings to familiar premises. One must understand events, cycles, trends and subtle nuances because they will recur.
  4. Futurism: seeing clearly your perspectives and those of others. Capitalizing upon change, rather than becoming a by-product of it. Recognizing what change is and what it can do for your organization.
  5. Futurism: an ongoing quest toward wisdom. Commitments to learning, which creates knowledge, which inspire insights, which culminate in wisdom. It is more than just being taught or informed.
  6. Futurism: ideas that inspire, manage and benchmark change. The ingredients may include such sophisticated business concepts as change management, crisis management and preparedness, streamlining operations, empowerment of people, marketplace development, organizational evolution and vision.
  7. Futurism: developing thinking and reasoning skills, rather than dwelling just upon techniques and processes. The following concepts do not constitute Futurism by themselves: sales, technology, re-engineering, marketing, research, training, operations, administration. They are pieces of a much larger mosaic and should be seen as such. Futurism embodies thought processes that create and energize the mosaic.
  8. Futurism: watching other people changing and capitalizing upon it. Understanding from where we came, in order to posture where we are headed. Creating organizational vision, which sets the stage for all activities, processes, accomplishments and goals. Efforts must be realistic, and all must be held accountable.
  9. Futurism: the foresight to develop hindsight that creates insight into the future.

About the Author

Hank MoorePower Stars to Light the Business Flame, by Hank Moore, encompasses a full-scope business perspective, invaluable for the corporate and small business markets. It is a compendium book, containing quotes and extrapolations into business culture, arranged in 76 business categories.

Hank’s latest book functions as a ‘PDR of business,’ a view of Big Picture strategies, methodologies and recommendations. This is a creative way of re-treading old knowledge to enable executives to master change rather than feel as they’re victims of it.

Power Stars to Light the Business Flame is now out in all three e-book formats: iTunes, Kindle, and Nook.