Dan:

 

I attended one of your workshops and was enlightened by your radically different approach to the profession of selling and strategic and consultative selling skills. I have made use of several "best practices" (3-D, BMPCC, Strategizer) with excellent results.

 

Here is my question for you. In my role as a specialist I do not have authority to make decisions about approaching our accounts. Our regional business managers (RBM's) own that responsibility. Most of our RBM's get it, but there are a few who have not attended your training and simply do not believe that your approach is sound. They are more "old school" and don't want to rock the boat. They feel we have to defer to the customer, jumping when the customer says "jump".

 

Any advice?

 

Thanks!

 

Jim

Janesville, WI

 

 

 

Jim:

 

Thank you for your question. I guess the simple answer to your question would be to send your RBM's to one of the TTS workshops!  Reading my book would also be instructive, and while I have a self interest in saying so, I would love the opportunity to work with your peers to help them "see the light".

 

I specifically picked your question for this month's TTS newsletter so I could talk about a ground-breaking research report on sales performance. Last month, Harvard Business Review published an article which discussed the results of an exhaustive research survey and report by the Sales Executive Council of The Corporate Executive Board Company. The objective of the global study of 6,000 B2B sales reps in various industries was to help us understand the characteristics of the most effective and productive reps. Here is my interpretation of some results:

 

Using "factor analysis" it was determined that sales reps fall into one of the following distinct categories:

 

The Relationship Builder

• Builds strong client advocates
• Gives time to help others
• Gets along with everyone

The Challenger

• Views world differently
• Knows customer's business
• Loves debate
• Pushes the customer

The Problem Solver

• Reliably responds to clients
• Ensures problems are solved
• Detail oriented

The Lone Wolf

• Follows own instincts
• Self-assured
• Difficult to control

The Hard Worker

• Goes the extra mile
• Does not give up
• Self-motivated
• Interested in feedback

Can you guess what did they found out? Much to the surprise of sales executives and training managers, the winning profile was NOT the Relationship Builder. Instead, the clear winner was The Challenger. In fact, the more complex the sale, the more the Challenger distanced herself from the rest of the pack.

 

What are the specific skills that the Challenger possesses which cause her to perform so well? There are three. She can teach, customize and control. Enhancing the Challenger's ability to teach were communication skills and the confidence to offer  a unique perspective. The Challenger is also capable of customizing because of her knowledge of both the customer's value and economic drivers. She knows how to use these factors in the selling process. Finally, the Challenger controls the sales process because she is comfortable addressing the economic challenges of price and can also apply persuasion to help the client make the right decision.

 

Why do you need to know this? It will help you recognize that there are many parallels to the Challenger's successes and the teachings and best practices you learned in the Trust Triangle Selling workshop and Building Trust Growing Sales Book.  You want to convince your colleagues to ratchet up their skill levels. They seem not to believe you, so share these results with them and ask how they plan to adopt Challenger skills.

   

Here are just a few of the parallels of the characteristics of the Challenger and TTS Best Practices:

 

TEACH

• The Sales Strategizer:  Change The Game Strategies
• The Trust Triangle
• Drive The Generic Bid Buying Process

 

CUSTOMIZE

• The 3-R's
• Emphasis on Research
• The Power Matrix
• Benchmarking
• Presentation Prep Script

 

CONTROL:

• "Guide" The Client's Buying Process
• 3-D
• Critical Event Timeline
• Response to:  "Your Price Is Too High" 

So, Jim, getting back to your question, what do you think the TTS Superstar Challenger would do when asked to "jump" by a client? Certainly you guessed that she would say something like, "Sure, let's first examine both your specific short term and long term needs to determine whether that would be in your best interests.  My other clients have found that "walking" is better than jumping." 

 

Finally Jim, I would say that when your colleagues see the success that results from your use of the TTS best practices, they will "see the light."

  

Good Luck, and Close 'Em!