After thousands of hours of study and many years honing technical skills to be a competent professional in your chosen field, it can come as a rude shock that you now need to sell your services and capabilities as well.  In today’s busy market, a competent selling capability isn’t a nice-to-have it is an essential business and life skill.

Interestingly, the topic of selling and growing a business often doesn’t feature in those university lectures does it?  In fact, selling is in many cases covered over and, if spoken about at all, was only mentioned as an unsavoury aspect employed by the desperate.  ‘We don’t have to sell because we are …’ are the famous last words of many failed professional or small business owners who focus only on their domain of expertise as the distinguishing factor.  Well those days are well and truly over.

This myopic view of the essential life skill of selling has often left people feeling vulnerable, confused and financially worse off.  No longer can you rely upon only your technical competence to guarantee your success or wait around for passive referrals.

The bad press that often accompanies the profession of selling doesn’t help either.  Often the only ‘selling’ stories we hear or read about in the media are those about shonky operators exploiting anyone they can, especially the vulnerable and weak. For instance, the plethora of insulation businesses and telemarketing firms exposed as fraudulent and incompetent has done nothing for the PR of selling.  This type of behaviour is labelled as ‘selling’ by the media which I argue is incorrect.  The type of behaviour and intentions exhibited by these operators and other ‘shonk merchants’ is actually fraud and deception, and in some cases bullying and intimidation. That is not selling.  This is one reason why many people don’t want to be in sales.  Who wants to be associated with ‘shonk’?

There is another issue too, the old Australian legacy of the ‘tall poppy’ syndrome.  Heaven forbid that you take proactive control over your destiny by getting out there and promoting your business and your capabilities so others may benefit.  Heaven forbid that you actually make a name for yourself.  ‘Who do they think they are?’ or ‘They’ve got tickets on themselves’ are some of the catch cries from people who begrudge those who get up and make what they do visible to other the people.

These syncs often confuse proactive, ethical self promotion, prospecting, and selling practices with self- grandiose, boasting or big noting.  Sure there are a few people for whom this is true; it’s all about them.  While these people can be highly entertaining in some instances, people often tire of them if there is nothing of real value and substance to support them.  The truth is one can lead a very successful sales career without becoming a boastful, self-absorbed git.  In fact, the research into highly effective sales professionals shows they are often humble, highly self-aware, collaborative, see the big picture and details, effective at what they do, and have a ‘we’ not ‘me’ focus.  They are very capable, resourceful, and engender trust on all levels.  They are worth knowing.  Is this what most of us want for ourselves?  Don’t we want people to know that if they work with us they will be better off as a result?

Despite the overexposure of those shonky operators by the media or the cringe factor brought about by the ‘tall poppy’ critics, there are a lot of good untold stories about ethical selling practices out there.  They often don’t make the mainstream media or general conversations because they are happening everyday in millions of ways.  It’s a bit like IT, we never celebrate or talk about the fact that our IT system hasn’t crashed we only hear and complain about it when something goes wrong.

Yet many people struggling with the concept of selling pay good money to go on selling skills courses to learn how to sell and yet they never put it into practice.  So before you pay money for selling skills, examine the state of your mind; the beliefs, feelings, and intentions you hold about selling.

Your beliefs, not your abilities, could be holding you and your career hostage. Before you can dedicate the energy to become skilful and masterful in something as complex as selling, you need to want to sell.

So let’s cut to the chase, for those of you who now need to consciously include the capability of selling in your business mindset and skills here are a few things to consider:

• Why do you need to sell? Who will benefit from you being able to sell competently?
• How will ethically and proactively promoting and selling your capabilities help you and your clients?
• What is your current view of selling? Do you hold onto a view that makes you feel ashamed of selling?  How is that view affecting your ability to keep your business healthy and viable?
• Can you reframe your thinking about selling? See it as a way to make what you do visible to the people who need to know about you so they can benefit from your skills and talent?
• How do you feel about the statement ‘everybody lives by selling something’?
• How can selling be incorporated into your business and align with your ethical values and desire to run an honourable business?
• Do you feel worthy of being able to earn what you are worth?

Sadly limiting beliefs about selling are a significant issue for many people and something that can be overcome with patience, clarity, and persistence. If this is an issue for you please feel free to contact us to discuss this further. We would be happy to help you get started on your sales career.

Remember everybody lives by selling something.

Author: Sue Barrett, www.barrett.com.au

‘Everybody lives by selling something’ was the trend, in our 12 Sales Trends for 2010, voted as second most important for businesses in 2010.  It is a very significant trend on many levels as it involves everyone, not just the people who are labelled as ‘sales’.

‘Everybody lives by selling something’ has had a profound impact on our business at Barrett. Since we introduced this as our core philosophy and principle behind our work it has been amazing how many people feel open to discuss the topic of selling and sales, especially those people who have been most reluctant to the concept of selling including professions such as Teaching, Law, Accounting, IT, HR, and Engineering.

At first, it seemed that this statement may narrow us to being seen as just ‘sales’ focused but in fact the opposite has occurred.  While ‘everybody lives by selling something’ has focused our attention on what we do well, it has also broadened our horizons in terms of who we work with.  This statement, coined back in the late 1800’s by Robert Louis Stevenson, has shifted the conversation to a broader landscape.  Beside sales teams, we now engage with, train and coach teachers, accountants, lawyers, engineers, and others who would never had considered selling as part of their professional repertoire.

‘Everybody lives by selling something’ seems to have allowed people to discuss an area that is fundamental to human relationships and communication, the principle of exchange.   In our lives we are all exchanging things of value.  Whether what we exchange is of value to others should be determined through effective communication, open dialogue, and trust.

Taken to an organisation wide level, everybody in a company has an impact on how the business communicates with and engages in the principle of exchange with its customers, suppliers, the broader community, and each other.

The legacy of silos in organisations, where departments distance themselves from each other, pitting their agenda against others to gain an upper hand, is the opposite of the principle ‘everybody lives by selling something’.  It flies in the face of being a fit, viable business, yet this still happens and businesses, staff, customers, and the broader community suffer as a result. All the bluster about being ‘world’s best practice’ or ‘best of breed’ comes undone in an instant when people forget that ‘everybody lives by selling something’.  The energy wasted, emotions expended, and distress caused because people think they were more important than the greater good of their company, their customers, and the community is very sad.

It reminds me of a simulation exercise we run with teams where people form groups (‘companies’) and then have to create their own departments. The dynamics of this particular simulation test people’s ability to choose between the greater good for their ‘company’ or the self-interest of their own department, thereby tests their ability to engage in the principle of exchange.   Although each group is a company in itself, they are also competing for points against the other groups (‘companies’) in the simulation. It is amazing how many people compete with people within their ‘company’ and end up losing out to a competing ‘company’.  Their focus falls internally and they miss the point entirely.

The irony is that while we say that we are focused on trying to stay ahead of our competitors with better products and services and snappy marketing, it is often the internal competitions (politicking, one-upmanship, disassociation from customers and sales) in our own organisations that is undermining our efforts to be effective, sales fit, and successful.

Everybody in our organisations needs to be an ambassador for our business, our message, and our brand. There needs to be recognition that we are in one of two roles 1) actively involved in selling or 2) supporting someone who is.

How well people and organisations embrace and practice this philosophy will be the test in 2010. We encourage you to have open discussions about ‘everybody lives by selling something’ in your business and see what happens.

Enlightened sales people and leaders already recognise that ‘product’ is only part of the sales process and that selling is actually a ‘value exchange’, underpinned by real relationships. Those companies that support and train all their people in a culture of proactive client engagement, transparent selling and proactive positive communication practices aligned with their strategy, will gain a significant competitive advantage in 2010.

So we would like to ask you, do you live by selling something?

Remember everybody lives by selling something.

Author: Sue Barrett, www.barrett.com.au

Everything lines up: your solution is a very good match for the client company, you have ticked all the boxes but the deal is rejected.  You are perplexed and confused.  “It’s a great solution!  It’s what they wanted and needed. Why are they saying no?”  Building on from last week’s ‘How do I deal with client objections?’ l thought we should look at when objections become personal.

Over the years I have come to realise that many of us have lost sales not because we didn’t have a good offering or we couldn’t show a real return on investment, rather a key person(s) involved in the sales process or outcome didn’t want the sale to go ahead due to personal reasons or biases.

In the past, I have naively thought that all clients wanted to do the right and best thing for their business, their teams, and their people, however I have been proven wrong on a number of occasions.  Eventually I came to realise that whilst all buying decisions will have a personal aspect to them, some were more self serving than I realised.

What I have learnt over the years is that when people’s status is threatened they can act wildly.  Seeing the world from another’s perspective isn’t always easy, especially if the other person is basing their decision on how it will affect them personally, often at the expense of others and the higher goals of the business or project.

When we are selling, thinking about the impact on the person(s) involved is, therefore, very important.  This is based on the notion that people are unlikely to be as objective in their decision making as we would like and have their own agendas which can be both visible and hidden. The same can be said for sales people too, their personal biases can severely affect the outcome of a sales as well. In fact, rationality often goes out the door.  Not everyone likes to reveal their real reasons behind a decision because they may not be that pleasant.

No one really likes to look stupid or incompetent, especially to their people, managers, clients and markets.  Pointing out the obvious solution which looks great to you may be seen as threatening by some prospects or clients.  For example, they could be thinking “Why didn’t I think of that?”, “This might put me out of a job if we do this”, “My preferred supplier, who is a mate of mine, may lose out here and I’ll lose a friend if that happens”, or “This means I’ll have to change how we do things here and my power/position/status/influence will become redundant”.

There are many examples of where self- interest or even group think can dismiss a great idea or solution from being implemented.   In a sales situation, if you come across indecision, stalling, or rejection of a well matched solution, think about how your solution may be affecting the individuals involved. Is your solution at risk of making the other person(s) feel?

• Less credible or appear stupid to their peers, managers, or staff
• Lose power or control over a situation, team or decision
• Affect their career aspirations
• Not be seen in the best light with their superiors or their team
• Lose status or kudos
• Act differently to how they really want to
• Have their real intentions, actions or agenda exposed to others

We all know not everyone acts in the best interest of the group.  They may be acting to serve their own interests at the expense of others or the greater good.

It is often necessary to try and understand those often ‘unspoken’ needs of customers. While I don’t always get it right, I have worked out that I need to do at least two key things:

1. Find out where I need to be a King Maker
2. Find out where I need to be wary of the Saboteur

Distinguishing between the genuine buyer and the saboteur

As sales people we need to quickly recognise how we and our solution can be a feather in the cap of our buyers.   For instance, if our solution or working with us can help or enhance a person’s career, status or reputation, for the all the right reasons, then this needs to be part of the solution and decision making process.  Who doesn’t want to be associated with a successful partner or project?  If we support the key decision maker, influencer, or end users to feel validated then this can aid the decision making process.

Asking the client how the proposed solution will help them or benefit them personally will give you a valuable insight into their decision making process.  If a person is making a decision based on, amongst other things, how this solution will look on their resume and affect their career status, then we need to realise that our role is also part King Maker.  If this is important to them and does not transgress ethical boundaries then why not?

I try to remember to ask “How will this decision help or impact on you personally?” and then take that into account when preparing my proposal, pitch, follow-up or roll out of the solution.

On the other hand you may come across the Saboteur.  The Saboteur is the person who operates behind the scenes and has a hidden agenda(s) that may involve your proposal not being successful.  If you have a Saboteur as part of your decision making process, it will mean that they are going out of their way to ensure that your proposal does not get put forward. This usually stems from some sort of self-driven, self-serving agenda.

If you suspect you have a Saboteur in your midst, you must try as early on as possible to determine what their motives are. If you are unable to do this, you must pay special attention to their objections and probe where possible. This will help to provide you with more information around their key drivers.

Bear in mind that Saboteurs are often well known amongst the key decision makers and influencers in the decision making process for their underhanded, self-driven ways and often their opinion is given less weight.  However, their bite can certainly strike a blow to your progress if the decision is hanging in the balance.  Be sure, they will find your weakest spot and run with it.

Some key characteristics of the Saboteur

• Have a hidden agenda
• They have a vested interest in you not succeeding
• Can derail entire sales process and influence key stakeholders negatively
• Possibly aligned with competition (sleeping with the enemy)
• May appear genuine on the surface but can be the ’smiling assassin’

The world of selling is a complex one at the best of times and you may be left thinking that you need a Phd in psychology in order to deal with the variations in human emotions, intentions, and behaviours.  While a Phd it is not necessary, be aware, wary, and alert to the subtleties of client engagement and interactions.  Carrying your moral compass along with your very best skills in active listening, questioning, verifying, problem solving, and prevention, and self-reflection along with you for the ride and  applying them on a consistent daily will aid you enormously.  And the good news is they take up very little space, yet give you an expansive view.

Remember everybody lives by selling something.

Author: Sue Barrett, www.barrett.com.au

Many sales people will tell you one of the biggest worries in sales, besides prospecting, is dealing with customer objections.  Its true many people do not like dealing with objections or conflict, however, it is also true that many people unintentionally create objections and conflict by not understanding a customer’s real needs or priorities and failing to find common ground.

In my opinion ‘overcoming objections’ is often blown out of proportion in terms of the issue it claims to be. Too much time and attention is spent on objections in sales meetings and sales training rather than focusing on the skills and resources needed to help sales people eliminate objections from the sales process in the first place.

The two key strategies to eliminating the issue of objections are: Having a sound, logical sales communication process that sets you up to understand where a customer or prospect is coming from, what they value, what their real priorities are, why and when they are ready to make a decision to buy, and how sophisticated they are; and a sound knowledge of your offerings and how it fits or serves your market.

Utilising your very best communication skills such as focused questioning, active listening, verifying and paraphrasing, and creative problem solving are keys to eliminating objections and creating a dynamic, productive sales and buying experience for you and the customer.

Let’s rethink labelling every customer question or concern as an objection.  A customer asking a question about your product or service, seeking further clarification on a matter, or expressing confusion over a new product are not grounds for an objection, they are merely trying to understand what you or the product/service does in more detail.

They are often trying to see if there is match between you and them.  As sales people we should welcome these enquiries as the customer is fully engaged, showing interest, and seeking to find common ground as to whether to work with us or eliminate us from the equation. This should not be grounds for fear and loathing.

So what is an objection? An objection, as defined by www.dictionary.com, is a reason or argument offered in disagreement, opposition, refusal, or disapproval.

Based on this definition, in many cases sales people are not trying to overcome objections, they are working with the customer who is seeking information or clarification for a mutually beneficial outcome, the sale.  Dealing with nonconforming ideas or helping a customer coordinate a viable solution requires understanding, collaboration, and creative problem solving skills on the part of the sales person, not overcoming objection skills.

There are four common areas sales people come across which can, if not properly dealt with, lead to objections (and reactions):

1.    Misunderstanding – correct it
2.    Doubt – resolve it
3.    Limitation – compromise or put it into perspective
4.    Question – answer it

The reality is if you and the customer have not found common ground or agreement on an action to move the sale forward to the next logical stage it does not necessarily mean you have encountered an objection.  It may just mean a viable sales opportunity may not exist.  However, if you have not listened to the customer, tried to force your ideas onto them without their consent, or tried to bully them into a sale then the customer may object, and rightly so.

If during any stage, especially the last stage of the selling process, you encounter strong objections or indecision from your customer, it likely means one or more of these problems may exist:

• You didn’t really understand your customer’s/prospect’s needs or priorities in the first place and tried to put forward solutions they do not want
• Your customer/prospect doesn’t perceive having a need i.e. they maybe an uniformed buyer
• Your customer/prospect is not looking for a solution, i.e. maybe they are just on a fact finding mission
• You have not shown your customer/prospect what they think they need, i.e. there is a clash due to a mismatch between what you perceive as important and what they perceive as important
• Your customer/prospect cannot see any real value in your offering
• Your customer/prospect is not ready to buy yet
• Your customer/prospect does not have confidence in you or your company
• Your customer/prospect has unrealistic expectations you will never meet
• Your customer/prospect has other agendas or loyalties that do not understood, i.e. they have biases and are unlikely to buy from your not matter what

These situations and others like them are the realities of selling.  Our job as sales people it to properly understand our customers, their situation, their preferences, priorities, challenges, goals, and come up with viable solutions that are a win:win for both parties, or determine that a ‘no sale’ exists.  Either way everyone is in the know about what to expect which should reduce the need to object.  However, sometimes there is no simple solution to a customer’s concerns.  A customer will hesitate to move forward and if you can’t find a solution, maybe you can negotiate a resolution.

If you do happen to come across a real objection, below is a seven step process for handling objections:

1. Deal with the objection straight away, don’t ignore it.
2. Be trustworthy and empathise with feelings that are expressed; Use an appropriate manner by remaining calm, showing respect, and using positive language (talk about what can be done rather than what can’t be done).
3. Utilise your most effective communication skills, remembering to:  actively listen, question, solve problems, avoid making personal judgments, be flexible, and work together.
4. Ask questions to determine the real objection.
5. Restate objections to clarify the issue and gain agreement from the customer that this is their real concern.
6. Work towards seeing the situation from the customer’s point of view
7. Select a course of action which may include negotiating a resolution.

In short, the key to handling and eliminating objections effectively can only occur when open communication, cooperation and collaboration exist, however it is important to check and make sure it is a legitimate objection first.

Remember everybody lives by selling something.

Author: Sue Barrett, www.barrett.com.au