Monday Musings -- Rainmakers Reign

I'm not in sales, or "business development", well, at least not directly. Prior to one of my former bosses retiring from the Air Force, we had a discussion about his next work life, in part because I respect him greatly and was genuinely interested in his planning process, and also selfishly knew I wasn't likely all that far from starting to prepare for my own Air Force retirement. It was good to hear what others were doing and thinking about during their own transitions. We both did not want to go into "BD".

I'm not a salesman. It doesn't come naturally to me. I tried sales when I was in college and lasted just three calls with prospects before going in a different direction. Now, three decades later, I find myself indirectly a part of the sales process. I'm still uncomfortable with asking for contracts or business, so thankfully, I support that by showcasing the value of what we do and deliver rather than asking what prospects need to land the contract with us, and similarly, in contract renewal efforts, that's not my direct responsibility.

Following a conversation, I had with one of my sales teammates, I was a little shaken by the meeting details we were discussing. In part, because I wondered what we "missed" in providing support to that client and how we could have done more or been better. Sharing no details here for many reasons, but suffice to share, I wanted to learn more about sales and what drives value for current and future customers. Given my still relative newness to my current roles and responsibilities, and endeavoring to be a trusted teammate, I want to improve those actions and activities proving beneficial to my team, and the company for whom I work.

Here's what I was thinking through. What are the keys to the kingdom? What is needed to share and show how what we do is not only competitive, but in some, if not many instances are actually superior to others in what might be considered a crowded space. As a client on the other side of this same equation, it was easy for me to say and share why I thought the product was superior to other organizations and why I deliberately decided to work with my current employer. They delivered for me time and again. I want to do the same for my clients, current and conditional.

Reiterating, it was clear as day to me in terms of the outcomes and objectives we were realizing as a result of that partnership. That was a big part of the equation ... the relationship was more of a partnership than a contractual construct or obligation. I never felt that my partners were "contractors". That is the same effort I apply to clients now being on the other side of that relationship. It is, like any other subject, instructive and insightful to stay abreast of the current conditions across the competitive marketplace.

I'm reminded of the 1996 song, Real World, released by Matchbox 20. It's not at all hard-to-understand what lead singer, and the songwriter, Rob Thomas was singing and sharing. He wondered what it would be like to be someone else, who was super successful or capable. The opening stanza shares:

Well, I wonder what it's like to be a rainmaker

I wonder what it's like to know that I made the rain

I'd store it in boxes with little yellow tags on every one

And you can come and see them when I'm done

When I'm done

The linked HBR article at the bottom of these notes, shares five different "sales personalities". I work with some of the fantastically finest salespeople on the planet. As I intoned and imparted above, they care about the current and prospective client. Actually developing and delivering them value. None of my teammates are "just trying to make the sale to meet targets". They are personally and professionally invested in delivering what clients need to be successful.

This piece shares notes and nuggets about what they define as Experts, Confidants, Debaters, Realists, and Activators. Activators are the key focus here; in that they make the best business developers. My takeaway from this is simply that Activators are also the best leaders!

As this piece points out, the reason is because Activators, Commit, Connect, and Create. Sure, the lens through which this is being viewed herein is about sales, therefore the reasons and rationale aren't exactly applicable to learning to become an effective leader, but they aren't all that far off.

Aside from the alliteration, which those who know me well on LI know I appreciate and apply myself for connected communications, these three principles are precisely applicable to leaders. Swap out "clients" for "teammates" and you will surely see why I think this is a leadership lesson.

What Today’s Rainmakers Do Differently: What Today’s Rainmakers Do Differently ( hbr.org )