Uncommon Sales Practices (part 2)

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I was really excited to see Part 1 of Uncommon Sales Practices resonate with a non-sales audience: Engineers, Human Resources, Marketing and Finance folks. We are all selling to someone. Our mangers, peers, customers, spouses and more.

In the past week, I received a presentation that confirmed what the top 1% do differently than the top 10%: deeply understand their customers. Here is how they get there:

1. Level 5 Engagement - In the post-COVID world, engagement in video is critical. I've had the most success when we've built together. Merely turning your video on is not enough.

Screen-share: Is the customer showing you their pain points and what they are working on? Does she show you her mock-ups? Requirements list? Copy of the working budget? Are you showing your notes live, and and building the business case deck together?

White-boarding: engages all the senses, and guarantees everyone to lean in and be present. It incorporates both visual and auditory learning styles, and creates a freer flowing conversation. It elevates the status from 'meeting' to 'working', and allows the presenter to lead from the front. Power Points aren't this effective.

2. Q: “What is bad about ______?” - since I sell technology, I can tell you it is changing faster than any one person can keep up. Especially my customers. This question exposes misconceptions, knowledge gaps, competitive tech to fill those gaps, old info of product features, and un-identified challenges. Many times, it is great feedback. 

3. Ask about similar past projects - discuss the theme of past mistakes that bottleneck future progress. Discuss past successes and failures, and what they would do differently or more of this time around. Calibrate yourself to those metrics and people.

Questions: In the past, how did you...? What would you do differently when ...?

4. Address yellow flags on the spot - you feel sense something is slightly off. Not a red flag, but could be a ...yellow flag. Address it. Right away. For example - if you sense a hesitation or unmentioned competitor or delays - address it. Politely and professionally.

One of two things will happen - the customer will lean in and provide new context and clarity. Or the customer will lean out, and confirm your instinct. Trust your instincts and avoid the dance - let’s get real, or let’s not play. 

5. Anticipate the call - anticipate the easy and hard questions the customer may ask, and particular paths they may take. No matter where the customer is headed, you’ll have a good grasp of how to navigate the conversation towards a mutually successful outcome. 

To anticipate the call, start with 1- what the customer knows so far, 2 - the objectives the customer is looking to achieve, 3 - what they will ask to get from #1 to #2 

6. Be a human - many people change who they are at work or when in front of clients. It comes off as unnatural and insincere - instead, use your personality to your advantage! 

7. Role vs Responsibility - there are Software Architects who write code, and developers who make software selection decisions. (Usually it is the reverse). Asking for a customer’s responsibility rather than role/title, leads to what they actually are accountable for.

The answers shift from “I’m a part of the Architecture Group as we modernize our monolith” to “As an architect in the Architecture Group, I’m responsible for the defining data models, and looking to improve best practices on the team. Because no one has deep experience with X and we can’t fail this time around.” 

Similarly, budgeted priorities vs strategic objectives. And, insights vs tips. Fine tuning vocabulary creates an unfair advantage.

If you have thought-provoking questions, leave them in the comments below.