Please forgive me if I sound self-indulgent. But this week I had too many sales calls with low-caliber sales people.
I have been in sales since I was 22 … 44 years.
Sure, when I started I knew nothing, my selling skills were weak, and I was trained to close hard. Thank goodness I got over that!
But I was so insecure about my lack of technical, business and processes knowledge that I worked very hard to understand how my products worked, the depth and breadth of my prospective clients’ needs, and how my technical team could most successfully implement solutions.
That dedicated learning and tenacity dealing with a brutally competitive market helped me to refine how best to successfully solve client issues.
This week I had too many disappointing sales interactions.
I will share just 2 of them.
The Sales Person Who Does Not Listen
I got a follow up call from a junior sales person from a software solution provider I really respect.
She wanted to know if I had an interest in her company’s product.
I explained that I was very impressed with their solution – especially for large IBM i users.
I had already recommended it several times to my larger clients.
However, most of my clients were small-to-medium sized businesses that use a fraction of their software and the IBM POWER server capabilities. I thought for the majority of my clients the solution was overkill.
She responded, “But you do IBM i application hosting. This is perfect for you.”
I briefly explained where I saw her product fit for IBM i users, whether on premise or hosted.
Despite my thinking that I had given a precise answer why the product was not a fit, she countered several more times how I was missing a bigger picture and how I should be positioning her product.
I politely concluded the call.
What was the problem here?
She did not Listen.
Despite my specific explanation of where her product fit and for who, she pressed on WITHOUT taking time to understand what my company does and how we support our clients.
The Sales Person Who Does Not Give It To Me Straight
Later this week, I was getting “pitched” by a seasoned sales professional. This guy was good – really good. I was dazzled by his power point presentation. The presentation was compelling.
But it sounded too good. As the days went by and I could “sleep” on it, some of what I was told did not add up.
For example, when he explained his company offered 24 x7 support, I asked “how many technicians do you have on staff to provide round the clock support?”
His response?
“As many as we need.” (That is a weak answer – no actual staff count was offered). He claimed they monitor problem tickets very closely so they hire as they need more staffing.
That answer did not make sense to me.
Because I have been in the industry a long time, I checked with my “secret sources” who revealed he had a technical staff of 3, but his son recently left – so now it is down to 2 engineers. Seems a little too thin for technical support of 300 clients 24 x 7.
I asked other questions. However, at the time this sales person gave evasive answers. I was so spellbound by the power point that I did not really discern how evasive the answers were.
It was only after reflecting on his sales presentation and talking to my secret sources that I became fully aware how much baloney (exaggerations to outright falsehoods) I had been fed.
Too bad. Because his technical solution seems to be pretty good. But I cannot feel confident with his company to help me when matters become critical.
How come?
He did not Give It To Me Straight.
My sense was that he was NOT genuine. My fact-finding supported my feelings he was over-stating the capabilities of his product and company.
Worse – he does not seem trustworthy.
So … two things:
Please Listen.
Getting to the root of an issue is essential if there is to be a workable solution.
You have to listen to understand. If you don’t understand, either you are not familiar with the issue (you need more education) or you need to listen better.
Both approaches (listening and learning) require more questions.
And critical listening leads to understanding.
Then Give It To Me Straight.
Years ago I remember the fabled investor Warren Buffett, as the largest share-holder, got mixed up in the Solomon Brothers’ bond scandal. While the case was complex with twist and turns, he ultimately explained to the federal investigators and his Solomon Brothers management team that we will tell the truth and “let the chips fall where they may.”
At risk was the solvency of Solomon Brothers, thousands of jobs, and huge disruption to the financial market that could adversely affect lots of innocent people.
As a result of his honesty, they were able to work through the issues.
Since then, I often tell myself Give It Straight and “let the chips fall where they may.”
When people involved have a clear understanding they can make better choices for their self-interest.
And that works out better. Much better.
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