7 ways that salespeople hurt their teams during a crisis.

For sales reps everywhere the 2020 nadir includes fewer in-person meetings, frequently distant or disgruntled clients, the struggle to mitigate the work-from-home distractions, and on-going inventory problems. Healthy, functional teams are stronger and more resilient during a crisis. Yet many sales reps’ inadvertently hurt their teams in one or more of the following ways:

1. They become Boxer. Healthy disagreement and dissent are an important part of team culture. Sales reps who do their job as if “work harder” is going to improve their situation will, like the workhorse, stop contributing the fresh thinking needed to solve immediate problems. Leadership may recommend new strategies and tactics. Without critical discussion or dissent these “snowflake” directives may increase a sales rep’s stress and tendency to withdraw from the team.
2. They hoard. Nobody on a team benefits when one person with a great idea decides that hoarding it is better than sharing it.
3. They detach from the front lines. Under normal circumstances successful sales reps often work closely with branch managers, counter staff, warehouse teams and delivery drivers. These invaluable relationships help sales reps gain a clearer understanding of client needs, market conditions, and emerging opportunities. Ignoring front line friendships weakens the sales rep in terms of collegiality and optics.
4. They forget their “Why.” Purpose-driven employees are engaged, happier, and more productive. It’s easy to forget Purpose when you’re trying to convince your five year old daughter to do another ABC Mouse during your Zoom meetings. The “Why” devolves in to something along the lines of “get through the day, put out fires, cold call people who don’t want to talk to me, try and walk the dogs, repeat.” Nonetheless, sales reps without a purpose may make short terms decisions that fix a problem but are not in the long term interest of their team or organization.
5. They focus on weakness. When everything that made you feel confident and successful are gone some sales reps try to strengthen their weaknesses instead of strengthening their strengths. Teams succeed because of their compounded strengths rather than their better-than-average weaknesses.
6. They try to solve everything themselves. This is impossible. Customer needs have gone from simple to complex in a matter of months. The pace of change has accelerated past the point that one person can solve them on his or her own. It doesn’t matter how much expertise a sales rep has–there aren’t enough hours in the day to meet every customer’s unique needs. Deciding not to collaborate with their team hamstrings a sales reps’ ability to comprehensively serve his clients. Smart sales reps understand that collaboration with team members is the new selling expertise.
7. They become optimists. From 1965-1973 James Stockdale spent seven and a half years in a North Vietnamese prison. He was savagely tortured. He endured solitary confinement for FOUR YEARS. Think about that the next time you’re having a bad day. Stockdale’s ability to simultaneously accept the reality that he would likely die as a prisoner along with the belief that he would eventually be free is known as The Stockdale Paradox. Sales reps who allow either extreme hopelessness or extreme optimism to influence their outlook are unable to either function in the current, crappy reality or deal with possibility that it may never change. Successful teams that are comprised of stoic individuals will survive the crisis. .

A letter to a new Territory Manager: And one more thing . . .

“People rarely buy what the company thinks it’s selling.” I wish I’d said that. I hope you’ll consider the counterintuitive probability that each of your clients works with you for reasons that may not have much to do with the products that you sell.

You’re going to work with colleagues who believe that the/their/your job is about selling The 3 P’s: products, price, and programs. They’re not completely wrong. Those things are the end game but not the opening. Plus, there’s a more important “P” in your clients’ lives: “Progress.” Progress defined on their terms, not yours. The more precisely that you understand the reason that each of your clients voluntarily pull you in to their businesses the closer you get to understanding how they define value. The tricky part is that there’s not one answer. Your customers work with you for reasons that are singular to their goals. It might be the relationship they have with you, your organization’s customer service, the delivery, the IT support, training opportunities. It might be something as obvious as the proximity to a nearby branch. Once you know, however, you can customize your value proposition and use it to your advantage.

You may need to surrender a bit of selling bias. Sales reps are historically conditioned to view their clients from an organizational perspective rather than their clients’. As a new sales rep you’ll also have a trove of new resources at your disposal. Yet there will be days when it feels like your hard work is not improving your sales results. That’s frustrating. Don’t blame the clients when that happens. Don’t blame your organization. Most importantly, don’t convince yourself that there’s a “unicorn” resource out there that will solve all the problems. I’ve heard too many sales reps say “if I only had this then things would be different . . .” That type of thinking wastes your time and your organization’s money. When your clients resist your efforts please know that it has less to do with the quality of your products and more to do with whether or not your products propel your clients forward on their terms–not yours. You will have a stellar career. It will happen as soon as you understand the specific and various reasons that clients volunteer to give you their money.

Remember, you’re not selling products.. You’re selling Progress. Stay true to that ideal even when pitching boxes feels safe and secure. It only feels that way because you’re in the middle of the herd.

A letter to a new Territory Manager.

Dear ________________________________.

Congratulations on your decision to become a Territory Manager. It’s a great job and I know you’ll have a fantastic career. As the astronauts used to say, you’ve got “the right stuff.”

I’ve watched many talented people become sales reps. Most make it. A few flame out. Why? If you don’t mind, here are a few things I’ve noticed over the years that I think can help you avoid the pitfalls.

1. Sales reps who are unwilling or unable to collaborate or delegate burn out. I know that you hold yourself to a very high professional standard. Under pressure to produce, rookie sales reps try and do it all themselves. They put in long hours and assume too much work on their own. You’ve got to be willing and comfortable collaborating and delegating. You have a team that can help you amplify your efforts. Use them.
2. Sales reps who don’t ask for help or are afraid to look weak are their own worst enemy. Don’t hide your mistakes. Also, don’t speak too carefully. If you disagree with your managers then let them know.
3. Substance and form both matter. You may be an expert in your field but if you have a frantic, arrogant, or aloof demeanor it can hurt your career. Running around “with your hair on fire” is not the characteristic of an organized or promotable professional.
4. Spend as little time as possible fighting fires. Spend a lot more time thinking about why they’re happening in the first place. Sales reps who struggle focus their time on activities when they should be focusing on goals.
5. Don’t wait to address performance problems–they’ll only snowball. Get ahead of the problems before your quarterly review. Talk to your managers if you know you’re going to miss your numbers or not deliver on your promises. Nothing good happens when you put off tough conversations.

I hope these offer a little bit of guidance as you take the next step in your career. Please let me know how I can help.

Your friend, Matt

Forces of Progress

“People don’t buy products. They buy progress.” — Clayton Christensen

Business owners want their organizations to succeed on many levels. This includes, but is certainly not exclusive to, products. Additionally, significant shifts in consumer priorities are forcing owners to re-design many of their strategies. The growing interest among consumers in new brands, private labels, as well as a new definition of “value” are obvious examples. Undoubtedly these changes create challenging times for B2B salespeople who have traditionally anchored their value on the 3 P’s (products, programs, price). Attempting to preserve a product-based sales model until the tumult is finished, however, may prove to be an overly optimistic plan. Instead, sales professionals should shift their emphasis toward the progress their clients want to make in order to create broader value and new selling opportunities.

Contractors who intend to survive the crisis will need to push their businesses in new directions, hoping to progress safely and profitably. This is an opportunity for B2B sales professionals with the acumen and awareness to help make these course corrections. Contractors will gladly pull these resources and solutions in to their business in order to accomplish their goals. Sales reps who understand and empathize with their clients’ need for progress can leverage their organizational resources accordingly. This new approach will result in mass customization rather than one-size-fits-all selling. Shifting the emphasis from products to progress may also expose opportunities to sell new or niche products that help themselves and their clients make money.

Learning as much as possible about a clients’ definition of progress begins with an interview:

*What type of progress would a client like to make? How do they intend to measure their results? What are their key objectives and results? What market pressures or competitive moves would they like to respond to? What are their blindspots? Which new or niche markets can they move in to or create? How are they distinguishing themselves in their market? What specific “moves” have they made to appeal to new consumer needs?

Sales reps who allow anxiety and habit to interfere with progress (their. own or their clients’) will have a difficult time accomplishing their goals. The 3 P’s were effective when an expertise gap– between rep and client, client and customer–imbued them with authority while protecting them from radical change. The gap is nearly gone and the market controls the sales cycle. Instead of resisting this reality, sales reps who help help their clients’ business succeed on many levels create new selling opportunities and resilient value. Progress is the. new product.

We’re all dandelion kids now.

“From an evolutionary perspective, the developmental plasticity of the stress response systems, along with their structured, context-dependent effects, suggests that these systems may constitute conditional adaptations: evolved psychobiological mechanisms that monitor specific features of childhood environments as a basis for calibrating the development of stress response systems to adaptively match those environments.”

—Biological sensitivity to context 1. W. Boyce, B. Ellis; Developmental Journal of Psychology, Spring 2005.

I hated answering the phone in March. It’d ring. I’d stare at it. I knew what was coming. Another cancelled trip. Another hand-wringing apology. “We’ll get this back on line in the fall.” Clap clap fist bump whateverthehellthatis,

Hashtag #Ohshit

But we had to survive. We had to stop being orchids and start becoming dandelions.

We learned to grow through the bricks. Toughen up. Adapt. Get stronger. Grow because of the adversity, not because of the lack thereof.

It’s September 16. 7 months since a phone call made me sick to my stomach. That doesn’t happen much anymore. Not these days. Maybe you feel the same way. If so, then here’s to you and the dandelions.

VUCA demands a new type of salesperson.

VUCA: “Volatile, Uncertain, Complex, Ambiguous”  Source: Army War College Strategic Leadership Primer, 1st edition.

Considering the many adaptations that we have had to make in order to continue serving our clients (which in turn means adapting to their equally changing demands) it is important that we re-evaluate the characteristics and aptitudes that sales professional will need to acquire in order to create a competitive advantage in the current VUCA environment.

Like many, the HVAC industry is quickly assuming an hourglass shape in which highly specialized and highly profitable organizations are on top and commoditized low-profit businesses are at the bottom.  The complexity in both circumstances requires a non-transactional leader who is capable of leveraging organization resources and smart collaboration in order to secure more and better business.  They will  need to exemplify their organizational values at the highest level.  They will need to learn to collaborate–effectively working in teams that better meet the complexity of their clients’ needs.  Perhaps most importantly, sales leaders must be able to “think, act, and influence in ways that promote the stability of the organization.”

The Army War College Strategic Leadership Primer 3rd edition defines it as follows:

“On a holistic level, this interpretation of environmental scanning in a VUCA world ought to lead to the creation of a vision that is aligned with the best estimate of the future environment.  The organization’s vision represents an idealized representation of what the organization should strive to become.  The subsequently developed strategy, however, should explicitly align ends (objectives), ways (concepts and methods), and means (resources) to ensure that the organization’s resources are committed in a manner that allow the organization to succeed in its current and future environments–in short–to enact vision.  Strategic leaders must therefore ensure that they align the vision with their interpretation of the changing environment, and that the organization’s strategy is aligned with this vision.  Similarly, the structure, culture, personnel policies and technology also need to be aligned with the vision and strategy in order to achieve the vision and maintain competitive advantage.”

Notice the emphasis on alignment and resource allocation.  Sales people must understand that the complexity facing our clients has reached a point that individual–no matter how hard working–is capable of accommodating.

By now we all know that at some level our jobs have been immutably changed.  How significant this change will be remains to be seen but it’s greater than simply conducting meetings remotely.  The speed at which people and organizations have adapted in inspiring and encouraging.  This forced evolution casts a fresh light on topics that have not been scrutinized for a long time–including those of a durable sales professional.

Be well and stay safe.  Matt

Frosty Freeze Air Conditioning Goes ‘No Contact’

At Frosty Freeze Air Conditioning we believe that our customers’ safety and well being is our number one priority.  Therefore we have implemented the following best practices in order to ensure the highest level of protection.  Beginning immediately:

1.  Every member of our team will take a temperature reading before coming to work.  Thermometer readings will be updated daily and posted on our website in the “About Us” section.
2. Team members will be issued clean uniforms prior to shift.  Uniforms will have been disinfected with anti-bacterial fabric spray and are returned at the end of each day for additional cleaning.
3. Team members will be issues chlorhexidine gluconate soap and required to wash their hands according to AMA guidelines.
4. Tyvek protective suiting will be issued to all field team members who are required to wear them while on-site.
5. Industrial grade nitrite gloves will be worn during the entire service, maintenance, or installation process.
6. Our staff will wear N95 masks.  In order to prevent interference on the phone we have adopted AI voice assistants to meet our customer service needs.
7. Team members have been given Sani-Cloth germicidal wipes.  Field team members will be required to use these wipes and to provide homeowners with post-cleaning results using Control 3 test strips indicating that disinfectant rates are at surgical levels.
8. Cavicide surface disinfectants will be used to clean surfaces in our customers’ homes.
9. Field team members will use CIDEX OPA disinfectants on all equipment, controls, duct work, and in-home surfaces.
10. Field team members will utilize Lavex trash bins that are solely dedicated to containing all installation related debris.  Bins are fogged on a daily basis.
11. Thermostats will include disposable screen covers.
12. Field team members will be given sealed vegetarian meal kits, including disposable utensils.  These meal kits will be delivered via drone.
13. Following an installation or service appointment homeowners will be given the option to receive a complimentary disinfectant fogging procedure in their home.
14. Personal temperature readings will be taken at the end of every shift.  These readings will be updated on our web site.
15. Our team members will be administered COVID-19 health screenings on a monthly basis.  These screenings will be held as Facebook Live events.

 

Thank you, we look forward to earning your trust and business.

Eric McGrath: Driven Leadership.

I recorded this conversation last week after a couple of days of feeling really low.  Eric brought perspective and insights that were spot on.  Leadership, management, motivation, overcoming fear, and focusing on the things that actually matter.  The introduction is completely off script but it’s where my headspace was at the time.  Take care of yourself and your tribe.  Be safe.

In order to grow older we have to get younger.

I’ve spent hours and hours this week on Zoom, WebX, FaceTime, Skype.  I’ve also had to learn how to use Adobe, update my website, start a Facebook page, manage on-line payment applications, distribution lists, edit podcasts and video, build newsletters and host on-line chats.  Every one of these rogue waves has either exposed a blind spot in my ham handed strategy or reminded me of the blessed importance of good friends.

If we want our companies to grow older we are going to have to get younger.  More flexible.  More open minded and adaptable. Joyful to learn.  Happy to be alive and with the people I love more than anything in the world.

I’m excited about going backwards and I hope you are too.

Matt

“We make our own weather!” Leadership lessons from Elaine Damschen.

Elaine Damschen and her husband Todd own Mainstream Electric, Heating, Cooling & Plumbing in Spokane Valley, WA.  In this podcast Elaine shares her beliefs and best practices regarding leadership, networks, her influences, and ways that she stays positive during times like these.  I was again reminded that collaboration is the best strategy and that positive people sharing positive energy lift everyone up.

If you would like to learn more from Elaine her email address is elained@866411zapp.com.