As long as customer #relationships and driving conversations is at the heart of prospecting efforts, and we gravitate toward responses and high propensity leads, we are headed in the right direction.
We can control quality, quantity and consistency of prospecting efforts. Reaching out to an optimum number of influencers (and their influencers) with a quality message (giving the optimum response rate) and executing this process over time consistently will give you the maximum #success rate for landing meetings.
Everyone has their own prospecting philosophies. High touch can work well to enhance the chances of getting a first meeting. However, if we absolutely must connect with a specific person, researching them and personalizing the message to them is best (along with attempting connection to their influencers – swarm the BDM!)
Interested in your thoughts on #sales prospecting!
People have earned the right to be in the role they are in; it’s not up to a leader to force them to change their way of doing things. The experience a leader brings can help people see around corners (this is one of Annette Brackin, MBA‘s fundamentals!).
In the process leading up to a new role, we enter into a contract: the company agrees to provide training, support and resources required. We commit to be the person we pledged to be on interview day.
A first, sometimes overlooked element is refresh and recharge – try to take some time off between roles so you can bring your best self.
Immerse in the role – understand the other players and the processes. What are the superpowers of those you work with? What value can you immediately bring to others? How can you leverage what you’re good at to invest in #relationships?
Even if you don’t understand the language yet, take a lot of notes – eventually, they will make more sense and this will aid you as you work to understand statuses and milestones.
Job shadowing can reveal best practices and understanding of the day-to-day rhythm as you establish your process.
Understand all parameters and resources in play, evolve your 30-60-90 and establish a strong foundation to give yourself the best start in a new role.
In smaller organizations, you often have more autonomy – which is exciting for some, but the lack of process or resources may frustrate them. You may be able to operate very quickly but need to be comfortable with the pace and leading the charge.
Larger companies often have more rules, processes and resources, so it’s important to understand how to effectively leverage but also navigate all of these variables. #Influence is key. Know the people who need to be in the boat with you and rely on the benefits of working in the larger organization.
Having a logo can help you get into doors with potential clients, but if you bring value, research, relationships and intel you can break in anywhere.
What key differences would you highlight as pros and cons in working in large vs. small organizations?
Driving enough #pipeline to ensure translation to results is important, but we also have to improve our batting average. We cannot “lose the deal” before we ever get started.
Our processes – too often – are aligned to how #salespeople want to sell rather than how #customers want to buy. What are their objectives? What is their pain? Are we actually aligned?
Brandon outlines his 5 P’s: The Pain, Purpose, People, Preferences, Process – these are the critical customer perspectives we must understand to build a foundation to a relationship or deal.
Numbers and results (or lack thereof) help us diagnose where we need to adjust process. If we control the controllables in the relationship and deals, built on trust, transparency, and mutual accountability, we enhance our probability of #success.
I take a lot of inspiration from the Chris Nolan Batman films; we often have to embrace fear, uncertainty and discomfort to be the instrument that drives the right outcome.
Currently, I’m reading “Dare to Lead” by Brené Brown which has been quite helpful in embracing the adversity as Jeff outlines here.
The Catch-22 is that we cannot put together meaningful relationships and deals without all of the right stakeholders. Challenging conversations will happen. Effectively articulate your desire to help them win.
One of the most significant deals I ever got done was the result of going around an executive who refused to talk to me, getting the buy-in from the Board who brought in the CEO and others. It was uncomfortable, but I made clear with everything I did that I wanted them to win.
“Run headfirst into the adversity.” Some of our best relationships have had plenty of anguish. Be respectful, build trust, be transparent and be humble and you’ve controlled all you can.
A “mentor” is defined as an experienced and trusted adviser. This can take so many forms, so be open to where this relationship can evolve.
They can provide a constructive playbook, helping choreograph our moves across core components of our roles. They can also guide us through challenging experiences based on their own wisdom.
As Charlie said, “sometimes you have to fly on your own” – mentors create eagles, prepared to soar solo.
Mentorship can be very intentional – with a request or recommendation, a cadence and framework. It can also be inadvertent, as we lean on trusted advisers when we need their counsel for specific scenarios.
You get a limited number of career summits, but the reward can be amplified greatly if you form meaningful mentorship relationships – to grow through learning or to teach.
Experience-based questions that focus on how people handled situations they will face in the new role are imperative to gauge the potential for success.
Actual #experience in the same industry or role is helpful, but personality and attitude, how people have persevered in the face of adversity, what they have done to learn and grow and results – wins, losses and learnings – are the tale of the tape.
Questions, preparation and ability to follow up and manage milestones are critical components for the successful candidate or seller.
Look for the candidates who come prepared, do their research, ask good questions and understand the parameters and the playing field as best as they can.
Any #hiring decision comes with a degree of risk; you reduce risk by taking into consideration all of these important aforementioned variables.
In a more often virtual or hybrid setting, geographical boundaries need to be revisited and we can cast a much wider net to find the right candidates.