Sally (not her real name) is a consultant for whom I have great respect. She's bright, educated, personable and most notably she is extremely competent. Her customers rave about her talent and the work that she performs. She charges a healthy rate for her services and her clients get their money's worth - no question.
When a current client of mine needed help in the area of Sally's exact expertise, I suggested that they talk to her and she was hired on the spot.
The following week she showed up for the engagement and delivered services that the client loved. At the end of phase one, Sally naturally wanted to broach the topic of additional work.
The engagement concluded. The moment of truth soon arrived when Sally offered the next logical service that she could provide. The client said, "We'll think about it and get back to you."
Sale lost? Maybe, maybe not but the pain of wondering where it stands was front and center in Sally's mind. Not only that, the clock continued to tick and Sally was left with the feeling that this could go either way. "What could I have done differently?" she asked.
Sally's story is not unique. How often have you been involved in an engagement, knowing that you could provide a lot of extra things for the client, if only you could find the right way to talk about it?
In order to deal with this struggle, let's outline a few realities that seem to get in the way of selling.
First, let's take a look at how we stereotypically perceive a salesperson. We:
-Think of "salespeople" as pushy, manipulative, and unethical.
-Avoid "sales training" because we are convinced we are not salespeople.
-Know a salesperson we are certain we don't want to be associated with.
-Sense that most sales people will make the sale and disappear, giving no customer service.
-Feel salespeople will say what they need to, to get the sale.
All of these things shape how we project ourselves in a sales situation.
Second, we all hate rejection. According to Tony Robbins, it's human nature to avoid pain and to seek pleasure. He ought to know because he's made millions selling that message to people looking for ways to avoid pain and seek pleasure.
Third, we hate the way salespeople sell to us, so let's make sure we don't do the same to our clients.
I believe that we need to change the context in which we think about sales. Here are a few suggestions.
Let's begin by considering a definition for selling that reflects a slightly different reality. When I think of selling, I think of it as:
"A dialog that creates the condition such that someone with appropriate authority is inspired to trade an asset (time, money or other) for something that they perceive as higher value."
You might want to read this again a couple of times to let it sink in a little. The "something" could be a product or a service.
Next, let's carefully consider the distinction between selling and delivering. If you accept the above definition of selling, then it is holistically distinct from delivering your product or service. While you are performing your duties as a consultant, it is certainly NOT your job function to inspire someone to trade an asset for what you are delivering (although, this may be an unintended consequence of your actions).
Since the part of selling has already been done, it is now your job to deliver the actions, tasks, outcomes and results that you were hired to do. However, when your delivery of actions, tasks, outcomes and results is approaching a conclusion, it would behoove you (AND your client) to think about inspiring them to consider your other services.
You owe it to your client and yourself to create this process intentionally, or not at all. If you are providing the value that your client deserves, then it is incumbent upon you to engage in selling as defined above.
As consultants we often wait until it's too late to re-engage our client. The manner in which we spring into action in our sales approach can cause confusion. We do this because of our own hesitations, reservations and stereotypes of the sales process and of salespeople.
Advice for and Sally.
Here is what can be done. Get clear on the new definition of a salesperson. Your job as a salesperson is to create a conversation that inspires. You can't do this by avoiding the conversation. You do this by asking questions and learning how to transition from delivering your expertise to selling your expertise.
The transition from expert implementer back to sales professional is relatively simple, yet extremely important. One way to accomplish this is to do the following:
Most of us are uncomfortable asking for the business. Therefore, practice this in the mirror or with a friend before you go live. Being comfortable with this transition will put you and your clients in a win-win relationship. The transition from expert implementer to expert salesperson doesn't have to be difficult.
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