One of the fascinating parts of my work is the interesting interchange that happens when Encino Financial comes on the scene and after evaluating how to improve sales – resistance from the sale chief occurs. They feel like there has been an attack on them or an unfair review of their work. Of course, neither is true.
It is so hard when you are working side by side in the trenches of your company and your fellow sales people are, over time, personally attached to the product or service they sell. It becomes an extension of them because they are out there (or on the phone) all day pitching the attributes and benefits. Getting an objective overview of what the problems and conditions for change can be difficult to see from that perspective.
But times, as we all know, are different. What was is not what is anymore. So, doing the same thing and expecting new and better results is the most common mistake. And those in charge of those sales hate hearing that – unless it’s their idea (ha!).
However, often what is needed is an outside perspective – we call it a “third perspective” – to find a new or adjusted way to make sale progress. Taking into account what your account executives perceives, watching how the potential client is reacting and then as a complete outsider, bringing in our experience of sales from a vast array of industries, we’re able to get sales teams back on track and go vertical again.
It’s not brain surgery or Charles Grodin’s “litmus configuration” from the hysterical “Midnight Run” film, but just a common sense approach – a third perspective – that allows us to make the proper adjustments that can help companies turn the corner. We look to work with the Sales Chief’s, not box them out. They will carry on whatever tools need to be implemented after our assessment, so feeling partnered up with our team will ensure success. And that’s what we all want.
It is so hard when you are working side by side in the trenches of your company and your fellow sales people are, over time, personally attached to the product or service they sell. It becomes an extension of them because they are out there (or on the phone) all day pitching the attributes and benefits. Getting an objective overview of what the problems and conditions for change can be difficult to see from that perspective.
But times, as we all know, are different. What was is not what is anymore. So, doing the same thing and expecting new and better results is the most common mistake. And those in charge of those sales hate hearing that – unless it’s their idea (ha!).
However, often what is needed is an outside perspective – we call it a “third perspective” – to find a new or adjusted way to make sale progress. Taking into account what your account executives perceives, watching how the potential client is reacting and then as a complete outsider, bringing in our experience of sales from a vast array of industries, we’re able to get sales teams back on track and go vertical again.
It’s not brain surgery or Charles Grodin’s “litmus configuration” from the hysterical “Midnight Run” film, but just a common sense approach – a third perspective – that allows us to make the proper adjustments that can help companies turn the corner. We look to work with the Sales Chief’s, not box them out. They will carry on whatever tools need to be implemented after our assessment, so feeling partnered up with our team will ensure success. And that’s what we all want.
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