As coaches, we aim to help our clients make the changes they seek. And yet they often fail to make, or maintain, the changes. There’s a reason: we approach change as a behavioral shift rather than a core transformation of the internal system. Change is a systems problem not a new behavior choice.
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Someone called recently to ask if I were a ‘sales thought leader’. I laughed. “It’s a trick question,” I replied.
The term ‘sales thought leader’ is an oxymoron. As the person who developed a sales-related model to facilitate the behind-the-scenes aspects of the buyer’s decision path that can’t be addressed by the sales model (Buying Facilitation®), I’ve sought partners to think outside the box with me. Before he died, David Sandler called to buy me out, saying he thought he’d gone outside the box but hadn’t realized how far ‘outside the box’ was until he read my then-latest book.
As professionals a big part of our jobs is to influence change. We assume we know the appropriate means to get where we want to be. Certainly we think we know the right questions to get the data we think we need.
The sales model focuses on needs assessment and solution placement.
If your team had some needs, would you bring in solutions without giving them a say in the solution choices? Why not? Probably because you need to understand their change criteria, need to ensure a solution fits with everything else in their daily operations, and need their buy-in – different activities from choosing the solution.
When I began talking about ‘helping buyers buy’, or ‘decision facilitation’ in 1988, people thought I was a bit eccentric, to say the least. “I help buyers buy too,” I used to hear. “I find out what they need, position my solution in a way they understand that it will resolve their pain, and give […]