Sales as a Spiritual Practice
With untold millions of sales professionals in the world, we play a role in any economy. While our jobs are nominally to place solutions, we are uniquely positioned to make a difference: as the intermediary between clients and providers, we can make sales a spiritual practice and become true facilitators and Servant Leaders (and close more sales).
The current sales model is a time-waster, restricts success, and is horribly inefficient – possibly even unnecessary. We close 5% of our sales and waste 95% of our time (approximately 130 hours a month per seller); our product data is well-represented online so pitches may be irrelevant; we connect with only those who are ready to buy, and ignore the possibility of enabling those who face internal change issues before being ready.
Indeed, the time we spend pushing solutions rather than helping buyers facilitate their change process is misplaced, mistimed, and misguided, leading to the win-lose quality of sales: sales becomes a product/solution push into a closed, resistive, private system, rather than an expansive, collaborative experience between seller and buyer. And we end up seeking and closing only the low hanging fruit – those ready to buy at the point of contact – unwittingly ignoring others who aren’t ready even though they may need our solutions, or just need to get their ducks in a row before they’re prepared to make a decision.
Imagine having a product-needs discussion about moving an iceberg and discussing only the tip. That’s sales; it doesn’t facilitate the entire range of hidden, unique change issues buyers must consider – having nothing to do with our solutions – before they could buy anything. We enter later than we need to in both sales and marketing. Failure is built in.
IS SELLING PREDATORY?
Sellers aspire to niceness and relationship; yet their restricted focus on placing solutions all but insures that kindness, respect, and true facilitation are unwittingly overlooked. A major factor is our one-sided communication:
- Prospecting/cold calling – driven by sellers to gather needs/information and offer solution details (all biased by the need to place solutions). It ignores the full enigmatic fact pattern of the buyer’s environment and change issues and touches only buyers seeking THAT solution at THAT time at THAT period of readiness, omitting those who could buy if ready or knew how to include the solution congruently into their current plans.
- Content marketing – driven by the seller to push the ‘right’ data into the ‘right’ hands at the ‘right’ time according to their biased interpretations of ‘right’, but really only a push into the unknown and a hope for action. Wholly seller-centric.
- Deals, cold-call pushes, negotiation, objection-handling, closing techniques, getting to ‘the’ decision maker, price-reductions – all assuming buyers would buy if they understood their need/the solution/their problem.
- Real communication involves both Sender and Receiver being equally served; sellers can expand their communication to help buyers traverse their private change management issues, thereby facilitating Buyer Readiness AND closing more sales. Win-win.
I’ve been a seller, trainer, consultant, and sales coach since the 1970s and have personally worked with dozens of global corporations and untold thousands of sellers. I see sales as a near-predatory job: sellers spend their time seeking and following, pitching and positioning, networking and calling to find those few set up to buy something, and ignoring a large population of potential buyers who merely aren’t ready.
The model is fraught with guesswork and hope, manipulation and persuasion, white lies and exaggerations – not to mention highly ineffective when the time spent vs sales closed ratio is examined. Not only are we wasting time pushing/chasing folks we’ve deemed prospects (A real prospect is one who WILL buy, not someone who SHOULD buy; the current sales model doesn’t know the difference.), but the global nature of staffing patterns and decision makers in our client’s environments causes closing to take 30% longer. And the very nature of the web makes most pitches and presentations moot. In fact, buyers often know more than sellers.
Sales unwittingly ignores the real problem: it’s in the buying, not the selling. The sales model’s focus on our products (terrific as they are) keeps us from using our positions as knowledge experts and Leaders to facilitate buyers down their own path to excellence.
SALES IS SHORT-SIGHTED
Indeed, the job of ‘sales’ as merely a solution-placement vehicle is short-sighted.
- Buyers can find our products online. They don’t need us chasing them.
- Our solution isn’t the problem – it’s the buyer’s behind-the-scenes timing and change management process that gums up the works.
- 80% of prospects will buy our solutions (but not necessarily from us) within two years of our connection.
- The lion’s share of the buying decision (9 out of the 13 step decision path) involves buyers traversing internal change with no thoughts of buying anything until there’s consensus.
But we can truly serve clients AND close more sales, by adding a Change Facilitation capability that expands our entry points into the buy cycle, makes the buying decision process much more efficient and makes sales a spiritual practice. Here’s my definition of ‘spiritual’:
- the whole is greater than the parts;
- we’re all here to serve each other;
- no one has an answer for someone else.
Different from sales, which
- purpose to be win/win but often is ‘win-lose’,
- believes the parts might be greater than the whole,
- causes buyers to feel pushed with content and contacts,
- considers their solution the ‘right’ answer,
- only addresses the tail end of a larger (and unknowable to outsiders) system of rules, internal politics, relationships, and status quo.
Aspiring to a win-win
Win-win means both sides get what they need in equal measure. Sellers believe that placing product or resolving a problem offers an automatic win-win but that’s not wholly accurate.
Buying isn’t as simple as choosing a solution; buyers first must resolve the entire system that created and maintains their problem (problems never occur uniquely). The very last thing they want is to buy anything, regardless of their apparent need. As outsiders we can’t know the tangles of people and policies that hold the problem/need in place. The time it takes them to design a congruent solution that includes buy-in and change management is the length of their sales cycle.
If we enter first as Change Facilitators and help buyers efficiently traverse their internal struggles (that we can never be a part of per se), we can help them get to the ‘need/purchase’ decision more quickly and be part of the solution – win-win. Note: buyers need to congruently manage their change issues anyway. They will do this with us or without us, so it might as well be with us. Currently we’re not involved because this occurs before they recognize a need, or haven’t gotten consensus, or completed their change work yet.
We’re wasting a valuable opportunity to share this process with them by only wanting to sell – and then competitively chasing after those who show up after they’ve completed their internal work without us. As sellers we wait (and call and strategize and send) until they complete this anyway. If we enter earlier, work with them as Change Facilitators (with wholly different skills and goals) to help them facilitate their change, we can spend our time capturing and serving more real prospects, and spend less time seeking out the low hanging fruit. We can use our time more profitably to develop real buyers, rather than fighting to find those who are ready. Let’s shift gears and enter earlier with a different hat on.
Believe it or not it becomes a very efficient process and great time saver: no more chasing those who will never close; no more turning off those who will eventually seek our solution; no more gathering incomplete data from one person with partial answers. We can enable those who can/should buy to buy in half the time and sell more product – and very quickly know the difference between them and those who can never buy. Win-win. [All the change issues buyers must address are in my book Dirty Little Secrets].
The whole is greater than the sum of its parts
There are several pieces to the puzzle here.
- The buyer and the system the buyer lives in, including people, policies, job titles, egos, relationships, politics, layers of management, rules, etc. that no one on the outside will ever understand and are focused on excellence, not on buying anything. It’s never as simple as just changing out the problem for a new product; their focus is to have the best situation possible and will buy a solution only when they’re certain they can’t fix their own problem with known resources.
- Resolving the problem needs full internal buy-in from the system before being willing to change (i.e. buy) regardless of the efficacy of the fix. A purchase is not necessarily their best solution even if it looks like a fit to a seller.
- The ability of the buyer to manage the disruption that a new purchase would incur on the system, people, and policies. A fix, or purchase, might be worse than the problem.
- The seller and the seller’s product may/may not fit in the buyer’s environment due to idiosyncratic, political, or rules-based issues, regardless of the need.
- The purchase and implementation and follow up that includes buy-in from all who will experience a potentially disruptive change if a new solution enters and shifts their job routines.
- The sum of these parts is the whole; seller and buyer can work together to facilitate systemic change first. Surprisingly, this is a very quick process, uncovering real prospects almost immediately. Win-win for all.
We are all here to serve each other
Sellers understand enough about the systems in our areas of expertise to help buyers traverse their change route that could lead to a sale. With an entry point of systems excellence rather than solution placement, buyers immediately recognize the benefits from a collaboration and are happy to invite sellers onto their decision team and not seek other competitors. Win-win.
“How are you currently adding banking resources to the bank you’re currently using for those times you seek additional support?”
With no disrespect, no push, no information gathering or asking for an appointment, the Facilitative Question merely pointed them to the problem they might have to resolve over time. The results were astounding: against 100 prospecting calls and a control group: 10% appointments vs 27%; 2 closes in 11 months vs 19 closes in 3 months; we facilitated discovery immediately and served. And we expanded the universe of buyers by repositioning the parameters of purchase and only visited those who could close.
There is no right answer
Sellers often believe that buyers are idiots for not making speedy decisions, or for not buying an ‘obvious’ solution. But sales offers no skills or motive to enter earlier where buyers are not at the point of even knowing if – let alone what – they might buy. We must expand the definition of a buying decision (a term I defined in 1985) to include
the route down the 13-step path from the status quo through to congruent change. Includes the people, policies, relationships, and history – the systems issues that insure Systems Congruence – that maintain the status quo and must be addressed before they consider buying anything.
Once buyers figure out their congruent route to change, they won’t have objections, will close themselves, and there’s no competition: buyers are the ones with the ‘right answer’; sellers facilitate change management first and then sell once everything is in place. No call backs and follow up and ignored calls. Win-win.
No one has anyone else’s answer
By adding decision facilitation, everyone focuses on uncovering the right questions. Collaborative decisions get made that will serve everyone.
Let’s change the focus: instead relegating sales to a product/solution placement device, let’s add the job of facilitation to lead buyers through to their own type of ‘excellence’ through the mire only they can understand; let’s Lead using our industry knowledge. Then buyers make better, quicker, more congruent decisions – with more/quicker sales, less tire-kickers, better differentiation, and no competition, and sales close in half the time.
THE NEW WAY
As a seller and an entrepreneur (I founded a tech company in London, Hamburg, and Stuttgart in 1983), I realized that sales ignored the buying decision problem and developed Buying Facilitation® to add to sales as a generic change management tool. Buyers get to their answers eventually; the time this takes is the length of the sales cycle. Once I developed this model and made their process far more efficient, we had an 8x increase in sales – a number consistently reproduced against control groups with my global training clients over the following decades.
With Buying Facilitation® we can add a new capability and level of expertise and be a part of the decision process from the first call. Make money and make nice.
We no longer need to lose prospects because they’re not ready, or cognizant of their need. We can become intermediaries between our clients and our companies; use our positions to efficiently help buyers manage their internal change congruently, without manipulation; use our time to serve those who WILL buy – and know this on the first contact – and stop wasting time on those who will never buy. Let’s stop merely trying to place our solutions, and use our knowledge and care to serve our buyers and our companies in a win-win. Let’s make sales a spiritual practice.
Sharon Drew Morgen is the visionary behind Buying Facilitation® – a change management model that includes learning how to Listen for Systems, formulating Facilitative Questions, and understanding the steps of systemic change. For those of you wishing to learn more, take a look at the program syllabus. Please visit www.dirtylittlesecrets.com and read the two free chapters. Consider reading it with the companion ebook Buying Facilitation®
Sharon Drew is the author of the NYTimes Business Bestseller Selling With Integrity, as well as 6 other books on helping buyers buy. She is also the author of the Amazon bestseller What? Did you really say what I think I heard? Sharon Drew keynotes, trains and coaches sales teams to help them unlock situations that are stalled, and teaches teams how to present and prospect by facilitating the complete buying decision process. She delivers keynotes at annual sales conferences globally. Sharon Drew can be reached at sharondrew@sharondrewmorgen.