An answers for those of you who have asked how this book differs from some of my other books, and then I’ll give you 3 more ‘secrets.’

This book is very very different from Sales on the Line, Selling with Integrity and Buying Facilitation™. While those books talk about the buying decision process as being separate from the sales process and introduce some new skills, none of my previous books delve into exactly, EXACTLY what happens behind the scenes. I have thoroughly explained

• how systems maintain dysfunction and don’t want to change – and what they need to do to unlock possibilities (and how you can help);
• how the behind-the-scenes political and relationship issues are a far bigger indicator of purchasing p0ssibilities than need;
• the 10 steps to a buying decision (any kind of decision for that matter), and how to help influence them as an Outsider;
• the three phases that all decisions go through.. proving that buying is NOT an emotional decision but very very rational (even if we don’t agree with their decision);
• the problems closing sales using Sales 2.0 and how to mitigate them;
• the new Buying Facilitation™ model (you might want to get the bundle from my site and buy this book as the companion to the new one - www.buyingfacilitation.com), how it differs from sales, and the new skills and tools to tack on to sales to help influence the buying decision;
• very details Case Study that shows the behind-the-scenes details of a purchasing decision, and how to move a buying decision from a 36 week close to a 12 week close – and be part of the Buying Decision Team.

Now: here are 3 more ‘dirty little secrets’ from my new book. Enjoy. And BUY IT TOMORROW!

11. Information doesn’t teach people how to make a buying decision. Learning details of our solution is the last thing buyers need.

Sales has focused on having the solution to meet the need. As a result, sellers spend time and effort honing the appropriate messages for their pitches, presentations, and marketing. But buyers don’t know what to do with the data that early on in their decision process because they haven’t managed their buying criteria yet.

Now we can help buyers discern all of their decision criteria and buying criteria. When it’s time to pitch or present, we can massage our message to fit with the buying criteria and values.

1. Sales focuses on solution placement and has no skill set to help buyers maneuver through their off-line, internal, behind-the-scenes planning and decision making that must take place before they can buy.

It is impossible for any change to happen (including a purchasing decision) unless a system has identified the elements that need to buy in to the change. Our current sales model has ignored this invisible challenge since its inception. Rather than realize that a piece was missing, it instead builds in assumptions that maintain its status quo, provides work-arounds to manage the fall-out of the onedimensional approach, and accepts low close ratios.

Now we know all of the elements involved in how buyers buy, and can help them manage both ends of their decision making and change management. We can close sales in half the time since we will be severely shortening the buying decision cycle.

6. Until buyers have managed their internal systems, they have limited ability to use the solution information you would like to give them.

We’ve never been taught all of the issues that need to be managed before a buying decision can happen. Our buyers haven’t known that either. As a result we have unwittingly focused on solving their problem, giving them vast amounts of data about our solution, and have not realized that buyers haven’t known what to do with that data until later on in their buying decision process.

Now we can help buyers discover their systems and change management issues, and help them figure out their buying criteria that will match the values of their system.

8. Helping buyers maneuver through their buy-in and systems issues require a different focus and a different skill set from the one sales offers.

The typical sales scenario overlooks the systems issues that must seek homeostasis. Focusing on our solutions, we’ve created the rejections, the objections, the long delays, and the ‘dumb’ decisions. Not to mention the abysmal closing ratio of under 10% (from first prospecting call).

Now we have the skills to enter the buying decision end of the equation without bias and as a decision facilitator. We can help the buyer focus first on finding all of the right people, discovering the historic precedents, changing the rules, and getting buy-in so they can all figure out what needs to happen to achieve excellence.

——

Did the book provoke you? Excite you? Anger you! Cool beans! Let the discussion begin!

sd

Listen to Sharon Drew Morgen speak on MaestroConference on Oct. 14 at 12P.M. PST

Check out my new book coming out October 15: Dirty Little Secrets: why buyers can’t buy and sellers can’t sell and what to do about it. Read two free chapters. Pre-purchase the book or buy the bundle.

Or consider purchasing the bundle: Dirty Little Secrets plus my last book Buying Facilitation™: the new way to sell that influences and expands decisions. These books were written to be read together, as they offer the full complement of concepts to help you learn and understand Buying Facilitation™ - the new skill set that gives you the ability to lead buyers through their buying decisions.

“Dirty Little Secrets” launches tomorrow: 3 more secrets unveiled is a post from: SharonDrewMorgen.com

• Get agreement from clients, colleagues and partners.
• Need to negotiate with departments of finance, CFOs and the IRS.
• Ensure you understand, and are understood by, all people you communicate with.

Failure to do any of these is costly, financially and personally.
You don’t make many errors with your numerical calculations, and yet your verbal communications end up fraught with misunderstanding, disagreements, assumptions and failed connection.

What is going on?

What’s going on is that the system of communication is very different from the system of numbers. Numbers are based on facts; communication is based on beliefs. Numbers can be proven right or wrong; communication is subjective. Numbers and their behaviors are predictable and static; you can’t know people, and their behaviors vary according to the situation.

Without good communication, your skill as a CPA is in question, much like a chef with no one to eat the food, or a clothing designer whose product doesn’t get purchased.

There are rules to communication. But they are different rules from the ones that govern numbers. Let’s take a look at how you can achieve buy-in from your communication partners by following a few simple rules:

1. Information doesn’t teach someone how to make a decision. Being right is very different from being in a relationship. Your numbers are right: how is the net take away being received? Acted upon? Do you know what should happen from your communication as opposed to what is happening? Have you stepped on a closely held belief that needs to be managed before the person can agree? You may be right, but until or unless the other person buys in to your suggestions, nothing will happen.What do you need to say differently to help the other person either agree or agree to collaborate in resolving an issue? What level of responsibility do you need to take to follow the person through the agreement process? What does this person need from you differently in order to have an easier time buying in?
2. The sender of the communication is responsible for ensuring understanding. If you are not getting the type of response you need from your communication partner, you must say it in a very different way.What does a successful outcome sound like? How will you know when you both have achieved a level of agreement? When you need to use different words to get your point across? When you need to change your point and choose a different outcome in order to compromise?
3. The meaning of the communication is the response it elicits. This is an old NeuroLinguistic Programming rule. Your communication partner didn’t hear it wrong. You said it wrong.How do you know when it’s time to reconfigure your speech pattern to ensure understanding and agreement from the other person?
4. You have a choice of being right or being in a relationship. It’s that simple.

The question now becomes: What are you willing to believe differently to ensure that your communication is a win-win; capable of being collaborative and flexible; and a joint outcome can be met?

What skills do you need to learn differently to help you manage a collaborative communication style that makes your numbers or financial plan accepted? How will you know the difference between being understood and not being understood – and when it’s time to communicate differently?

At the end of the day, no matter how right your numbers are, or brilliant your financial plan, if you can’t communicate to ensure buy-in, it doesn’t matter. Have the necessary flexibility to ensure buy-in, and your end results will be achieved.

Collaboration Management: Ensuring Necessary Buy-in From Communications Partners is a post from: SharonDrewMorgen.com

But you didn’t close the deal.

Later you heard lots of conflicting stories: they already had a preferred vendor, the CXO had a friend in one of the competing companies, their inside folks were going to handle it, they decided to do nothing, you were too expensive, the competition came in lower than cost just to get the deal….

How am I doing here? Did I miss any of the excuses as to why you didn’t close?

But do you know the Real Reason you didn’t close?

WHY DON’T YOU CLOSE ALL YOUR DEALS?

It wasn’t your product, or your presentation, or their need. Your prospect just didn’t know how to choose you. And – another devastating fact – they didn’t need all of the information you gave them in order to decide. Their decision had nothing much to do with your presentation. In fact, you might not even have needed to do one to get the business.

Now that we’ve got the bad news out of the way, let’s look at the good news: you can use your time in front of the prospect to help them decide to choose you – not in terms of either your product or their need, but through a decision making exercise that will help them make the decision to choose you over the competition. You’ll save yourself a heep of time and close the deal.

I was training one of the Big Five – oops. That’s now the Big, um, Three?? Whatever. The highly paid consultants that come from Harvard and wear expensive watches.

So I was training these senior partners – smart folks all, obviously – and was shown one of their presentations You’ve seen them; they are gorgeous. Big fat bound books of pictures and graphs, charts and projections that cost between $350,000 and $1,000,000. It takes teams of Senior Partners weeks and weeks of full time work to put them together, not to mention all of the human capital getting friends of friends of friends who know someone ‘inside’ to give them the ‘skinny’ on the ‘facts’ that would ‘focus’ the presentation properly.

‘How many of these do you close?’ I asked. They were embarrassed. Less than 20%. Several highly paid consultants were taken off of paid work in order to create million dollar presentations and they wasted over 80% of their time! And they kept doing this? Why? Because they didn’t know how to do it any other way. And the excuses they had for the prospect not closing were fabulous: John heard from Mary who had a cousin that worked there, that they were going with their old vendors because the new CEO used to work in that vendor’s company 3 years ago.

The basic belief they held, as do all sellers who use Presentations as a route to a closed sale, was that if they could prove to the buyer that they understood the Need, and could address it from every angle to ensure the value proposition was obviously cost effective, and could prove their worth as a prestigious company (Don’t all presentations include the yada yadas that explain the vendor company??), they would be the Chosen Ones.

Yes, with good data understood and presented, the buyer was obviously stupid if they didn’t buy. Right?

WHAT IS REALLY HAPPENING?

Here’s what happens. Let’s start with who is in the room.

Who are you presenting to? Always, in my history of working with my own clients around their presentations, always there is at least one person – sometimes more than one – who ‘shows up’ unexpectedly. And my clients never know the relationship this unknown person has to the recognized prospects.

It’s not about their job description or title, it’s about the weight this person’s voice has. If you don’t know one or two people in the room, you have no idea of the relevance of your presentation as you don’t know the filter this unknown person is seeing you through or how they influence the others. Are they in a different department and want to see what is possible for them when moving forward? Will they be moving in to the client’s department and working with you? Are they people with the PEN who sign the checks and give the final ok – and you weren’t aware of them? Are they consultants who help the buyer make decisions? Are they folks from a different department who use a different vendor that they like and want to challenge their colleagues to choose someone else?

And you have no idea of the political weight their opinions carry.

Next. Ask yourself these questions:

• How do you know that each person in the room needs the same information? Is your intent to throw it all at them – like throwing spaghetti on the wall – so something will stick?
• Are you presenting just to position yourself and your product and have no idea how the buyer will hear it? Or how they will weight different aspects of your presentation….in relation to the other vendors who come in with great presentations and good suits?
• How do you know that the prospect will take away what you want them to take away?
• What if only one small bit of your presentation is relevant, and you’re boring them all to tears for an extra 45 minutes?
• What if you have unwittingly omitted the specifics of the sort of buying decisions or unique implementation issues they face?
• What if they haven’t reached internal consensus on what they actually need in order to resolve their Identified Problem, or whether or not to use familiar vendors?
• What if they already made their decision and they are using your material to bring to their preferred vendor?
• What if they are clueless how to move forward and will use your presentation to get them on the road to a solution and have no idea at this moment what that would look like, what it would take, or how long it would take?

If you can’t answer those questions in a way that directly leads to buyers making buying decisions, you must ask yourself why you are doing a presentation.

INFORMATION DOESN’T TEACH PEOPLE HOW TO DECIDE

A client once returned a call days after my call in to him. It took so long because he had gotten an RFP from a big company who had always used a competitor before now, and his team was putting their heads together to figure out the best way to win the business.

“Why aren’t they using their old vendor this time?” I asked. My client had no idea.

Turned out that the prospect was actually planning on using their regular vendor, but needed a second bid! And my client would have wasted weeks of time.

For some reason, sales folks seem to believe that information will teach people how to decide. So you pitch, present, gather data, etc. But you still close an average of less than 10% of your prospects (from first call to close) and it takes about 50% longer than necessary. So all of your truly wonderful, informative, and professional presentations haven’t gotten you much more than frustrated.

If information doesn’t teach people how to decide, what does?

People decide when their criteria have been met. And until the full set of criteria are addressed, no decision to take action will happen. Remember how long it took you to decide to change your hairstyle? Or choose to replace your car? Or move? Or end a relationship? The time it takes to come up with your own answers, based on your own internal, unique, subconscious values and beliefs, is the length of the decision cycle. And until you know how your internal beliefs and choices will line up around a new answer, you will do nothing.

Note that as outsiders, sales folks will never understand the range of internal, unique criteria (outside of the factual problem that requires a solution) that people seek to meet when they make a decision. Would you make any personal purchase until you understood, and met, some sort of criteria? And, if you were a boss needing a solution, would you make a business decision without including the relevant members of the team and ensured their criteria were met? What if you all had different criteria? What if you as boss had one set of criteria that the team needed to buy-in to, and they hadn’t quite gotten there yet? How ready would you be to make a decision of they all weren’t on board?

The conventional sales model doesn’t manage the buyer’s internal, hidden, and unique criteria that hold their Identified Problem in place. After all, if there weren’t some sort of very powerful criteria – say longstanding relationship issues between teams, or incomplete initiatives, etc, the Identified Problem would either not be there, or would have been resolved before now.

Have you asked yourself what has stopped the buyer from resolving that problem until now? You’ll get some pretty interesting answers once you start asking that question – answers about historic failed initiatives, or beloved vendors who weren’t so quality-conscious but still loved by all, etc.

The point is, that behind each ‘problem’ that your product can resolve lie a long list of people, policies, initiatives, thoughts, feelings, history, relationships, that not only created the Identified Problem, but hold it in place. And giving them great product data doesn’t resolve the underlying systems/people/strategic issues that would need to be resolved before a decision can be taken to fix them.

HELP DECISIONS GET MADE AT THE PRESENTATION

You can use your time in front of clients in a far more significant way: you can actually lead them through their decision cycle – and then do a real-time, customized presentation that addresses their specific buying criteria (rather than offering your choice of data that may not be as relevant). So, first get them to decide how they will work together, how they will decide together, then how they will choose a vendor, and lastly the data they need presented to them before they decide.

Here is how it goes: start your presentations by asking the group what they’d like to get out of your time together. Once each of them has spoken, summarize what you’ve heard. It will not all be about fixing the Identified Problem. In fact, you will hear different ‘needs’ from each person in the room. One will want to hear how you’re different. One will want to hear how you price your product. One, a way to make sure you integrate your product with the current set up. Another will want you to prove to them that you can actually make a difference.

You first must get the group into agreement as to their end result:

• What will their environment look like once a product fix is introduced into their environment? Once the Identified Problem has been resolved?
• How will a vendor’s offering help manage the work-around that has been handling the issues that created the current need for resolution?
• How will the folks in the room work together with a vendor once they’ve chosen a vendor? And what criteria do they ALL want a vendor to meet?

In addition, note that some of the important underlying criteria will be missing because some of it can’t be discussed with a stranger, and some of it is subconscious.

Next, ask:

• How would you know that my offering could meet your needs?

Let them all come to an agreement as to how they would choose you. Do what you can to keep a conversation going until there is relative agreement in the room.

Your criteria here is to get them to reach some sort of mutual agreement as to how they want to move forward – with a vendor, with a solution, and, specifically, from their meeting with you (beyond just your product and services). And talk about their outcomes for a fix. If they are not all on the same page, they won’t be able to hear or discuss the information you do end up presenting. I have actually walked out of meetings without presenting anything until the prospects made collaborative decisions, and then I was hired without even doing a presentation just because of the strength of my opening questions.

Now it is time to actually present, and your presentation must conform with the needs they had specified. This means that your presentation materials must have one piece of data on each overhead – a clear representation of one element of your product or service. You will then present only the specific overheads that match the room’s criteria. In other words, your presentation will be customized for each situation and client-driven, not based on what you want to present.

As always, the question is: do you want to sell? Or have someone buy? When it comes to presentations, you have focused on what you want to sell. I’m suggesting that by using half of your time to help your prospects decide how to buy together, your presentation – and your sale – has a greater chance for success.

Presentations: How To Compete When In Front Of A Prospect is a post from: SharonDrewMorgen.com

Until now, our communication rules have assumed that when we kindly or persuasively offer others good information that could solve problems and achieve successful results, or coach them toward making a much-needed change, or even just pitch a product they sorely need, we can expect a positive reception. Obviously, if our communication partner (called Partner in this article) has a problem and we’ve got the true solution – and we do! We do! – they should take our advice. But they don’t.

We watch our Partners nod their heads in agreement with our clever suggestions, and promise to do something different, but then quickly return to their old less-successful behaviors.

DISCOVERING THE PROBLEM VS. SUPPLYING THE SOLUTION
When we offer our Partners seemingly obvious solutions and expect them to change, we are failing to take into account their need to make comprehensive systems decisions first. Indeed, our Partners need to recognize and manage all aspects of their presenting problem before they can make sense of our suggestions. But it’s not so easy as we think.

Let me make up a silly analogy using an iceberg: we all see the tip; but if an iceberg engineer (I’m obviously making this up) needs to move the iceberg, he can’t until/unless he understands its size, shape, weight, as well as weather conditions, sea conditions, and its course of travel. Until the whole iceberg is measured and a new location is found, the tip ain’t movin’.

There is so much more to influencing choices than we initially recognize.

Of course, our Partner’s presenting problem seems obvious to us, especially when we’ve been in business a while and have seen it all so often. But the full ramifications of the problem – all of the elements that it contains, all of the legs it has to-and-from the rest of the Partner’s environment, all of the beliefs and constructs that maintain the problem – are quite hidden.

And until or unless the client understands and resolves all of the elements that created and maintains the problem, she won’t know how to make a change. She might act differently for a bit when she intellectually understands the reasons to adopt new behaviors. But if the complete set of issues aren’t understood, managed, and accounted for, permanent change will not occur.

INFORMATION DOESN’T HELP PEOPLE CHANGE
Too often, sellers of change focus their drive toward change around rational, proven facts, generally accepted knowledge, or unique data – all of which I am labeling ‘information’. While information is necessary, and will be useful at some point later in the decision cycle, there is no way early on for people to know what to do with it. It’s akin to explaining to the iceberg engineer all of the dynamics of the moving crane before he’s sized up the components of the iceberg, the weather, or the sea.

It’s difficult to understand that accurate information is not enough to warrant change: people just end up resisting.

This problem shows up when buyers take too long to purchase. Or when people don’t heed our advice and continue on doing the same-old, same-old, complaining fervently of an unresolved problem. It seems curious for us to see their problem so clearly, and have a viable solution, and then be ignored, while the Partners continue to muddle along with the same problems.

But a note of caution: it’s not our job to understand or fix our Partner’s problems although we’d sure like to. It’s not our job to know what our Partner needs. The Partner must effectively manage all of the elements within their existent system before change can occur. Once they do this, as part of a facilitation process of painstaking discovery you can lead them through, they can develop all the necessary criteria for designing a unique solution; as support folk, we then just supply it. So much easier than us trying to create a solution based on a small segment of data.

I recently got a call from a young woman in a large recruitment company. She wanted to know how I would train 3000 people.
“What criteria are you using to know if they’ve been successfully trained?”
“We just want a training program. We’re talking with several different groups, and want to know what you can do for us.”
“But all programs don’t offer the same things, and your sales staff would learn different skills from each program.”
“Well, we want you to tell us what’s different about yours so we know and we can compare.”
“But what are you comparing if you don’t know your criteria?”

I then used Facilitative Questions to help her determine her success criteria. Here’s what she came up with:

1. differentiation from the competition;
2. loyalty and trust created from each interaction;
3. a ‘true’ consultative approach in which the seller helps the buyer understand and solve her own business problems;
4. consistent skills among all sales staff;
5. creation of value through each interaction.

Once we discovered the criteria, it became clear that Buying Facilitation would work for her. But until then, she wouldn’t have known how to discern one program from another since ‘sales training’ meant something unique to her that I had no of understanding without making guesses.

SYSTEMS
Let’s digress here to underscore the importance of ‘systems’, which are the elements of the Partner’s company that must be managed before change can take place.

People and groups of people possess unique, internal elements, or ‘systems’: they operate through certain beliefs; hold religious or personal or company values; collaborate with others (family, partners, vendors, colleagues) with whom they have another set of beliefs and values; work/live with rules, politics, and norms; have hopes and dreams, fears and regrets. In business there are often vendor or multinational relationships that alter the fact pattern. Indeed, all of us have very unique mind-sets, compounded when there are several people within the system, such as families or business colleagues. And these elements – which I’m labeling ‘systems’ – cause and create the Partner’s landscape.

People/teams are generally unaware that their problems are a direct result of the mix of these very idiosyncratic systems issues. It’s the system itself, in the precise way it exists, that has created the problem situation.  Indeed, whatever is going on actually looks and feels ‘normal’ cuz that’s the way it’s always been. It’s only when a significant problem crops up that people look beyond the conscious-comfortable status quo.

As outsiders, there is no way we can address, manage, or alter those unique internal issues. We just see the results of the decisions made: there is no appropriate training program in place; the person is overweight and facing serious illness; the employee comes in late every day; 20 people are working from a server that handles 5 people.

A solution looks obvious to us; even when a needs-analysis is done it often looks like our solution would solve the problem (see newsletter #51 – Needs Analysis: who is it for?). But no matter how smart we are as outsiders, no matter how much we can see, no matter how right we are, we are still only seeing the tip of the iceberg.

THE TWO STAGES OF DECISION MAKING
Let’s start with one of my basic premises:

Information does not teach people how to make a new decision.

Since most of us use information transfer as a way to instigate change, let me offer you my rationale for the above statement: unless our Partners address and manage their internal systems issues before seeking a solution, they face the prospect of upsetting any elements that hold the status quo together. In fact, there might be chaos if change is not managed appropriately.

In our iceberg analogy, that means until the engineer understands what he’s got to move where, understands the depth and mass of the ice, and understands the water factors, he faces possible destruction of the iceberg if he tries to move it with only knowledge of the tip.

So there is an up-front set of decisions that need to get made in order to consider doing something new, and a secondary set of decisions to determine an appropriate solution.

In the first stage of decisioning – the choice to make a new decision by managing all internal variables – there are three distinct, sequential phases that all people and teams go through and which must be resolved (consciously or unconsciously) before a final decision can be made. In fact, each of these phases are carried out (consciously or not) in every decision made, whether it’s a simple or a complex decision, or a decision made by an individual, a group, a family, or a company.

1. What’s missing and how did it get missing;
2. How can we fix that with familiar resources;
3. What are the full range of internal variables that need to be recognized and addressed before a new solution can actually be embraced.

1. Where are we? What’s missing? – Recognizing, understanding, and managing the complex issues.

Our Partners must be able to examine the full extent of the elements of the problem and acutely recognize (I mean deeply understand) what’s missing that is creating the problem at hand. Does this sound simple?

How many of us, given all the time in the world to sit down and think, can actually recognize all the elements in play that have gotten us where we are, not to mention what might be missing from our potentially comfortable status quo?

Think of something about yourself that you don’t particularly like: your penchant for procrastinating? Your push to work harder rather than take time with your family? The way you speak to people sometimes or your inability to really listen if you’re distracted? Your forgetfulness?

We all have annoying habits or behaviors that we either try to hide, or wish we could fix. And even when we’ve tried to fix them, they don’t stay fixed. Why? It’s actually difficult from an up-close-and-personal standpoint to fully recognize, understand, or pinpoint all of the elements that have generated and maintained this quirk. It all just ‘is’, and has grown into comfort.

If seeing ourselves clearly is that difficult for us, how can we expect others to have an easier time?

Following this thinking, the main idea here is that only your communication partner – your client, your prospect, your employee – can know the full range of elements she is willing to address, not you. It is faulty for us to think it’s our job to understand (so we can offer our solution?). Our jobs are to help our Partner understand by asking the facilitative questions that will direct them to their own solutions.

2. Fix problems with known resources – Seeking to fix what is already there, or find familiar vendors/sources of change management.

The next piece of the puzzle is that systems try to self-correct. Even when it’s painfully obvious that there is a problem that needs to be solved, the first place that people or teams go to fix it is internal: they end up going back to those same systems that created the problem, hoping for a different outcome.

Of course that’s insanity, but until they at least make the effort, they won’t consider a solution outside of their comfort zone. Our training doesn’t work? Let’s tweak it. I’m overweight? All I have to do is stop eating ice cream every day, and I’ll start today – uh, tomorrow.

One of the problems we have as change agents is that we actually believe people or clients want us to help them change at the moment they come to us to fix their problem. They are only attempting to get ideas to use so they can fix their own problem.

3. Manage all internal variables so no chaos will occur through change – pinpointing the actual ideas/people/initiatives/decisions that would need to buy-in to any changes.

It’s only when people truly understand that they’ll need a solution that’s unfamiliar – possibly uncomfortable, unfamiliar, uncontrollable – that they sit down to truly make sense of all of the issues they need to manage in order to make a change that won’t wreak havoc on their status quo.

Until or unless all of the internal criteria that created and maintain the problem are recognized, and a route is designed in which they can manage an efficient change progression throughout their system, people won’t change. That means having the prospect address relationship, financial, people, historic, branding, belief, and (especially) political issues – whatever they see as elements within the larger system that maintain the current fact pattern. Let me say again, that as an outsider you will never fully understand what is going on. Your job is to support your partners through their own discovery and solution creation.

NEW JOB
The jobs of sellers, coaches and supervisors must now shift to include a decision support model on the front end. The Buying/Decision Facilitation Method is a method that leads people through the components of their decisions so they can recognize the systems elements they need to address and resolve. Our roles are to be neutral navigators who chart the course of discovery.

This will bring the following results:

1. what needs to get changed will be recognized and acknowledged quickly.
2. decisions get made with all elements included and our Partner knows she has all answers for her solution;
3. all decision partners are brought into the problem/solution within a few hours/days of the initial phases of discovery. In that way they create their own solution and have no resistance;
4. the seller/coach/supervisor is seen as a true advisor, and any competition is dispensed with.
5. the relationship between Partner and change agent becomes loyal;
6. pitching and presenting is minimized, as the solution comes from the Partner and the seller/coach just supplies it.

We’ve been trained to have answers, to uncover ‘pain’. But we can share the job with our Partners: they have the detail; we have the overview. Between us, we’ve got the whole picture.

Help your Partner change and have a full set of resources. Be the navigator that supports them. Don’t have the answers, have the questions. Trust your partners to do their own changing. Your job is to serve, and supply the appropriate solution when they discover how to manage their own change.

Influencing Change – A Guide For Sellers, Coaches, And Supervisors is a post from: SharonDrewMorgen.com