FROM UNNATURAL TO SUCCESSFUL IN B2B ENTERPRISE SALES AND SELLING

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If you didn't know it you probably would have. Thought brian's out here trying to find people who are not naturally sales people but also are great sales. People and i didn't intend to do that. Not at all. I asked on linked in. Who is the best enterprise salesperson. You know the best b. two b. salesperson you know and what's turning out to be quite kinda surprising is that they're not what you would classically think is that good. Gary is life of the party. Sales person now is it. Surprising to me It surprising to me. In the sense that people are recommending people who don't come across that way and always frustrated me when i was in sales and then when i got into sales training and consulting was this perception of what people think. A sales person should be as a customer. We all want the advocate. We want the person helping us the person who matches our personality our pace our style of discovery learning evaluating things. Somebody's not pushing us. Somebody who knows about both the product. The market is inquisitive about us. Is that unusual to ask for those things. I guess that's what i'm looking for. A salesperson doesn't understand something or can't get it done but when that person does whatever it takes to get it done asks. Hey how do we do You know he concerned about anything. We miss something. Is there something you wanna talk more about. I love that. Don't you Do i want to be entertained. I want somebody who's enjoyable to talk with. I don't want somebody who's shaking out of nervousness or telling me stories one hundred miles an hour and i can't get them to shut up in. How's it any different than we sell. And the only exception to this. And i kind of worn reps about this is during the interview process Early in my career. I used to get the feedback from head hunters. Say in. that guy doesn't just doesn't come across as a sales rep and it was. Because i was trying to be the way i sell to my customers who tend to be more on the engineering side. More quiet slower paced but even executives. They don't want the glad-handing rep. They want somebody who really understands their business. Understand what they're up against that someone they can count on But in the interview process sales managers want that high energy killer mentality. And that's okay. Just be aware of it and this interview. It's another classic case where grew the guy grew up in a family of finance people Stumbled into sales like we all tend to do and then starts to see that control that they can have over their career. The control they can have over their income the meritocracy that's based off of performance. Where instead of politics instead of perception instead of pieces of paper on the wall the things that you know we hear about who wants to play that game that game. Just it's not fun. The performance game of sales. That's what's fun. And in in my courses i really don't teach style Because style and personality it's uniquely yours and you should leverage it. You know you can become better at certain parts. If you're not talkative you could become great questioning which gets the other person talking if you talk a little too much. You might wanna take a little breath. Take a little pause. Build in a little Checkpoint now and then maybe if you talk faster than your audience. And i knew this when i did start ups when you cover a third of the country. You're you're going from dallas one day to atlanta to manhattan To columbus ohio to chicago. You know all within a month very different personalities different styles and you have to kind of become a chameleon and that's okay but what we tend to think of is a stereotypical sales person and we try and live up to that. We put on our sales voice. That sounds like a sales voice. And i think we have to kind of find the style that fits us. That's authentic to our personality and effective with our clients. Take the pace the tonality The right amount of mix of rapport building questioning Back debating little. It's all good in the right proportions. The challenges we tend to think of it as one thing book will come out and say the others all wrong. The next book will come out and say that. That one's all wrong. What we have to do is find out what right what is right for us but on the other side of style strategy now strategy Matter about style so much strategy is really cause and effect. If i do this what is most likely going to happen. The problem is people. Don't ask that second christian the go okay. What do i have. I do these three things. Which one's best okay. Well let's think about what are the consequences of taking that and seeing which one two or three moves ahead is going to help us the most. He got to play chess. This is not a game of checkers. The simple sale the single transaction is checkers. Chess is the bbc sale. Many different decision makers large dollar amount several meetings small to large time gaps in between those conversations. Deal is most likely to die. Delay or be minimized so we have to come up with a strategy to prevent that not sit around spending all your time trying to repair it repair. It is really hard preventing not so hard it just takes. The hard part is doing it and a key.

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