"We are in a race between cooperation and catastrophe, and the threat is outrunning our response"
Why do organizations hire sales training? To help their sales pros be stellar? The underlying, hidden agenda is maximizing results. Many concur that most sales training programs, books, etc. fall short. I asked myself why? I then deliberated about the challenge amongst all the distinct agendas within organizations.
Operations is faced with meeting deadlines, goals, targets, with the resources that they are given. Always, always, ALWAYS with a critical eye on the bottom line geared towards profit, or making do with what finances they have to make it all work.
What about marketing? They’ve taken the time to develop the brand, deliver the message and, in their eyes, deliver ripe prospects that all the sales folk have to do is “close” the prospects that they have brought forward on a silver platter.
A credentialed expert you've hired says: “Well, no. One cannot survive on customers alone. You have to drive new business or attract new customers.” There are several charts and excel spreadsheets backing how quality improvements, operational excellence and process re-engineering will meet or exceed your goals.
Get everyone on the same page. You all have to respect, understand, where each area is coming from. What do you have to gain? Hmmm, let’s see … your jobs, your respect, your security, your pride for starters. Check your agenda, pride at the door. Start a true collaboration. Don’t ask the manager of this department or that supervisor to be the voice. Trust me, they will sugar coat it to save their own hides. Ask the folks in the trenches.
Why do organizations hire sales training? To help their sales pros be stellar? The underlying, hidden agenda is maximizing results. Many concur that most sales training programs, books, etc. fall short. I asked myself why? I then deliberated about the challenge amongst all the distinct agendas within organizations.
Pondering, I took a look at the CEO, along with his team at the C-Suite: challenged by meeting shareholders expectations. Those expectations typically fall on making a profit which translates into dividends or ROI (ROI=Return on Investment). That oftentimes equates to operating revenue.
Operations is faced with meeting deadlines, goals, targets, with the resources that they are given. Always, always, ALWAYS with a critical eye on the bottom line geared towards profit, or making do with what finances they have to make it all work.
What about marketing? There is a responsibility to convey brand and attract new customers who will buy today. They are tested to understand and anticipate the customer’s wants, needs, joined by what they expect to spend, their budget, their industry, their critical criteria.
Afterwards: What customers can sales deliver based on the C-suites promises, operations requirements on deliverables while meeting marketing’s brand?
Most organizations state that their best interest lies within meeting the customer’s expectation, having happy employees, and being stellar at what they do. Many are successful at what they do. Many more fall short on customer’s expectations, having happy employees, can provide an excellent marketing outline, human resources mandate .. while still failing to meet financial goals: increasing revenue.
Interestingly, this REAL example is typical of most organizations. Do you see what I see? They are all operating under silos within goals, trying to meet goals and agendas that are disconnected. I’m sure they all have convincing business plans.
Disconnection breeds ineffectiveness. How often have the sales team heard from the C-suite how important shareholder confidence is? (Translation: the organization’s ability to delivery on what returns on their investment that has been promised)? The closest communication typically is disgruntled operations complaints that sales has to sell more in order to justify the resources that they are asking from the C-Suite to meet the existing customers, never mind increased customers’ pressure.
Excusemoi, Sales says: While the C-Suite is promoting the organization to shareholders, we’ve memorized our value proposition, mission statement, and are out pounding the pavement! Before they’ve even have a chance to take a look at the leads that Marketing brings forward, we’re looking for new customers, filling in CRMs (Customer Relationship Management) systems, providing forecasts and Business Plans (in pretty power point presentations no less). Furthermore, half the time the leads Marketing brings us aren’t qualified and even a quarter of the time just tire kickers (price shoppers). THEN, when we do finally bring a new customer forward, unless it fits into a certain profile, operations is challenged to deliver. Ohmygod, if the customer happens to want a unique, customized application, service or product …. Operations response is “show me the money”. Sales expresses their concern that customers (which really could be them) are losing confidence in the organization’s ability to deliver on what they’ve promised.
If you’re selling widgets, the issues may be easier resolved. However, if you are trying to sell solutions or services, that becomes a different challenge altogether.
I’m exhausted already. All I have done is drawn all the silos in the organization. Ahhh, the bright observers say: it’s easy, all you have to do is collaborate and cross-section all the silos to a joint effort. Brilliant!
OK, fair enough. How DO you do that? Duh: Communication!
Wouldn’t it be easier if all silos within the organization came together to map out what needs to be done? Ultimately, it is to expand upon existing customers isn’t it?
The C-Suite folds its arms: That is what I have this operations, that marketing and this sales force to do!
Hhrrumph, says operations. I told the executive if I had this widget, software, budget, personnel I would have be able to deliver what sales “supposedly” tells me the customer wants.
Alas, marketing has their back up. I’ve done the research, compared amongst peers, created the brand, engaged an agency (or something), produced the best website (social media, campaigns, sales collateral, etc. etc.) and delivered this ROI and that statistic, don’t look at me.
The sales department, who happens to be the front line to the customer, hasn’t heard much of any of this until now and much later and usually once they've heard "OK, this is what we're going to do". Why? Yet, they are in front of the customer, translating most of this ever-changing message, asking for the business! Imagine that. Certainly, the turnover in the sales bullpen may not look good. Several sales pros have left because they are frustrated by looking like a fool in front of the customer. Seriously, we convinced them to give us a try and we can’t deliver on our most basic value proposition, never mind their customized requirements.
As the organization turns … who is really listening to each other? From this scenario, I imagine that everyone is concerned with saving their own bacon and facing their own challenges.
What results, and I have no crystal ball, is everyone starts to finger point. The higher up the chain you are the better it is for you to have someone to be “accountable” (aka blame). However, in this challenging economy we live with what tends to happen: everyone is looking for a fall guy.
Seriously, how more dysfunctional do I have to draw out for you? Sounds like a nightmare to me, and I’m the one writing this all down!
From the perspective of a sales professional, as a manager and after being on an executive management team, I’ve seen it from several angles. Sometimes each silo engages outside expertise, i.e. consultants, marketing agencies, web gurus, sales trainers … hungry sales reps who spill their guts on what your competitors are doing ….. still sounds like everyone is still working in circles and covering their butts!
As the economy becomes more of a challenge, less customers are simply walking in the door, and a serious marketing campaign just isn’t a role, you need traction …. What do you do?
Communication. Appreciation. Understanding. Collaboration.
MOSt Important of all: Desire to succeed!
If you are going to engage an expert from the outside, I’m going to suggest a communications expert with a round table. It may be amazing what you all come together with. You ALL have an important role to make the organization successful. If you truly understand what part you play, be humble, open your ears and eyes … you just may get there!
Until you all truly understand what it means to walk a mile in each other shoes, you will keep running around in circles.
The day soldiers stop bringing you their problems is the day you have stopped leading them."
~General Colin Powell
