Calling at the “C” Level
Nearly every sales effectiveness course I know of encourages salespeople to call at the “C” or executive level. I think it’s time for a fresh concept!
Sales seems to be one of those functional areas that is most resistant to change. Concepts taught 30, even 40 or 50 years ago, are still advanced by sales trainers as a “best practices.” And of all areas in the firm, sales is often the most resistant to embracing technology. Odd isn’t it? Although there may be some good reasons. First, every training class they go to still teaches the same old theories. Second, sales, perhaps more than any other functional area, demands skilled “coaching” for effectiveness, and few compensation plans I see reward their management for coaching. It’s hardly ever mentioned, let alone measured and expected. We reward activities and measurable success metrics. We rarely reward sales management directly for personnel coaching and development.
I was reflecting on this while I was recently in South Africa on a safari watching a lion eat his kill. Think it’s odd that I was thinking about sales while watching the water buffalo get devoured, don’t you? I’ve decided the link must have been accomplishing the mission!
Anyway, the lion didn’t go for the head of the herd, his equivalent of the “C” level. Rather, he went for the easiest kill!
It seems to me we should re-think how we encourage our sales people plan their approach to the prospect. Trying to go by key influencers and straight to the “decision makers” will likely work against them more often then it will work for them. There’s no question the final authority/decision maker is critical to the process, but it is a process, and trying to jump over the earlier supportive levels can be fatal. Relationships can be built, trust can be established, features and benefits can be vetted and confirmed, and opportunities can be discovered and developed, all at levels below the key “C” level executive. It’s my experience that winning the support staff carries far more weight in advancing the sale than does the reverse, which is having the “C” level executive impose a salesperson on his subordinates. When that happens, they are, as often as not, working to prove him wrong, and by extension the salesperson and his product as well.
Clearly, we should be working to understand the buying process, the issues that face the buying organization, the solution we can offer and winning the hearts and minds of the implementation team, and then advancing to the executive level with the support, confidence and trust of his staff. That’s a sale that will happen, happen more often, and happen far more quickly.
And they are usually far easier to get to meet with. They’ve less gate keepers trying to keep sales people a t bay. My advice is..get in!! And get in at any level. If a sales person is successful at penetrating the “C”: level, then he should work to get introduced to those who will support the decision, rather then try to influence a buying decision in their absence. Relationships, confidence, engagement and trust are as important today as most non-enterprise product offerings. Successful rock star sales people know it and practice it, in spite of what they are told during their sales training classes!
If you know of an organization that is failing to meet their revenue objectives, I’d be happy to visit with them with the goal of providing insight that can help them change their revenue trajectory. I can be reached at:
Michael.Pearce@oneaccordpartners.com or 425-830-4156