20/10 Vision for 2010

Twenty-ten…am I the only one still struggling with years starting in ‘twenty’? Yet the 1900’s really does sound like last century now, doesn’t it? Remember last century? That was when most of the sales and leadership models we still use were invented – for a different time…a different place…and a very different pace.

20/10 is also a measure of vision. It is based on the more familiar term 20/20 vision which describes ‘normal’ vision; that is, a person standing 20 feet from an eye-chart can see what the person with ‘normal’ vision can see at that distance. Someone with worse than ‘normal’ eyesight might have 20/40 vision (they can see at 20 feet what ‘normal’ eyesight can see at 40 feet). Consequently, someone with 20/10 eyesight can see at twenty feet what someone with ‘normal’ eyesight would need to be only 10 feet away to see. It could be said that they have eyesight that’s twice as good.

In 2010’s fast moving, ever-changing business environment you will need to have 20/10 vision – that is, twice the vision of your competitors to stay ahead of the pack. Fortunately, this is easier than it sounds once you recognise the fundamental limitations besetting businesses going into the second decade of this century – and what you can do to rid your business of them.

These negative factors can be listed under two headings:
1. Businesses are trying to engage and retain staff using techniques from last century designed for a different generation.
2. Businesses are trying to sell to their customers using models designed in a sales-driven market; whereas today’s (and the future’s) market is buyer-driven.Last century, with a worker/boss relationship that had many parallels with the serf/lord relationship of Feudal times, extrinsic motivators were all that were required to achieve the desired outcome. It was all about carrots (commissions, bonuses) at one end, and sticks (target achievement, performance reviews) at the other. In July of this year, leading thinker on motivation, Daniel Pink (A Whole New Mind, Drive), very eloquently defined the three most important intrinsic motivators as autonomy, mastery and purpose. (See this presentation at http://www.ted.com/talks/lang/eng/dan_pink_on_motivation.html).

These align with what all the experts say are the motivational triggers for Generation Ys (and many others from different age groups). They want a sense of control over what they do or how they do it (autonomy). They are attracted to the concept of becoming exceptionally good at certain skills (mastery). And, they want to feel that what they are doing is furthering a purpose that is greater than themselves. Those with 20/10 vision will be engaging and motivating their staff using more intrinsic motivators.

The buyer/seller relationship is changed forever. This is because of the way that the buying and selling cycle are out of synchronisation – caused by the buyer’s increased access to information. Last century (or, at least, for most of it) they were aligned. One of the main reasons for this was that the buyer’s primary source of information was the salesperson.

Nowadays, the buyer is likely to know more about the features of the product than the salesperson. For example, before I bought my current vehicle I was able to access every feature, accessory and variation on my preferred car. I had read all the experts’ reviews and every comment made in owner’s forums. There was nothing the salesperson could tell me about the vehicle that I didn’t already know.

In today’s market, the buying cycle has often begun before the seller even realises that a cycle exists. For decades, I – like many of my fellow sales managers – espoused the theme: It’s not about selling; it’s about helping them to buy…then went on to impose the sales process on our clients. Well, now, we simply have to act that way – because buyers are so powerful. There is also an increasing trend (as identified by the Harvard Business Review last August) towards ‘mercurial consumption’, that is, an increased ability and tendency to switch suppliers – further challenging the old-style sales relationship.

Smart sales professionals and managers will be moving towards a buyer/service model: it’s not about selling your product; but assisting them to choose the right solution for them. For the typical business buyer today, life is much tougher than a generation ago with many more competing forces to satisfy. For salespeople to have any confidence in their ability to gain and hold on to clients, they need to be skilled in assisting the buyer to deal with the decision-making challenges facing them.

This skill – which goes way beyond traditional sales methodologies – is best described by Sharon Drew Morgen in her latest book Dirty Little Secrets. She is the creator of the Buying Facilitaton® Method – the high-level skills that manage the confounding array of decisions buyers must make off-line to get buy-in for their purchasing decision. (Read more at  http://www.newsalesparadigm.com/ )

2010 and beyond will need 20/10 business vision – in the way we deal with both our staff and our customers. The methods, processes and skills that got us here will not be enough to take us to the top in the upcoming decade; yet the opportunity is there for those with the vision to take the lead. Leave behind – or, at least, modify – those skills and processes designed for a different time, employee and customer. Focus on the latest thinking in both employee and client engagement and reap the rewards.

Kevin Ryan CSP - creator of the TILT! Selling and Sales Leadership Progams
http://www.tiltsell.com/

Legal Cheating

The level playing field in business is dead...in fact, it probably never existed. It was a myth perpetrated by those who wanted to blind-side their competition with artificial 'rules'. There are no rules in the game of business...only what's legal and ethical and what's not. The reality is, if you're cleverer than your opposition they will always feel like you 'cheated' to win the deal; because you thought of an angle, a twist, an interpretation that never even occurred to them.
This why they are always screaming, "It's not fair!" Of course it isn't! Who said business was meant to be fair? The winners in life are always one step ahead. Sure, occassionally they over-step the mark of ethical practice and the legal system has to adjust - seems the laws and rules are always playing 'catch-up'. However, within the bounds of what's ethical, there is always scope for innovative methods of giving yourself the edge. And, your competition will always cry 'foul'. Ignore them...they just wish they'd thought of it first!
If you want to see some hints about how you can tip the 'level' playing field your way, go to www.tiltsell.com.

The Seductiveness of Simplicity

One of the consumer trends identified recently in a survey by the Harvard Business Review is a demand for simplicity. This is a challenge for salespeople who were taught the skill of 'muddying the waters' to make it harder for customers to make 'simplistic' A-B comparisons. This, inevitably, lead to unnecessary complications...differences just for the sake of differences.
Earlier this year, at the height of the Global Financial Crisis, a quote was made that "unnecessary complication is fraud!" (I apologise that I can't remember who said it).
Customers want the 'muddied waters' clear - so they can see the bottom (line). The one who will get the sale is the one who can make their choices clear...not complicated. Of course, it is possible to 'oversimplify' which will probably result in the customer choosing the lowest common denominator (generally, the cheapest); but allowing a customer to make clear comparisons of competitive strengths and weaknesses is what will win the business. This way, you are not so much selling as acting as a buying advisor. You are seen as an industry expert (because you know not just your own products but also your copmpetitors' well enough to create those clear comparisons). This will build credibility, trust and loyalty.

Our Ambulance Service - a Measure of Our Society

Last night I was priveleged to attend the annual gala dinner for the ambulance service and it struck me what an important gauge of our society it is. Surely, one of the measures of our level of civilisation is how quickly and well we respond when someone is in trauma...and the emergencies that our ambulance service deal with are the most obvious examples of this.
It's amazing when you think how the 'stretcher bearer' transportation service of yesteryear has been transformed into the modern paramedic who, often, can have a trauma victim stabilised and pain-free before they arrive at hospital.
The danger these professionals deal with was highlighted by two factors. Firstly, the event last night was run by a foundation named after the late Kenneth James McPherson, a paramedic who died in the course of his duty. Secondly, that the Commissioner was unable to be present because he was visiting the base where another paramedic had, two days earlier, suffered severe injuries in a 16M fall during a rescue. On top of the natural hazards, they have to increasingly deal with violent, injured people and other aggression.
Okay, we hear occasionally in the news of the times when an ambulance was late to an emergency; but this only makes the news because it's unusual. In general, we can rely on a speedy, professional response should we be unfortunate enough to need emergency medical aid. A measure of our civilisation...let's not take it for granted.

Bad Customer Service Example

I just had a letter from Amex telling me they've cancelled my account because I hadn't used it recently. Okay, they were right. I kept the Amex as a second back-up credit card and luckily, didn't have to use it. It was always my third option because most retailers seemed to have bias against Amex reflected in higher surcharges.
Nevertheless, I would have liked to have kept it. If they had sent me a letter suggesting that if I didn't use the card in, say, two months, they would have taken this action, I would have had no problem with that. In fact, I probably would have used the thing a few times just to keep it going. If they'd sent some details of loyalty programs they had on offer, I might have used it more.
Instead, they've created an enemy who tells everyone who'll listen how shabbily I've been treated. How to turn an opportunity into a brickbat...dumb!