BECOME A SUCCESSFUL LEADER

LOOKING CLOSER

ATLEADERSHIP

How to use tradeoffs, compromise and paradox to become a successful leader.

By Wayne Lynn

As F. Scott Fitzgerald once said, “The test of a first rate intelligence is the ability to hold two opposite ideas in mind at the same time and still retain the ability to function.”

The same is true with a leader running an organization. They must make decisions that can’t be delegated, set the course by defining vision, purpose and goals, all while managing and resolving stress.

All of these involve conflicting demands and tensions between possible choices. For clarity, tension in this discussion is the state created by trying to resolve the difference between what the current situation is and what the desired situation you want to achieve would be. There are three possible “lenses” at the disposal of the leader to deal with those conflicting demands and stress. These lenses are tradeoffs, compromises and paradoxes.

Let’s look at each one within the context of decision-making.

Tradeoff

The tradeoff lens uses a decision process of weighing the pros and cons of competing options. The goal is to find an option that maximizes advantages and limits disadvantages. Finding the best option through tradeoffs is the tension reliever in this case. A good example of this approach is the allocation of capital and talent to your best opportunities. You’ll rarely have enough of each to take advantage of all your opportunities. The tradeoff approach helps to find your best options.

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COFFEE IS FOR CLOSERS

Double down during the “Qualify Stage” and watch your close ratios skyrocket.

Picture more contracts this year. Imagine fewer “stalls” or “stops” during your sales process. Visualize the impact of improved close ratios on your commissions. To make these dreams a reality, let’s talk about the “Qualify Stage.”

The “Qualify Stage”

The “Qualify Stage” is the process of clarifying the prospect’s needs and confirming all aspects of a mutual fit. Within the sales process, it follows the “Suspect” or “Interest” stage and comes right before the “Develop” or “Discover” stage.

A partial list of information to be learned during the “Qualify Stage” includes: ● Questions about fit ● Information about the prospect’s current state and desired state ● Insights into the prospect’s problems, needs and/or opportunities ● Confirmation from the prospect that they have a problem they are committed to solve ● The process and timeline of the buying team ● The people associated with the decision process such as stakeholders, decision influencers, decision makers, executive sponsor, and subject matter experts such as legal, procurement and IT ● Their driving motivation to solve the problem now ● Budget or budget range and the budget approval process ● Possible barriers such as existing relationships, political issues, contract terms, current partnerships ● The prospect’s personality type and how you will customize your approach accordingly ● All the options they’ve considered to solve their problem.

The Buyer’s Journey

This stage can seem one-sided for a salesperson who is solely focused on what they need to learn to determine a fit and move forward. However, the buyer is going through their own journey as well.

What is the prospect doing, thinking and feeling?

Doing

• Researching options/competitors • Working to resolve their current pain points • Quantifying the cost to solve their problem • Deciding what resources are needed to solve their problem • Bringing stakeholders into the buying process

Thinking

• Considering the risks associated with a change • Thinking about the costs vs. the benefit of solving their problem • Contemplating the steps in their buying journey

Feeling

• Exposure from their issues • Guilt in making a change in providers • Fatigue about the buying process • Fear about making a bad decision • Excitement about solving their problem and gaining the benefits of a solution

The most successful sales approach during the “Qualify Stage” is a blend of the salesperson’s need for information with empathy, understanding and alignment with the “Buyer’s Journey.”

Yellow/Red Flags

● Lack of understanding of the essential information needed ● Questions that don’t yield the information required to move forward, don’t get to the root cause of the prospect’s problem, don’t help the prospect define the implication of moving forward, or questions that only benefit the seller, not the prospect ● No pre-call planning to prepare for meetings with a clear understanding of the nuances ● Moving to the next stage too quickly without prospect validation and commitment that you have a solid basis to move forward

Prospect Questions/ Conversation Points

● Can you describe your goals and priorities for this project (upcoming RFP)? ● What’s the underlying drive to solve the problem? Have you tried to solve this problem in the past? If so, what was the outcome? Is your team committed to moving forward to solve this problem? ● Can you describe the implications of this business issue? ● How are decisions like this typically made in your organization? We have some sample business cases we can share. ● Can you tell me about your buying team?

Does the buying team have experience with this type of project?

If not, we may be able to provide X. ● Has the team gathered their initial criteria for this project? How did the team shape and define your requirements? Did you develop a rating or ranking system? ● What are the milestones and timelines that your buying team has established? Is the team committed to meet the timelines? How can we help you

meet your timelines? ● Has the funding been secured for this project?

Are there any financial implications, such as budget parameters, that your team must adhere to? Is the team seeking cost savings or process improvements leading to cost savings? If so, how will you measure? Do you anticipate any risks associated with funding? What other projects might be competing for the same funds? ● What options is your team considering to solve this problem? How do you see the pros and cons of each option at this point? We have an analysis that might be timely, can we share with your buying team? ● Is maintaining the status quo or doing nothing an acceptable option for your team? ● Is your main objective to validate your current approach or make a change in partners? ● Does your team view changing providers as a risk in any way? What risks, if any, has the team identified? ● Can you tell me about your current provider relationship? What’s working well and what areas could be improved? ● Are there existing relationships or influences that could affect your decision process? ● Can you describe the outcomes your team is seeking? ● How can our team make this process easier for your team? In similar situations we’ve provided X, would this be helpful for your team as well? Read More… Find article at PrintingNews. com/21148735

Ring the Bell!

Salespeople will ring the bell more often when they do a thorough job during the “Qualify Stage.” The result will be well worth your efforts. ●

Lisa Magnuson founded Top Line Sales in 2005. It has a proven track record of helping companies overcome the barriers to winning TOP Line Accounts. Learn more at www.toplinesales.com.