On Sales

“I have never worked a day in my life without selling. If I believe in something, I sell it, and I sell it hard.” Estée Lauder. 

Belief in my product is (also) at the core of why, and how, I sell. And belief, supplemented with sales methodologies and frameworks, can only yield even better results. 

I attended sales training last week, and here are the three most important things I learned, and re-learned. 

1. When walking into a potential account “cold.” 

Three easy steps to make an in-person cold call easier:

  • Who: Introduce yourself; name and company name. 
  • Why: Address the reason for your visit; incorporate a compliment whenever possible. For example: “I saw your Instagram account and love it and wanted to see more in real life” or “Congratulations on the great press mention in last week’s issue of XXX, the article made me want to stop by.”  
  • What’s in it for me: Address the benefit associated with your visit, for example, free products to try. 

2. When walking into an existing account for a followup visit. 

Here, the relationship is established, and it can sometimes get easy to treat a followup sales visit as a social call. To help make sure you are making an impact, and to ensure good note-taking and follow-up post-visit, use this framework: 

  • Situation: Who, where, when.  
  • Pain: What pain points were discovered? How can you further improve the relationship? 
  • Impact: What are the followup actions to ensure a positive impact from the visit? 

3. When negotiating a sale. 

First, replace the word “negotiate” with the word “trade”, which is both less aggressive and more positive. 

Second, here are the trading steps to follow: 

  • Get all negation items out (figure out the list of “asks”). 
  • Repeat what you heard (active listening). 
  • Prioritize the issues (so you know which “asks” to focus on). 
  • Qualify the decision-maker (don’t waste their time or yours talking to the wrong person). 
  • Make the office, be clear and concise.
  • Listen and repeat their counter-offer. 
  • Confirm the “expiration date” of your offer. 
  • Agree to consequences. 
  • Confirm all with email and contract. 

Seasons… of the Land, and of Business

I have had the privilege of hearing Seth Mattison speak at various industry conferences and have always come away from his presentations feeling inspired, energized, and motivated. Earlier this month, I had the opportunity of hearing him speak once again, in a more intimate setting over breakfast, and what I came away with was inspiration, energy, motivation – and calm and faith (in the process).

Having grown up in a farming family, Mattison spoke of the seasons of the land and drew parallels between the rhythm of farming and that of business. “When you are close to the land,” he reminded us, “you are close to the seasons of the world.” And “seasons,” he continued, “are relevant not only to farming, but also to business and to life.” As I remember working at my great-uncle’s farm harvesting corn when I was a young teenager, the connection between the cycles of the land and the cycles of business resonated particularly strongly with me.

“Winter is a season to rest, reflect, look back, and recharge.” Indeed, this is very much the symbolic of the months of December and January – months governed by analysis and planning.

“Spring is a season to plant and put seeds in the ground. Diligently, faithfully, every year.”

Summer is a season for monitoring growth and making adjustments to changing (weather or industry) conditions.

Fall is a season for harvesting, the season during which the year’s planning, planting, and labor yields fruit.

I have a love-hate relationship with January. I love the “newness” of it – a blank slate, the ability to start fresh. And I hate the “virgin-ness” of it – all (or most) of the business metrics I measure start back at 0. I don’t like 0s.

Mattison helped me understand that January can never be September, as that would just not be natural.

He helped me understand that I should love January (and winter) for what it offers, and work with the rhythm of nature, not against it.

He helped me understand that in business as in farming, there are many things we cannot control (the weather and the markets for example).

And finally, he helped me understand that while we must “surrender the outcome, we simultaneously must diligently work on the controllable.”