I had just taken a new job with a new company selling insurance to major corporations. This start-up firm had 45 employees, and not one person had experience selling to human resources people. As a successful headhunter, I had loads of great contacts inside Chicago-area companies. So after I got my license, I was ready to return to my local relationships.
But the one thing I was nervous about was my VP of sales, Jim. He was a CPA. He knew nothing about selling and earned his executive position by being a friend of the owner.
One of my first phone calls was to the headquarters of American National Bank, a large, respected firm. The VP of human resources was excited about our offerings. I presented the idea that he could be a hero by working with us.
My VP of sales was equally excited -- so much so that he wouldn't allow me to go on the call!
Jim felt that two VPs should be talking as equals rather than having an agent there, so I sat in my office one afternoon wondering what news would be delivered with the return of my boss.
Jim walked into my office with a horrible look on his face. I knew right then I was out a lot of commission.
"Dan, it was terrible." Jim began, "This guy kept talking about everything but business -- the Bears, the weather, his rise in the ranks at the bank. I must have said six times, 'That's great, but let me show you why I'm here today.' He wouldn't listen.
"The VP of the bank finally said he'd read our literature and we looked a bit too new at this to risk moving his business. So, it was goodbye right there. Dan, I can't believe this guy wouldn't listen to me. How frustrating. What would you have done?"
I stood up to close my door (no reason to embarrass my boss in earshot of the other salespeople), and gave him my thoughts.
The moral: First, I couldn't believe Jim sent literature after the appointment was secured. Buyers buy from people who make up companies, not from marketing paper puffery. Next, Jim (an accountant, not a sales pro) was so focused on putting on his show; he cared little for building a relationship with his executive-level peer. Good reps realize that small talk is okay, if initiated by the prospect. But, be professional and get down to business when you can, without jolting the conversation to a sudden stop. So, the rule is this: If a prospect wants to wander with the conversation down a road you're not planning to travel, you'd better get in the car with him and enjoy the ride. It might be the only way you'll arrive at the finish -- with a signature on the line.
Sales from the Dark Side is compiled by speaker and trainer Dan Seidman. For more tales, visit www.salesautopsy.com.
