The Audible-Ready Sales Podcast
The Audible-Ready Sales Podcast

Episode · 6 years ago

Sales Curmudgeon - Betting on the Wrong Horse

ABOUT THIS EPISODE

Our Sales Curmudgeon talks through why sales executives tend to "bet on the wrong horse" when it comes to their sales initiatives.

Hello, I'm Rachel Clap Miller andI'm the director of digital engagement at force management, a growth play company.Thank you for downloading this podcast on sales transformation. It's the third in ourseries with our very own salesker, Munchen lays a pleasure, Rachel. Lasttime we talked about the grieving process. For those of you who care,today we're talking about another reason your sales initiative will probably fail. You Beton the wrong horse. All righty then. So what do you mean by bettingon the wrong horse? Projects are tough to implement, Rachel. Youwould know that because you're in marketing, but I've implemented a few in myday. They're hard because they bring out the sum of all fears. Seemsimple enough. Let's implement sales forcecom out of the box. Let's implement afive step sales process. Let's just haul the reps into a classroom and teachthem to negotiate better. Let's just face reality. It's much harder than itseems. Sort of like marketing, but...

I digress. What's so hard aboutthis? It's nothing like marketing. There's many reasons why a project can fail, but I'll give you two you place too much faith in the training eventsand you assemble the wrong implementation team. Done correctly, training events accomplished threethings, in part knowledge, hown skills and communicate expectations. That's it.They don't hermanently change behaviors. Sales leaders say they understand this, but theyreally don't, otherwise they wouldn't lose interest after the SKO hangover fade. Trainingis neither the beginning nor the end of the change process. It sits squarelyat a brief moment in the middle, and if you're measuring success by howmany people attend and the score you get on the little course of valuation sheet, you're a dead man walking. The time spend in training should be dwarfedby the time spent making it happen and...

...the time spend changing how people dostuff afterwards. What happens before training makes it relevant, what happens after makesit stick. Is a sales leader, you're in charge of both, butenough of that. I'm sick of here in myself taught, I'm sick ofhearing you talk to shut up, Rachel. Anyway. What were you saying earlierabout betting on the wrong horse? Let's get back to that? Okay, it has to do with the implementation team you assemble, or what Ilike to say the Horse you bet on. As with most things in life,your choices come down to three do nothing, do it internally or doit with a third party. All right, the choice of doing nothing is whatI call and effortless horse. To bet on doing nothing means convincing yourselfthat things are just fine as is. It's the low cost option and seeminglythe low risk option. Plus you're pretty...

...good at preserving the status quote,so it's a natural horse to bed on. The choice of doing it internally,on the other hand, is an alluring horse to bet on. Youknow your sales team needs to be fixed, but why pay some high price priceconsultant to do the fixing at their fees? You could probably hire aperson or two. So you rely on your sales enableman team. So what'swrong with that? Well, maybe nothing. It depends. Throughout the years ofcome across two varietals of sales enablemen, the competent and the disconnected. Thecompetent spored a nice blend of sales and training experience. They've been inthe trenches dropping stomach acid quarter after quarter and they're great in front of acrowd. They have street cred and presence. The disconnected, on the other hand, can't get stuff done, either because they don't know what to door or they aren't adequately supported. Anyway,...

...the choice of working with a thirdparty is a risky horse. Risky because if you pick the wrong oneand the bed is hie enough, you may well lose your job. Thesehorses come into breeds, the thoroughbreds and the glue factory. The thoroughbreds aredisruptive, rightfully so. If you want to have a disruptive influence on themarket, you need to have the courage to disrupt your own team. NoGuts, no glory. And then there's the glue factory. You know,these tired old horses. There the name brand s and s folk who taughtyour grandfather to sell vacuum cleaners. The goal for these worn out nags isto sell you butts and seats. Their definition of relevancy is changing the logoon the first presentation slide. Their definition of adoption is a ninety day pulsecheck, which is really just an opportunity...

...to upsell more butts and seats.Nobody ever got fired for hiring these guys right. No, except, ofcourse, the person who's responsible for achieving an Roi real talk from the salescurmudgeon. Don't bet on the wrong horse. If you like his approach, besure to download the rest of this series and itunes. We also havethe sales curmudgeon ebook that you can find on our blog home page. Thanksfor joining us for our third podcast in the curmudgeon series. Be sure toconnect with us on Linkedin and twitter and subscribe to these podcasts on Itunes.

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