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

Episode · 7 years ago

Sales Curmudgeon - Betting on the Wrong Horse


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 and I'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 our series with our very own salesker, Munchen lays a pleasure, Rachel. Last time 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 Bet on the wrong horse. All righty then. So what do you mean by betting on the wrong horse? Projects are tough to implement, Rachel. You would know that because you're in marketing, but I've implemented a few in my day. They're hard because they bring out the sum of all fears. Seem simple enough. Let's implement sales forcecom out of the box. Let's implement a five step sales process. Let's just haul the reps into a classroom and teach them to negotiate better. Let's just face reality. It's much harder than it seems. Sort of like marketing, but...

I digress. What's so hard about this? 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 events and you assemble the wrong implementation team. Done correctly, training events accomplished three things, in part knowledge, hown skills and communicate expectations. That's it. They don't hermanently change behaviors. Sales leaders say they understand this, but they really don't, otherwise they wouldn't lose interest after the SKO hangover fade. Training is neither the beginning nor the end of the change process. It sits squarely at a brief moment in the middle, and if you're measuring success by how many 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 dwarfed by the time spent making it happen and...

...the time spend changing how people do stuff afterwards. What happens before training makes it relevant, what happens after makes it stick. Is a sales leader, you're in charge of both, but enough of that. I'm sick of here in myself taught, I'm sick of hearing you talk to shut up, Rachel. Anyway. What were you saying earlier about betting on the wrong horse? Let's get back to that? Okay, it has to do with the implementation team you assemble, or what I like 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 do it with a third party. All right, the choice of doing nothing is what I call and effortless horse. To bet on doing nothing means convincing yourself that things are just fine as is. It's the low cost option and seemingly the 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. You know your sales team needs to be fixed, but why pay some high price price consultant to do the fixing at their fees? You could probably hire a person or two. So you rely on your sales enableman team. So what's wrong with that? Well, maybe nothing. It depends. Throughout the years of come across two varietals of sales enablemen, the competent and the disconnected. The competent spored a nice blend of sales and training experience. They've been in the trenches dropping stomach acid quarter after quarter and they're great in front of a crowd. 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 do or or they aren't adequately supported. Anyway,...

...the choice of working with a third party is a risky horse. Risky because if you pick the wrong one and the bed is hie enough, you may well lose your job. These horses come into breeds, the thoroughbreds and the glue factory. The thoroughbreds are disruptive, rightfully so. If you want to have a disruptive influence on the market, you need to have the courage to disrupt your own team. No Guts, no glory. And then there's the glue factory. You know, these tired old horses. There the name brand s and s folk who taught your grandfather to sell vacuum cleaners. The goal for these worn out nags is to sell you butts and seats. Their definition of relevancy is changing the logo on the first presentation slide. Their definition of adoption is a ninety day pulse check, which is really just an opportunity... upsell more butts and seats. Nobody ever got fired for hiring these guys right. No, except, of course, the person who's responsible for achieving an Roi real talk from the sales curmudgeon. Don't bet on the wrong horse. If you like his approach, be sure to download the rest of this series and itunes. We also have the sales curmudgeon ebook that you can find on our blog home page. Thanks for joining us for our third podcast in the curmudgeon series. Be sure to connect with us on Linkedin and twitter and subscribe to these podcasts on Itunes.

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