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No, I’m not crazy. (Well, not because of that headline, anyway). It’s actually a serious admonition. Here’s why, and how.
I suspect you want your clients to trust you. And I’m sure you tell them the truth about why they should buy from you.
We all would like to think that’s enough for them to trust you, but of course it’s not. Oddly, what’s missing is some context that contrasts the positive reasons to buy from you with some objective truths about why they might not need you.
Consider these two sentences:
1. If you’re serious about wealth management, then you should consider whole life insurance as part of your portfolio.
2. If you distinctly need insurance coverage in addition to an investment product, then you should consider whole life insurance as part of your portfolio.
The first sentence is a form of manipulative selling – like the assumptive close (“OK, shall we start on Monday or on Wednesday?”), or inducing a series of ‘yes’ answers (“Now, I assume you want your children to be taken care of, right?”). The way it’s written, you can’t disagree without being disagreeable.
Most people get annoyed when asked a question to which there’s only one reasonable answer. And most of us consider being asked that question a reason not to buy from the asker. So – don’t do that.
Instead, ask a question that allows reasonable people to consider reasonable multiple possibilities – including saying no to some of them.
Ask Questions that Allow Buyers to Self-Select
The second sentence does that. It provides information by distinguishing between people who might find value in the product and those who might not. Phrased that way, it not only educates the customer, it allows the customer to make a decision to opt-in or opt-out. Another way to put that: it posits a real-world choice, for real people in the real world who must make choices.
Most salespeople get nervous about questions that allow clients to opt out. Not, however, salespeople who understand the power of trust.
By giving a customer knowledge that permits opting out, a salesperson is putting herself at risk. But without risk in the first place, there can be no genuine trust – only control and the illusion of choice.
The reason trust works in sales is because human beings reciprocate when they are trusted. They appreciate being treated as adults, they appreciate not being manipulated and they appreciate being given choices that help them make intelligent decisions.
And they show their appreciation by buying, disproportionately, from those who treat them that way.
Let your clients know why they might not need you. Trust them to make the right choice. Amazingly, they do so more often than not.
Over a decade ago, I wrote Trust-based Selling.
As I said in the opening paragraph, “You don’t often hear those two words mentioned in the same sentence.” What that book was about was squaring the circle – explaining the apparent paradox of how you can sell and be trusted at the same time. I believe it is even more relevant today than when the book was published.
“Selling” is a critical concept at the core of capitalism. It’s often said that if you don’t have a sale, you don’t have a business. If you can’t sell your product or service, the market is democratically expressing itself that you have nothing of worth. Conversely, to successfully sell is in some way a validation of value.
At the same time, “selling” is at the heart of Adam Smith’s description of capitalism as based on the invisible hand of self-interest. If everyone behaves selfishly, you might say, everyone benefits from the competitive system that results.
And yet if anything seems inimical to trust, it must be selfishness. The prevailing theory of capitalism is that you may trust the system, but caveat emptor – buyer beware. We have regulations to prevent the abuse of buyers by sellers, not trusting the motives of sellers alone.
How then can we trust someone whose job, indeed whose core motivation, is to extract money from our wallet and transfer it to theirs – all the while smiling and telling us to enjoy it?
And from the seller’s side: how can you be trusted, trustworthy, when your entire job is based on getting people to do something that is first and foremost in your interest? There’s even an ethical dimension: how can you live with yourself when your job consists fundamentally of getting people to behave in ways that inure to your benefit?
It’s a paradox. Unless you think about trust.
But first: what’s changed since I wrote the book? I’d say three things: data, process, and the internet. Or if you want to put an over-simplified big fat label on it, let’s say Salesforce.
Let me be clear: there’s nothing wrong per se about Salesforce, and there’s a ton of value in it. If you’re not using Salesforce or a similar tool, you’re in the Dark Ages.
Nonetheless: Salesforce and its CRM ilk have enabled some negative and regressive tendencies in those who wish to sell. In particular:
- They can depersonalize sales. I don’t just mean spending time on the screen instead of talking to people: I mean the belief that you can reduce all relevant human interactions to datapoints, and by collecting and analyzing them per se, gain better relationships. The power of the tool seduces people into thinking that by collecting indicators, we have gained that which the indicators sought to indicate. To paraphrase Kierkegaard: CRM systems are like a “for sale” sign in a store: you go in to buy, and find out it was only the sign that was for sale.
- They focus overly on the sales process. Sure, you can describe ‘sales’ as a process. You can also describe it as a noun, a relationship, a transaction, a profession, and many more things. To focus solely on process is to think of sales as a linear, logical, deductive kind of phenomenon. Sales is much more than that. Yet every sales model you can think of begins with finding a lead, and ends (in a left-to-right depiction) in ‘closing.’ It is by its nature seller-centric – not customer-centric. It’s often noted that the percentage of person-to-person time has declined in recent years: we forget that this means the relative importance of that time is increased – not decreased.
- Their overt purpose, goal, objective is to get the sale – and then get more sales. They concretely embody the self-interest that Smith spoke about – and don’t mention the ‘greater good’ that he meant by the “invisible hand.”
The convergence of data, process and the internet represented in modern CRM systems promotes an impersonal, process-oriented, seller-centric view of sales. Just as social media have turned out to be Trojan horses weaponizing some of our worst instincts while wrapped in undeniably valuable forms, so has CRM handed salespeople a double-edged sword.
Squaring the Circle
The good news is: it doesn’t have to be that way. And you don’t have to get rid of your CRM systems either. All you need is a few changed behaviors – and some fundamental shifts in mindset and belief systems. Paradoxically, making these changes will actually result in more sales, not less. But only if you embrace the paradox.
Here are a few of those changes:
- The goal of most selling is to make the sale. The goal of trust-based selling is to help the customer; a sale is an outcome, not a goal.
- “Closing” is anathema – that’s all about the seller. The joint agreement to do a transaction that benefits the buyer is what we should seek.
- In trust-based selling, the right time to mention price is when it is useful to the customer to know it.
- In trust-based selling, you don’t “handle objections” – you jointly explore the fit of the solution.
- In trust-based selling, hard-sell is not a sin – wrong-sell is.
- In trust-based selling, you don’t seek sales – you seek good decisions by the buyer (if this is your priority, you’ll actually get more than your share of such decisions).
- In trust-based selling, the acid test is whether you’d be willing to refer the customer to a competitor – if the competitor has the better solution.
- In trust-based selling, a sale transaction is just one event along the path of a relationship.
- In trust-based selling, the default mode of presentation is transparency.
- If everyone sold based on trust, we’d need fewer regulations, and Adam Smith’s Invisible Hand would be a lot more efficient.
- In trust-based selling, the time-frame is lifetime. Assume that you will meet this customer again, along with his or her customers, cousins, bosses and LinkedIn friends, and that every interaction is evident to all of them instantly. That’s your reputation.
Trust-based selling relies on the proposition that people return good for good, and bad for bad. If you treat a customer respectfully and with trust, and they happen to need what you are selling, the natural response is to buy it from you. And if they don’t presently need what you’re selling, guess who they’ll remember and come back to when they do need it.
You can bet on it. And you should.
That proposition is not only an ethical template – it is a business model.
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Bob Dylan long ago surpassed his namesake Dylan Thomas in fame. His lyrics grace the lists of most popular lyrics of all time; my favorite is “the ghost of electricity howls in the bones of her face…” from Visions of Johanna.
Some lines are more than just poetically evocative – they also hint at serious truths. One such line is this: “To live outside the law, you must be honest.” The lyric is from Absolutely Sweet Marie, from (IMHO) his greatest album, Blonde on Blonde, recorded in New York and Nashville in 1966. As with all Dylan songs, who knows what the artist meant – he’s not talking – but here’s my take.
It’s easy to color within the lines. It’s easy to paint by numbers, fill in the check boxes, meet the specs and follow the regulations. In short, to follow the law. But when it comes to issues like trust and ethics, balancing social responsibility and profits, navigating between government demands and consumer demands – it’s not enough.
It’s tempting, taunting, tantalizing, to look to the law (or corporate guidelines, or regulations) for guidance when faced with a difficult issue in client relationships, customer satisfaction, taking responsibility, or ethical issues. It’s also a copout.
Such issues demand a higher order of resolution. When faced with a client demanding to know the truth about some matter, how much truth do you share? The ‘law’ will clearly tell you what truths not to tell; and if you want to argue from omission, what truths are therefore not restrained. But your client – or your constituencies, or your legacy – isn’t going to be satisfied, in part because all you’re doing is citing ‘the law;’ you’re not taking any responsibility.
Being Honest, Being Principled
In this situation, I’m equating “be honest” with “be principled.” Principles apply to more than just honesty, but honesty will do fine as a stand-in for other principles. The point is – you’d better have something more than chapter and verse at hand to satisfy a demand for trust or fairness, whether from clients, employees or society at large. The statement “but it was legal” doesn’t cut any mustard in the higher courts of human interaction.
If you’re looking to be trusted, compliance is de minimis; by itself, even inflammatory. “Sorry, that’s the law” is only slightly more satisfying than “Sorry, that’s our policy,” or, “Sorry, that’s not how we do things around here.”
Instead, you need principles – rooted in human nature and human relationships. Principles like service to others, or collaboration, or transparency, or don’t treat others as means to your ends. It’s principles like these that provide better guidance to tough decisions. (It’s also principles, that in the long run, must undergird the law itself for the law to be seen as legitimate.)
Living Outside the Law
To “live outside the law” doesn’t mean you’re a criminal – but in Dylan’s meaning, it does mean you’re an outlaw. You operate in part outside the narrow proscriptions of the law; you find affirmation by others of your actions by grounding them in broader principles.
That’s ultimately what makes others trust you. We live our daily lives by universal principles that others recognize as legitimate as well. We don’t trust people whose ‘ethics’ amount to rote checkbox compliance. We trust those who come from someplace deep, a place where connection to others and relationships with them are bedrock. People who feel their principles and are confident enough in them to re-compute them in every situation, as if for the first time.
If you’re going to live outside the law – and you should – you’d best be honest.
Maybe you have a college classmate in a company your firm would like to sell to. Maybe a neighbor down the street works for an organization you wish you could sell to. Maybe you’ve become friendly with someone in a client company for which you’d like to do further work elsewhere in the organization.
Can you sell to a friend? Should you? And even if the answers are ‘yes’ – how do you go about doing it?
The Ethical Quandary
Let me make a guess: the reason you’re reading this article in the first place is that you feel somehow squeamish about these situations. Part of you feels it’s unfair to take advantage of a friendship for the sake of sales, that it cheapens your friendship. More importantly, you’re concerned you might put your friendship at risk by appearing to use it for your own commercial gain.
Worst of all – you’re worried what your friend might think of you.
Well, rest assured: there are some times when it’s wrong to sell to a friend – and there are some times when it’s right. There are ways to tell the difference. And there is a way to do it that minimizes any risk. And when you follow these rules, any ethical quandary disappears.
Let’s be clear. If you’re coldly using a personal connection solely to get business, but you pretend otherwise, and you don’t truthfully much care about the consequences to your friendship, then you are indeed behaving unethically. And we struggle not only to be clear about our own motives, but with how it will appear to our friend. So, how can it be done ethically?
The Brother-in-Law Test
Imagine you’re watching football (your version of ‘football,’ of course) on the couch with your brother-in-law who is over to visit for the holiday weekend. At a break in the action, he asks you, “Listen, your company works in the widget services business. We’re thinking about buying some widget services; who do you think we should be talking to, and what should we be careful about in talking to them? And should we be talking to you guys?”
Most likely, your first response is not “Boy, have I got a deal for you!” You’d probably say something like, “Well, there are several things to think about. We do widget services of course, but there are others as well in that business. The first thing you need to think about is the scale of involvement you want; and next is probably the complexity of your customer base. Depending on those answers, you might want to talk to us, or to someone else.”
In other words, you’d probably approach your brother-in-law in the manner of a trusted advisor – someone who applies his expertise with the best interests of the client in mind. You place the long-term interests of a close relationship (family in this case) over the short-term interests of your business.
And, if you knew your firm wasn’t the best choice for your brother-in-law, you’d probably tell him as much. The point is, you’re more attached to your long-term relationship with family than you are to a sales transaction at work.
So – what’s the difference with a friend?
Selling to a Friend
The correct answer is – there shouldn’t be any difference. If your services aren’t the best fit for your friend’s company, then you shouldn’t be pitching her. And if you really do have the best solution for your friend’s company – then you should be selling it, if only because you’d like to see your friend and her company do well.
The real question isn’t whether you should treat a friend like a brother-in-law – it’s why you would treat any customer any differently?
How to Do It
Notwithstanding all the above, it can be socially awkward to sell to friends – as much for the friend as for you. Relax, you don’t have to jointly take an ethics course. All you have to do is Name It and Claim It.
Acknowledge the issue out loud, and the elephant in the room disappears. You might say something like, “Look, I realize it could be awkward for us as friends to do business; I have no intention of jeopardizing our friendship, so I’m making this suggestion very mindfully.” Or, “I initially hesitated to raise this given our friendship, but realized I’d be cutting you off from something valuable if I didn’t speak up.”
To sum it up: if you wouldn’t sell it to your brother-in-law, don’t sell it to your friend. And if you would sell it to either one, say so, and say clearly why you’re doing it. If it’s the right thing for your friend to buy, then it’s the right thing for you to sell – to your friend as much as to anyone else.
The following is a guest blogpost by Rick Lepsinger of OnPoint Consulting. You can connect with Rick directly at email@example.com.
Several years ago, tech giant Google set out on an ambitious research quest to build the perfect team. The project examined a host of factors, including team composition, management style, and task management, poring through a mountain of quantitative and qualitative data over the course of several years to identify what factors made teams successful. When the study concluded, the final results were actually quite simple.
What mattered most to a team’s success wasn’t how it was put together, how it carried out its tasks, or how quickly it worked. Instead, it came down to a single word:
Teams in which members trusted one another were far more likely to take risks, ask questions, admit mistakes, and offer new ideas than teams with low levels of trust. Intuitively, this should not have come as a surprise. People feel more secure when they trust those around them, which allows them to focus their energy on the tasks at hand rather than constantly assessing where they stand with others.
In today’s team-driven business world, building a culture based on trust is one of the most important responsibilities facing leaders in all types of organizations. While companies may go to great lengths to establish a culture that encourages trust, it falls upon individual leaders to follow through with those intentions and bring that level of trust to their teams.
In order to build trust strong enough to endure, leaders must first understand the essential elements of trust and recognize how they relate to one another. One way to think about the essential elements is to use the Trust Equation, as put forth in the book The Trusted Advisor.
It’s difficult for a leader to build trust if they don’t have a proven track record of achieving results and demonstrating their expertise. Team members need to see their leader as a credible source of authority and information. If they don’t, they may second-guess decisions or become disengaged from the rest of the team.
Establishing credibility takes time and effort. Team members often need to see that someone knows what they’re talking about before they can place their trust in them. Leaders can, however, take a number of actions in their day-to-day dealings to improve their credibility. Avoiding exaggerations, answering direct questions with direct answers, and offering viable solutions to problems will help demonstrate to team members that they’re committed to being truthful and focusing on measurable results.
The best path to earning credibility is through building relationships with team members over time. Establishing a reputation for honesty by encouraging transparency and admitting when they don’t know something allows leaders to show they’re committed to the team’s success and not out to bolster their own reputations.
Team members need to trust that leaders stand behind what they say and do. They should not selectively disclose information or only emphasize positives while downplaying negatives. Should leaders lose that reputation for truthfulness, they run the risk of being seen as self-serving, manipulative, or unconcerned for their team’s success.
If leaders need credibility coming into a team environment, they must show that people can count on them to follow through on their word if they want to succeed in the long term. Unreliable leaders who make big promises but seldom act on them will quickly lose whatever trust they’ve built. Team members need to know that their leader will be there for them and will keep whatever promises they’ve made.
While it’s easy to think of reliability only in terms of tasks and official responsibilities, it can extend to interpersonal dealings as well. A leader who always does their job can still lose the team’s trust if they make a habit of brushing off commitments and not following through on smaller issues on a regular basis.
Reliability needs to be established over time, but it can often go unnoticed if leaders don’t make the work they’re doing visible to others. Regular communication and transparency are extremely valuable in building a reputation for reliability. Clarifying roles within the team also helps to establish accountability by making it clear who is responsible for which tasks.
By this point, it should be clear that building trust is about establishing relationships. Intimacy, or the act of communicating and empathizing with others on a personal level, is a crucial part of this process. Regardless of their position within an organization, people want to know that they (and their work) are valued. Leaders must find ways to create connections with their team members that allow them to provide the professional and emotional support they need.
Team members also need to trust leaders to be discreet with the information and issues they share with them. This is particularly important for conflict resolution and internal feedback. If employees don’t trust leaders to show consideration in handling that information, they’ll be less likely to share it in the first place, which can only make existing problems worse over time.
Building healthy intimacy in a team environment requires a great deal of effort. Team-building activities that allow people to get to know one another outside the context of work are an effective method for deepening interpersonal relationships. Leaders can also set aside time to talk to team members regularly, allowing them to voice concerns or share their thoughts. This accessibility gives leaders an opportunity to demonstrate empathy and address issues before they become problematic.
Setting up internal community pages, social media groups, or message boards can help employees connect with one another in ways that go beyond their work responsibilities. Building these connections makes it easier for them to trust one another in difficult times because they can see what they have in common.
Good leadership often requires an individual to put the interests of others first. Leaders therefore need to be aware of whose interests are motivating their decisions and actions. A leader who constantly does things to make themselves look good, such as taking credit for the team’s work or asserting themselves purely to show off their expertise, will very quickly erode whatever trust they’ve built with their team.
Self-orientation can also impact the perception of credibility and reliability. A manager with extensive knowledge and a proven track record for success might normally be seen as credible, but if their actions suggest that they care more about furthering themselves at the expense of others, they will find it difficult to leverage that experience with their teams. This kind of self-serving behavior also makes it harder for people to see them as reliable. It’s difficult to count on someone who has a reputation for only being out for themselves.
Anyone in a leadership position is going to have their actions closely scrutinized. Leaders must be sure to take their team members into consideration whenever they make decisions. Here again, communication is vital. People are better able to accept decisions when they know their opinions or concerns were genuinely heard and considered.
Identifying Trust Issues
As Tolstoy famously observed, “Happy families are all alike; every unhappy family is unhappy in its own way.” The same can be applied to successful teams and failing teams, especially when it comes to trust. Effective teams may be structured differently, but they all exhibit the same fundamental elements of trust. Ineffective or dysfunctional teams, however, can take a number of forms, depending upon the root causes of distrust.
Many factors can make it difficult to establish trust or undermine it over time. One of the biggest warning signs of trust issues is deflection of responsibility. When no one accepts accountability for their actions, they’re sending a message that they don’t care about anyone but themselves. While this is bad enough from team members, it is absolutely toxic when the leader refuses to take responsibility because it makes trust almost impossible to establish.
Dysfunctional teams might also be riven by harmful gossip and backstabbing. Without proper intimacy and self-orientation, team members assume the worst from one another and question the intentions behind every action and behavior. Even worse, they rarely direct their criticisms at the person they’re upset with, instead sharing their negative thoughts with coworkers and undermining whatever sense of camaraderie might have existed on the team. When leaders speak ill of someone, other team members begin to wonder what might be said about them when they’re not around.
Healthy, effective teams thrive on interpersonal interactions. When team members stop relating to one another on a personal level, keeping all conversations to “strictly business,” deeper trust issues might well be at work. Effective communication requires a level of comfort. If team members aren’t comfortable communicating with each other, then they’re also likely to find it difficult working together in general. When leaders become distant and aloof, employees may begin to question their intentions or true goals.
While healthy teams celebrate wins as a group, dysfunctional teams often break down into a collection of individuals bent on pursuing their own goals. Rather than focusing on how to make the team succeed, a team member might instead focus on how to make themselves look good regardless of the team’s outcome. Leaders who become caught up in pursuing their own goals will quickly lose their team’s trust. Even worse, this behavior could very well encourage people to “save themselves” by focusing on avoiding responsibility for the team’s failures.
Establishing trust is one of the most vital tasks facing any leader in a team environment. While the talent of individual team members is obviously important, much of that talent will go to waste if the team is rendered dysfunctional by a lack of trust. Leaders must find effective strategies that leverage their credibility and reliability to facilitate better, more authentic communication. By establishing closer connections based on intimacy and proper self-orientation, leaders can avoid the damaging effects of losing trust within their teams.
(I dug this out of the old chest; it still holds up).
Refer your competitors to your clients in the sales process.
Yes, I do mean it. This is not a sarcastic title, or a clever trick. But I’ll warn you: your motives will affect your outcome.
Step One—check your objective. Is it:
a. To get the sale, or
b. To do the right thing by the customer.
Now multiply by 10 times – the next ten similar sales opportunities.
- If your objective is always “get the sale,” then well before number ten, everyone will know you’re in it for yourself, short-term. You’ll have a reputation. You’ll win about the same percentage as your market share—say, 30% for sake of discussion.
- If your objective is to do the right thing by the customer, then well before number ten, everyone will know you’re in it long-term, to help them. You’ll have a different reputation. And (can you say “paradox”?), your own success rate will get better—say, 40% or higher.
Option b doesn’t mean you’re not in it for yourself—just that it’s not your primary objective, and you’re willing to trust a longer-term process.
Step Two—admit you’re not always the perfect choice for every customer. (If this feels hard, and your market share is less than 100%, consider the implications of believing you’re always the best: either your customers are very stupid, or you can’t sell a perfect product.)
Let’s review. Your objective is to help your customer (which also gets you better sales numbers), and you admit that your product isn’t always the best.
Step 3: Therefore: shouldn’t you offer your customer informed advice about other alternatives? Shouldn’t you refer your competitors as a possible alternative?
The best reason to do this is—because it’s the right thing. But there are ancillary reasons:
- Being willing to refer a competitor is the most direct indicator of your having the customer’s interests at heart. It makes it look like you care (note: don’t try faking this).
- In those rare cases where you convince someone against their better interests to use you instead of someone better suited for them, odds are that everything will unravel and you’ll regret it. Take one small loss and consider it an investment in good will.
Think this is suicidal? Try forwarding this blog to your existing clients, saying how crazy I am, and that you would never be so stupid as to point them to anyone but yourself, because…because…well, you try and explain it.
If you agree with me, and you are a buyer of goods or services, consider forwarding this blog to your suppliers, asking them to educate you regarding choices in their industry. And see how they respond.
- The best ones have already done so. The next best will meet the test and give you some great info—be good to those suppliers, they just took a risk to help you.
- And those who tell you there’s no need to review because they’re the best—well, you know what to do.
How do you say the words? Try this:
“We both win if you make the best decision. Given my understanding of your situation, if you haven’t already done so, you should also be talking to X and Y. If you do so, it’ll help our discussions.”
Is it a trust thing? You betcha.
One of my favorite newsletters comes on Sunday mornings from Andy Paul. It’s called The Weekly Sales Fix. (He also does a great weekly podcast). While he focuses mostly on large B2B sellers, his thoughts this week mirror what I’ve also been seeing in smaller B2C marketers.
The overall thought is an over-reliance on tools and processes.
First, Andy’s take on it:
I’ve been in sales for 4 decades….
We’ve all read about the various research findings that paint a dismal picture of the state of B2B sales.
Low quota attainment rates. Falling close rates. Increased ‘No Decision’ rates. Buyers saying they find no value in their interactions with sales reps.
However, I believe that the fundamental reason these problems exist is that we have taken our eyes off the ball.
Too many in sales are trying to substitute process, methodology and technology for the fundamental and irreplaceable human connections that are at the heart of the B2B sales transaction.
The true science of selling is not about metrics. It’s about the science of mastering the human to human interaction.
Unfortunately, sales people today aren’t being sufficiently educated about the human element of sales.
The more time I spend in sales, and the more time I invest in working to help other sales people, the more clearly I’ve come to see that the keys to success at any level in our profession are directly tied to mastering a small handful of basic human behaviors.
Ask great questions.
You can make it more complicated than this. But, why would you?
Because, no matter what sales process, technology or methodology you utilize, your ability to win ultimately boils down to mastering those four behaviors to build functional and effective relationships with your buyers.
Well said, Andy. Now let me apply those same thoughts to what I’ve been seeing on the smaller business side.
I get (and I bet many of you do too) a lot of emails and LinkedIn requests that completely ignore Andy’s advice.
- Someone sends me a LinkedIn request; they look interesting, so I accept. Within hours, I get a message telling me about their services and suggesting a call or a meeting.
- Someone sends me an email – it says a bit about their services, but absolutely nothing about me or my business, much less why I might be interested. Worse, they assert that they’re relevant and can help me. Worse still, they suggest a call or a meeting to explore how they can help me.
The Seductiveness of Tools and Processes
On the B2B side, the sheer power and connectedness of today’s CRM-and-related systems is impressive. As with all tech, things are getting digitized and interconnected. You can track and link to virtually unlimited amounts of things, including your own (automated) ‘content’ and customers’ responses.
The seduction is this: the belief that Because You Can, Therefore You Should.
- On the B2B side, because you can micro-identify potential buyers, their past behaviors, their likely interests, and monitor their reactions to anything you might put out, therefore you should do all the above.
No, you shouldn’t. Because as Andy Paul points out, the approach touches precisely zero of the four factors Andy calls “keys to success.”
- On the smaller business side, the seduction is that because you can easily invite me to join you on LinkedIn or ID me on a targeted mailing list and send me the equivalent of your brochure at zero cost, therefore you should do all the above.
No, you shouldn’t. Because if your response to an invitation acceptance is to send me a pitch, you’re committing the business equivalent of asking for sex on the first date. It’s just not done. It’s rude.
Worse, it pretty much doesn’t even work. The law of large numbers won’t help you. If your strategy was to micro-target desirable buyers with all your great screening tools, then offensiveness actually backfires on you: not only is the potential market smaller, but your bad reputation spreads more thoroughly.
Whether you’ve been seduced by processes or by tools, you are
a. Not being human
b. Not asking great (any?) questions
c. Not listening slowly (if at all)
d. Not delivering value
With great tech comes great temptation: Just because you can do something doesn’t mean you should. As Andy says, keep it simple, and keep it human.