All posts by Mark Kalyta

Selling Organizational Transformation (Part I)

Perhaps the most difficult sales effort is the one where you need to move beyond the level you’ve fixed yourself in. The focus of this article is to look at one way to mature a relationship beyond the initial landing to where real traction occurs and where you could really sell effective transformational change in the organization. For example, you’ve landed a small deal somewhere in the junior corporate strata, say at the ‘Team’ level, and you’re now seeking to expand. The problem is you are stuck at that level and you may have pigeonholed yourself with that small deal. And now you face the real risk of losing out on larger opportunities – opportunities perhaps where you can help drive real business agility.

To further complicate matters, it is very rare that your customer will ever fully tell you exactly what is going on in an organization. And that can be for a number of reasons. And in my recent 24 years of sales efforts, the reasons are virtually endless.

However I have found there is one common tactic that works towards the successful expansion of your valued services within an organization, especially if the level you initially land on is junior.

To demonstrate, I’d like to look at what actually happens, in my experience, with the typical sales process. Personally, I love having my Senior Consultants helping medium and large enterprises achieve real business agility. It’s the difference, in my opinion, between ‘doing Agile’ and ‘being Agile’, so I have been quite keen on developing ways to drive towards this outcome.

True story (and all names are pseudonyms): I reached out to a colleague who introduced me to his friend in the IT side of a large bank. Purposefully I did not use a PowerPoint or give a presentation. Instead, we talked about his industry, his competitors, the future, and where the real change needed to happen in order to meet that future. As a salesperson, my feet are on the street, and I was able to discuss trends, customers, potential pitfalls and potential opportunities.

I was able to do this (hint) because I studied his industry – hard – before the meeting. I looked at the changes in associated industries, and the implications that might have on his industry. And the implications if his company initiates a strategy to meet those challenges, and the implications if they don’t make that effort. We discussed the impact on different generations, for example how Boomers consume services differently than Millennials do, and why.

Asking really good questions in such meetings can be difficult, if you are not prepared. So do your homework. I was able to secure a small deal at the ‘Team’ level based on the combination of what I’ve described above.

But still, even as the work started, I wasn’t getting the audience to discuss their larger organizational initiative, and that is really where I wanted to play.

In this same scenario, I found out that a new CEO had taken up the helm at this bank. Where did that CEO come from? What challenges were faced and overcome at their previous positions (aka, why did this bank hire her?). New CEO’s tend to ‘shake things up’, and given that, where do you think the first mandate will be directed? What is the lowest performing division or operations in that bank?

Look at the stock market, the Quarterly and Annual Reports. Look for clues. I found that the CEO stated that “it is a new era to find Efficiencies and Effectiveness” in a public announcement. I just discovered their organizational initiative.

Next step was to structure all meetings at that bank to sell that same message. If you’re not selling the same message, then you are not aligned to that strategy. And you will never get above that junior level you wish to move beyond. Of course, if you cannot deliver efficiencies and effectiveness, move onto a different client. But this happens to be completely aligned to what we at BERTEIG do, so it’s gold.

And use social media. What has that CEO written/published? How many followers does she have? Which symposiums has she attended or spoken at?

I found one of her Sr. Executives had traveled to the States for a conference. I found that out through Facebook. If you can suspend the ‘creep factor’, I was looking at his profile and I noticed that 50% of his friends were co-workers of a former 3-letter acronym company. And he published a photo of the road sign naming the city where the conference was held. Research showed there were 4 conferences in that city. Three were local in focus, but one was on Big Data and Analytics. LinkedIn told me that the Sr. Executive is in charge of End-User adoption (i.e. Customer focused).

It doesn’t take a leap of faith to figure out that the Sr. Executive is most likely looking at options to obtain and manage customer information in order to better support their customer, and to tailor future offerings to that customer. That’s a lot of data that has to be managed, and managed well. (I urge you to think like his customer when doing this research.)

Knowing that alone gives you something to talk about when you meet an Executive in an elevator – and you will get that opportunity.

But don’t stop there. Who spoke at the conference? Do a search. In my case I found out that the Sr. Executive who attended, had a former co-worker speaking on behalf of that 3 letter company. I downloaded his Big Data presentation. Since the two of them worked together, which is the most likely company to get invited in to do Big Data work at the bank? And if I went into a meeting with a negative view of that acronym company, how would that help my chances with the Sr. Executive, considering his friends are employed by it?

This is not a negative. You now know who your competition is. Do your research. That competition is really, really good at Executive-to-Executive pairing, but their delivery is known as being a bit ‘thin’. That’s your entry point. Don’t fight the battle on grounds you cannot possible win on.

You’ve done the bare minimum of research so far that if you were in an elevator and that new CEO was standing there, you could strike up a meaningful conversation of value, without “going over the head” of your contact. But the conversation must have meaning, bring value, be customer focused, show that you know her industry, and it must be aligned to her mandate.

I got that elevator opportunity, because I wasn’t sitting at my desk. “Sarah Jameson, I am Mark Kalyta, congratulations on your new role. I’m working with Christine Smith, your VP who is over in IT. We’re providing some consulting (don’t sell the ‘training’ for example, unless you want to pigeon hole yourself again) to help her team bring ‘efficiency and effectiveness’ to her vertical, and we are having some early measurable success”. Pause.

Note, you’ve just reiterated her mandate, you indirectly informed her that her message is reaching her VP’s, and ‘Christine Smith’ is actioning the CEO mandate by hiring you, and you are applying measurements that show your group is helping her team. In this case, I wasn’t able to insert my knowledge around their Big Data efforts, however I wasn’t worried, and I could play that card later.

So I started with a small bit of work in a junior team with no access to Christine Smith, the VP. LinkedIn research found a connection in the chain from my junior person up to the CEO, and identified Christine as my project owner, and the CEO as owning the mandate.

Back to Sarah Jameson. “Sarah, my challenge is that the work over there represents 5% of what my organization is really good at, and that is helping organizations at the Leadership level find those efficiencies and drive effectiveness (see what I parroted there?) so that your ‘customer’ sees the value and benefits from it” (and there). “We are doing great work with Christine, and early measurements show a 10% improvement in efficiency with her teams, and that is great for the overall effectiveness of your organization. I’d like to broaden that message across your Leadership team; is that something you can help me with or could delegate to me accordingly? Because I think we can duplicate this early success, if there is an appetite for it. How would you suggest I proceed?”

Now the above may seem sloppy, but there are key points that can be drawn from it. I am not going to get into all of them. You may fall flat on your face with this approach, and if so, that would be all about Sarah Jameson, and not about your skills. But you’ve hedged your bets.

Now, your next steps are clear. You need to advert the perceived “end-run”, and that requires a different strategy.

Read Part II to find out what comes next!


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Finding Compassion – Lessons Learned From My Street

It may be a cliche to be talking about “Compassion” in the workplace, as it is a “concept” that has been addressed multiple times over many years.

Frankly, it is difficult to actually put into practice. And for me, it was something I explored, adopted, and then ignored, over the past number of decades as real-world priorities shifted.

But I want to share a very personal story that unfolded just today. Bear with me on this, as I will relate this personal situation to the workplace interactions we’ve all likely experienced.

My neighbour is a struggling single mother to whom I genuinely want to succeed, as she is a dedicated mother and a hard worker. However, she recently took a very base-level approach to an emotional situation that affects many people within my neighbourhood.

In short, her dog has behavioural issues which have lead to attacks and mock-attacks upon myself, my family, local contractors, and fellow neighbours. Latitude has been given to her in each instance as she has made earnest efforts to curb this behaviour, but for the most part, she has had marginal success. Most recently the dog actually attacked a local boy, who spent 3 days in hospital as a result.

Clearly, the issue with the “dog in the room” needed to be escalated and dealt with. The injured boy’s father rightly requested that a muzzle order be put in place: an order that has subsequently been appealed by the owner.

Think about this for a moment.

The position of the dog owner just changed, from “I am making earnest efforts” to “my dog is not the problem. You are the problem”.

Why?

Well, there’s been a trigger event and it’s because of a strong emotional connection to her dog. To justify this, she has created a “story” about all the people that are involved in this situation: the young boy in the hospital “provoked” the dog. The “dog doesn’t have the problem, everyone else does, and it’s all lies”. My personal situation in which I had to physically defend my family from the aggressiveness of this loose dog “never happened”. And of course the contractor who locked himself in a room until she came home……. well, you get the point.

It is very easy for me, as a professional who is accustomed to teams, and boardrooms, proper process, HR, and mature interactions that move business forward, to look at her position as an immature and flailing attempt to justify a deeper need. An  emotional need to protect the love she has for this dog and what the dog represents as part of her family.

Relating this to business, I’ve met people who have acted much like her in the workplace. The same story of innocence the dog owner positions, is often found in the boardroom! The questions are why, and secondly, do such people tend to remain in their position or do they get moved along?

They survive. While they may be unskilled and unready to address the actual deep personal issue driving their behaviour, they often position themselves in a very innocent light, and they tend to point out those “liars” around them.

The light went off for me when I found myself emotionally wrapped up in being called a liar by a person who was clearly to blame. How do you defend yourself with your “team skills” and “boardroom skills” against a person with “street skills”?

That is where I found Compassion.

As in situations with my co-workers, colleagues, clients and friends, I realized that this single mother is just trying to provide her son with a home, an education, a pet to call his own, and in between, cut the noise in her life, and find her own sense of happiness while shouldering 100% of the burden.

Moving this concept to the workplace, could it be that a percentage of your colleagues who sometimes leave you scratching your head, have some well-developed “street skills”?

After today I do believe it begins with you – not them – just as this personal revelation with the neighbour began with me.

In the end, the injured son’s father expertly resolved this emotional powder-keg: and I learned it’s not about defending against the accusations, it’s doing exactly what this father did.

He listened to all parties with genuine interest and curiosity. He asked neutral-based questions, keeping his emotions in check. He did not take the accusations personally. He sought answers and he sought consensus. He asked for timelines and process. He often asked for help, and sometimes he had to escalate (i.e. getting a muzzle order) where he needed. But he exercised Compassion at every step.

I learned that defending myself against accusations is not the name of the game: it’s about taking the father’s approach. His Compassion renewed Compassion in me.

https://businessconnectworld.com/2017/11/28/simple-ways-help-people-next-door-around-world/


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