Tag Archives: Sales

Selling What Is “Right”

I recently had a scheduled call with a client that was aimed to level-set expectations around some upcoming Agile Consultation work that I’d booked. The work was specifically to help them visualize and build their workflow. I had my Sales Engineer come with me, as we both had the suspicion that the client had also bought a tool on the promise it would help them become more Agile.

Becoming “Agile” is not about a tool, just like visualizing and building workflow isn’t about setting up a Kanban Board. Being “Agile” is about the people and their interactions.

I’ve seen this a number of times, where a client seeks a tool to become “more Agile”. Usually a Director or higher executive, spends money on training some or all of their staff, more often opting out of the training themselves. After a short period of time, they realize that the promise of better results isn’t looking promising. So they then seek additional funding, and invest in a tool with the promise that “this” will help their teams become “more Agile”.

It became quite clear that this was the case with this client, as their original request “to help our people become more agile”, suddenly changed to “help us use this tool”. As most people in this field understand, the first Value of the Agile Manifesto is to value “Individuals and Interactions Over Processes and Tools”.

I have that Value deeply embedded in my mind, as I’d had the fortune to work directly with two of the original twelve signatories of the Manifesto, and we often talked about the genesis of the Values. The creators of the Manifesto were people who had lived the mindset that this client presently maintains. Through similar experiences as my client, the Signatories began to foresee the pitfalls of the old mindset, and simply sought a better approach to become more agile.

So this particular client has the hallmark of having the old mindset. With great care, the Sales Engineer and I were able to demonstrate that the tool can support the interactions of their teams as they incrementally develop their products. And we would be happy to use the consulting dollars to look at their teams, leverage the training they already had, help visualize their workflow and ultimately help them understand that Agility comes from developing the Agile mindset.

By the end of the call, two of the three team members fully understood that they were perhaps going down the wrong road by placing the value of the tool over their people and the interactions of their teams. In this specific case, the third person had arrived to the meeting late, was the most senior person in the room, and in my belief, had missed information that might have also changed their perspective. It is impossible to know, but I strongly suspect that none of the three were in a political position to change course. Whether they had directly invested in the tool or not, is immaterial.

The agreement is now on hold, and that is probably the best thing for our client-vendor relationship in the long-term. We could have provided training on the tool and taken their money, but that would be unethical. As an Agile consultant-salesperson, and all of us here at Berteig, we deeply understand the nuances of the Manifesto, and as such, we need to sell and deliver what is right for the client.

For now, the personal and financial investment they made with respects to the tool will need to be seen through. Which I respect, for all the business, political and personal reasons. There is a high likelihood that their original request will resurface in a number of months. Obtaining “agility” is a journey and often takes such time.


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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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