It has been a while since I wrote about a strategic commercial topic: in the last weeks I choose to balance the type of contents on the website and focus more on tactical, managerial and personal development subjects.
Now that I wrote about the topics I had on hold and the the website is finally in balance I can come back to strategy and I’d like to start with power nodes.
Last night after a long day of work I had the pleasure and displeasure of attending a resident’s meeting.
Although I have been involved in complex sales and negotiations for a few years I was very surprised to see that even resident’s meetings have enormous difficulties and some variables in common with complex sales.
In the last weeks (both in articles and in podcasts) I focused on the ‘Expertise Problem’, a problem that all the salespeople (especially the younger generation) are exposed to.
Given the great availability of knowledge and research in sales, an in-depth study of the topic can improve our skills but can be a limit too: in fact, by continually reinforcing our learned principles we can limit our openness for novelty and change.
In other words, by always reinforcing to the concepts we are most passionate about can be a barrier for the development of new knowledge which would lead to a change in the paradigms we were trained on.
In the article I focused on the reinforcement of learned ideas and principles which can become a limit for novelty and change: in order to avoid this, I suggested some actions promising that I would have wrote about how to avoid the scripted behaviours we’re all exposed to.
In the article I provided an antidote to the unpleasant pressure that every salesperson experiences when a prospect or client wants to skip discovery and go straight to the demo: the antidote is to position the demo as a process in 2 steps which are connected, interdependent but happens separately.
At the end of the article I recommended keeping some time between the 2 steps so that the information obtained in Discovery can be studied, organized, and used to customize the demo.
In the article I focused on the fact that, in judging the sales career, numbers can lie: as I said, the numbers must be contextualised according to the situation that the salesperson was experiencing at that time.
In other words, there are several other variables to consider because in this work, numbers tell just a part of the truth.