Wednesday, October 26, 2011

Better at Consulting Than Selling

Preparing for the micro-seminar on prospecting, I realize that I'm not much of a salesperson - and that's OK!

One of the ways I work with clients is to teach them to sell - So don't I have to be a super salesperson myself to do that?

Does Rafael Nadal's tennis coach need to be a better tennis player than Nadal?

No, because playing great tennis is not what he does.  The coach's skills are knowing what "great" looks like, how the timing works on Nadal's serve, how he's managing his attitude from moment to moment, what mistakes he tends to make (and there aren't many!), how to get his attention and give him important feedback at just the right moment.

In the last two years, I've worked with several clients who are better at selling than I'll ever be.

What I've helped them do - in some cases like second nature, automatically - is do better homework, figure out their target markets more precisely and frame their whole approach around client needs, not their product.  They know how to make a good first impression, they know what to do next - and why - at any given moment.  They ask better questions, and they're really great listeners.  They help their customers find value in what they offer, from the customer's perspective, without pushing. They also know when to ask for the business, and when (and how) to ask for referrals. They get results!

Their skill is selling.  Mine is helping them get better at it, as their advisor and coach, working from the sidelines, not the field.

Monday, October 10, 2011

Why strategy matters in uncertain times - From Today's Radio Show

Today I was on Peter McClellan's radio show on Twin Cities Business Radio, and we talked about why strategic planning matters most when things are most uncertain.

(If you'd like to hear the whole show, here's the link:  http://thinkonangus.podomatic.com/player/web/2011-10-10T08_38_40-07_00)

As for why an organization would bother with strategic planning now, in the fourth quarter, with all the uncertainty and doubt -- I believe, as many have said, that the best way to predict the future is to create it yourself.

I think the reason that so few companies devote the sort of careful thinking and attention to strategy is that they're overwhelmed.

Overwhelmed by busy-ness, with just too much to do.
Overwhelmed by uncertainty, not knowing what new bad news will come next from the economy or politics.
Overwhelmed by fear of the future, believing it could all fall apart.

But I'm finding with current clients that attention has power.  When we focus on the future we want, and hold that focus long enough for it to become a plan, it starts to take on substance.  With more attention and a bit of discipline to stick with the planning until it's done, it becomes a guiding force.

And when the strategy is set up, everything actually gets easier.

Sometimes the most important information from the process of prioritizing and making strategy is deciding what blinders to wear.  What will you deliberately ignore, that would otherwise frustrate or distract you?  What opportunities will you pass up, so you can focus on what will get you closer to the vision you want?