3-Second Rule for Customer Insights

3-Second Rule for Customer InsightI am going to take a guess here that if you are reading this post, your reason falls into one of two groups. The first group believes that no meaningful customer insights can come within 3-seconds, and you are reading to confirm your belief. The second group is hoping against all odds that insights truly can be gleaned that quickly.

The 3-Second Rule for Insights

When speaking with your current customers, ask them this simple question…

“What are you doing three seconds before using our product?”

The answers you receive may be quite different from what you expected. What I have found over the years is that this very question gives specific insights into the circumstances that customers find themselves in when preparing to use a product, service or solution. As I would continue to ask the question of a variety of different customers across a variety of industries, similar patterns began to emerge. Let me share a few examples.

Example 1: Computer Accessory Company

In working with one organization that made computer accessories, one of their products was a Presentation Remote. I conducted a number of in field interviews and focus groups, and one of the most common responses to the ’3-second’ question was that they were looking for their flash drive with the presentation and loading it onto the laptop, then ejecting the drive to replace with the dongle for the presentation remote.

The result not only led to a better understanding of how customers used their products, but it also resulted in a whole new product that turned the presentation remote dongle into a flash drive as well. The perceived value was huge, and subsequently led to further points of separation in the marketplace.

Example 2: Curriculum Resources

Once again, applying the same process with another organization that creates Sunday School curriculum, I was leading a workshop at a national event and asked the ’3-second’ question to a room full of teachers and leaders. A pattern emerged in that one of the most common activities they do right before using Sunday School curriculum is to scramble to the supply closet to gather all the supplies necessary for the lesson.

This is a distraction from what they are supposed to be focused on…and with distractions, comes opportunity. Once again, I was able to gain valuable insight into the circumstances customers find themselves in when using the company’s products. These customer insights are what led to the creation of a Curriculum that includes everything they need “in the box.” The marketing reinforced this message and drove the point home by saying that, “The only you need to prepare is your heart.”

Summary

When you understand the nuances of the circumstances in which your customers are dealing day in and day out, you will find that you have increased your credibility when speaking with prospects.

For the aspiring Challenger Sale rep, if you are going to have any chance at getting prospects to think in new ways about their status quo (i.e., Reframe), establishing credibility (i.e., Warmer) is critical. Without credibility, even the most brilliant Reframe will be dismissed as quickly as your introduction was.

Give it a try, and keep sharing your results with me, whether in comments below or via email.

What have you got to lose? You can’t learn any less!

Jeff Michaels | Repeatable SuccessAbout the Author: Jeff Michaels is a 20-year Sales & Marketing Executive that works with executives, leaders, and teams to create repeatable success in their business. Articles posted here typically emphasize one or more of the three requirements leading to Repeatable Success — Intentionality, Predictability and Repeatability.

5 Misconceptions of the Challenger Sale

Misconceptions, Myths, True or FalseI interact and participate in a variety of Sales & Marketing forums and events, and inevitably, when the topic of the Challenger Sale comes up, I hear one of five [often misinformed] points of view on the Challenger Sale.

While I am a huge fan of the research and principles of the Challenger Sale, I never take issue with those that disagree with the research and behaviors when they are based upon facts, not misinformation, and understanding, not ignorance. In short, disagreement is fine provided you truly understand what you disagree with and why.

Five Common Misconceptions of Challenger Sale:

Following are the five most common beliefs I hear from those who support and those who reject the Challenger Sale’s research, behaviors, and/or principles.

  1. Challengers don’t build relationships. The premise of this belief is that CEB’s research showed this to be the least effective selling profile, therefore Challengers don’t do it. To dispel this belief, I will simply quote Neil Rackham’s comment from the Foreword of the book, as he has got it right—”Personally, I believe that a customer relationship is the result and not the cause of successful selling. It is a reward that the salesperson earns by creating customer value.”
  2. Challenger is too aggressive/too pushy. This one is really common, and when discussing in-depth with anyone holding this belief, inevitably I find that they merely skimmed through the book, or heard someone else’s opinion which became their own. CEB admittedly calls out that they have “heard every manner of pushback here you can imagine.” The belief is that the Challenger engages in confrontations while proverbially getting in their face. The truth is that Challengers are quite elegantly challenging their beliefs of remaining in their current circumstances, but aren’t challenging people. They aim at the behavior, not the person.
  3. Challenger is just another sales system. The belief is that this is a different selling system, leading people to believe that whatever their current system is, they must abandon if they want to become a Challenger organization. The truth is best explained by sharing Brent Adamson’s comments on the topic. “The Challenger Sale isn’t so much a ‘selling system,’  as it is a way to think differently about how to approach customer interactions.” He goes on to talk about how it is much more of a commercial strategy. Bottom line is that CEB’s research did not reveal Challengers all using the same sales training and system. They concentrated on the behaviors, not the system.
  4. Challenger claims to be new, and it’s not. I am still perplexed by this one as I hear it so often in Sales circles and on LinkedIn forums. I must have missed the sentence in the book that said these were all new behaviors. The reality is that the behaviors existed, but had not been organized and reported in the manner that CEB had done through its research. What was new with the unveiling of their research, was their findings and nomenclature (e.g., “The Challenger).
  5. Challenger is for Sales. Finally, this last one is misunderstood by both, dissenters and supporters of the Challenger Sale. It’s understandable given the title of the book and Rackham’s endorsement on the cover. Any conversation with authors, Matt and Brent, will quickly dispel the belief that this is meant for Sales alone. For those that read the book, and closely follow CEB’s conversations on the topic, you will already know this as they talk at length about building organizational competencies and alignment to these behaviors with messaging, marketing, etc.
Jeff Michaels | Repeatable SuccessAbout the Author: Jeff Michaels is a 25-year Sales & Marketing Executive that works with executives, leaders, and teams to create repeatable success in their business. Articles posted typically emphasize one or more of the three requirements leading to Repeatable Success — Intentionality, Predictability and Repeatability.

Is ‘Status Quo’ Perception or Reality?

Disrupting Status Quosta•tus quo

/ˈstātəs ˈkwō/ - Noun: The existing state of affairs, esp. regarding social or political issues: “they have a vested interest in maintaining the status quo”

“Status Quo” – The condition we all are describing these days. Whether talking about sales, marketing, innovation or strategy, our aim is always the same…to “disrupt the status quo.” But, this is commonly misunderstood.

While my aim for this post will center around salespeople disrupting the customer’s status quo, I believe you will find this relevant in all of its uses.

The Current Use and Understanding

Many of us in the Sales and Marketing community refer to ‘Status Quo’ quite frequently, and I would argue rightfully so. In fact, two of the foremost thought-leaders in this area, from my perspective, are Corporate Visions and CEB as their research and descriptions of the conditions and need for change are quite compelling.

When we talk and read about the status quo as our biggest competitor in the context of customers, we can misunderstand what is really meant. There is a tendency to infer that the customer has two choices – stay the same or change. I would like to reframe how we view status quo, and more importantly how we help prospects understand there is no such thing as staying the same.

A New Understanding

To properly understand Status Quo, let’s reorient back to the original Latin definition – “An existing state of affairs.” What this is speaking of is a condition at a particular point in time. In other words, there are literally hundreds of thousands of things that took their course to lead a customer, prospect, business, etc. to the point where they are now…at this point in time. This all has led to an “existing state of affairs.”

Where this tends to be misunderstood, whether by the sales rep or the prospect, is to treat the status quo as a condition that will likely stay the same unless acted upon. This is a wrong understanding. In fact, the image I used above has it exactly right…Status Quo has a downward trajectory, but is most certainly not level.

Consider it from a financial reporting perspective. If you were looking at a P/L statement or Balance Sheet, you would have a snapshot of your business at ‘a particular point in time,’ which describes the existing state of affairs. While there could certainly be some predictive qualities inferred from either of those financial reports, it does not guarantee that doing things the same way will produce the same results.

On a side note, this is one of the  biggest problems I encounter when working with businesses whose growth has stagnated or declined. They tend to look back to more lucrative times and conditions and subsequently try to repeat what they had once done. This doesn’t work unless all of the other variables that were existent at the time years ago are exactly the same today. As you can imagine, this is rarely the case.

Don’t confuse what I am saying with companies that return to the fundamentals. Returning to fundamentals is often a good thing for organizations…provided their fundamentals were appropriate in the first place. I am referring more to organizations that try to recreate their past like the ‘no-longer popular’ college student that desperately tries to recreate his high-school glory days.

A Different Kind of Conversation with Prospects

With the perspective of financial reports not being a guarantee of future results, consider changing your perspective on what you are truly trying to “disrupt” when talking with prospects who are afraid to change.

Their perspective is most often one in which they believe what they are doing today is known and has some predictability that will lead to predictable results. Your conversations should help them understand that if they are not currently leading to improvements they were hoping and expecting to see, things will only get worse. You already know that if they are entertaining a conversation with you, that they are not seeing the results they had hoped for. Your proof points should be inserted at this point in your conversational choreography to bring the point home.

In Summary

If you are struggling to disrupt the prospect’s status quo, it most likely due to your failure to help them see the consequences of not changing, and leaving the prospect with the impression that what they are doing today will still work going forward. Tim Riesterer, Chief Strategy and Marketing Officer at Corporate Visions, often shares the following comments based on CEB’s research conducted with 5,000 buyers and decision makers that speak with salespeople:

86% of buyers said that the rep’s message, what they communicated in a meeting or phone call, had NO commercial impact whatsoever to them. In essence, they came away with the belief that what they are currently doing right now, the Status Quo, is okay and they themselves are okay. How do they know? The Sales Reps led them to believe that was the case because there was nothing to suggest otherwise in their communication.

When you speak with prospects, does your communication suggest any reason for change?

Jeff Michaels | Repeatable SuccessJeff Michaels is a 25-year Sales & Marketing Executive that works with executives, leaders, and teams to create repeatable success in their business. Articles posted typically emphasize 1 of 3 requirements leading to Repeatable Success — Intentionality, Predictability and Repeatability.

6 Causes for Marketing Misses

Marketing missed target marketing

Are you finding that hitting your target market is increasingly more difficult? Especially in the age where so many aspects of marketing are changing and evolving such as content management strategies, SEO and social media.

Marketing is playing an increasingly critical role in organizations these days for a variety of reasons, one of which, as Sirius Decisions describes is that “67% of the buyer’s journey is now done digitally.”

This puts even more pressure for marketers to be well-branded and ever-present in the places where prospects are looking, then the top choice when they click thru.

Now sales is even being encouraged, appropriately so, to engage in more top of funnel (ToFu) activities in the form of micro-marketing due to this very same phenomena with the buyer’s digital journey.

As if navigating these new times wasn’t difficult enough, CMOs must be also able to demonstrate tangible, positive returns on their marketing efforts. That alone is enough to send some CMOs over the edge.

While these challenges are certainly real and legitimate, there are some more basic areas of marketing that are falling short, perhaps due to the reasons aforementioned. It’s understandable for marketers with tight budgets to cut some corners while navigating new areas like Social Media…but it is certainly not acceptable. The consequences can be quite substantial.

Therefore, let’s look at six filters that marketing tends to overlook or ignore in its marketing efforts when pressures on their time and budget mount:

6 Overlooked Causes of Marketing Misses

Regardless of your marketing vehicle, whether direct mail, email, web or other, grab a recent campaign piece and evaluate according to the following six filters or litmus tests:

  1. Clarity Test. Your marketing piece should be clearly targeted at a specific segment or customer as time pressed marketers can fall into the trap of generalizing who the marketing is aimed at versus narrowing the focus (e.g., IT versus System Administrators). Test: Can any person readily identify the intended audience of your marketing?
  2. Resonance Test. Your marketing piece will resonate more with customers when it identifies their pain points and quantifies the risk of not solving the problem or pain points. Test: Will the customer know after reading your marketing piece, the risk or cost of their inaction?
  3. Differentiation Test. The marketing piece should tap into the customer’s felt pain points by focusing on benefits or outcomes, not product features, and lead uniquely to your own solution. Test: If your logo were removed from the marketing, would the solution still point distinctly to your organization?
  4. Insight Test. Engaging marketing should grab the reader’s attention with an insight about their industry, category or business. Test: Does the marketing piece provide an insight and if so, is the insight one which could only be obtained by your experience working with many other customers like the target of your marketing?
  5. Teaching Test. Whether email, direct mail or other, the best marketing exposes or teaches the customer something about their business that they didn’t understand or had underestimated before, thus leading them to your solution. Test: Can you clearly identify the teaching point in your marketing piece? More importantly, can your customer?
  6. Advocate Test. Finally, one overlooked area of marketing is that in an era where more buying is done by committee or consensus, the marketing piece should easily enable the advocate to share internally. Test: Does your marketing evoke a desire to share with internal influencers and decision makers without explanation?

Failing in any one of these areas will have some level of impact to your marketing effectiveness. Failing across two or more of these areas will guarantee suboptimal returns.

Time and budget constraints are real for most marketers. What many fail to realize is that the shortcuts taken to get marketing out more quickly without applying these filters and tests to the piece first, has a compounding effect on marketer’s time and budgets. The ineffectiveness of any campaign requires more to be done to make up for what the last campaign failed to produce.

Conversely, putting these six filters to every one of your marketing campaigns will take major steps towards your marketing effectiveness. Greater effectiveness leads to less pressure on time and marketing spend.

AUTHOR’S NOTE: If you found any aspect of this post helpful, take 2 seconds to Like, Tweet, +1 and/or Share with others using the buttons below.
 

Jeff Michaels | Repeatable SuccessAbout the Author: Jeff Michaels is a 20-year Sales & Marketing Executive that works with executives, leaders, and teams to create repeatable success in their business. Articles posted here typically emphasize one or more of the three requirements leading to Repeatable Success — Intentionality, Predictability and Repeatability.

Case Study: Is the Problem Marketing or the Marketer?

Lead Generation and Lead QualificationThe Phone Call…

“Am I going crazy?” Having just answered the phone, I had no idea who was calling and asking such a question of me. I responded with a courteous, but cautious chuckle saying, “Well…I think I’ll need a little more to go on. With whom am I speaking?”

She paused, told me who it was, laughed rather distractedly, then proceeded to dive right into describing her dilemma from today’s meeting with the Marketing Director from her “problem division.” She is the Sales Director of a firm in which I knew a bit about, particularly with the company’s background and this particular division’s struggle.

In summary, sales were strong across all of her other divisions and lines, each of which had their own marketing leader, while she led the Sales across all divisions. Things were great, that is for all but this one division. Sales continued to decline year over year and had high lead dependency from Marketing, thus her concerns.

The Rest of Her Story…

The sales model is B2B with an outbound sales team that sells consumer products ranging from $200 – $1,000. As described earlier, they are highly dependent upon Marketing to deliver leads.

The Division Head and Marketing Director were both new to this division in 2011 and had stepped in with a new, radical, $1M cost-reduction strategy for marketing. The new marketing mantra became for the next two years, “Less Quantity, More Quality!”

This strategy resulted in lead reduction of 60% in 2011 compared to 2010. In 2012, the leads dropped another 40% from 2011. Not surprisingly, sales had correspondingly declined steeply, more so than any other recent period. While sales did have a dramatic decline, it was nowhere near the rate of decline for the lead volume.

The Sales leader saw neither quantity nor quality from marketing, and as she describes it, the numbers supported her version of the story. Despite the numbers, the Marketing Leader and Division Head remained committed to defending their original strategy a year and a half into it with major revenue losses, and subsequently showed no openness to a different, or better strategy.

Towards the end of 2012, she managed to get a commitment from Marketing for substantially more qualified leads in 2013, although to the Marketer, ‘qualified’ apparently meant email, number and “Request for literature.”

Additionally, the Marketer’s commitment was simply to an aggregate number of leads on a monthly basis, but not by geography, firmographic, demographic, product type or other. His tactic? Email marketing….it’s part of the ‘cost-reduction’ plan.

Today, prior to the call and after her meeting with the marketing team, she made her plea for more qualified leads as the current lead quantity left her outbound team with capacity in excess of 60% going into their largest quarter of the year.

After her meeting, she shared that in addition to the quantity of leads being a third of what they needed, 80% of them were for two of  their 10 product lines. This meant that they had on average  a half-lead per rep to call on each day for the remaining products….not enough to meet the sales plan.

“A Lead is a Lead is a Lead!”

Through frustration, the Marketer responded to her plea for more balanced and qualified leads with saying, “A lead is a lead is a lead. We know that regardless of what product type we market, more than half of the prospects will want something different anyway. We could collect leads on just one of our products and it wouldn’t matter. All that matters is that you have leads of any type, then your team can determine what they really need.”

Again, the sales exec says to me…this time through tears…“Am I going crazy? Do I have my expectations set too high? Is it unreasonable to ask marketing to know the customer well enough to hit who they’re aiming at? Maybe I am the problem. I don’t feel like I am but it just seems like we need to change our approach to marketing.”

I responded, “Being crazy and unreasonable is not your problem, although your 2-year tolerance may be a part of the problem. It sounds to me like there is a much larger issue at play here…”

Change the Marketing, or the Marketer?

I speak with people in Sales and Marketing roles from all over the country. From executives to analysts to reps. Lead generation and qualification is by far, one of the most common frustrations I hear.

No matter who I am working with or from what field, I am pretty quick to keep the responsibility and accountability with each respective group I am working with. Most companies needing my help typically don’t have their respective ‘houses in order.’ Therefore, I keep Sales concentrated on their own responsibilities and Marketing, theirs so I don’t create an all out Game of Thrones. I work with the executive leadership on cross-departmental improvements before circling back to the departments.

For these reasons, offering up an anecdotal recommendation to this Sales executive to “change the Marketer” after merely an hour-long conversation would be ill-advised, no matter how apropos that may seem. There is always more to the story, especially when it comes to Sales and Marketing alignment.

What Advise Would You Give?

Given the very limited facts we all have here, what advice would you give and to whom would you target your comments? The Marketing Director? The Sales Director? The Division Head? Who would you love to spend 15 minutes with and what would you tell them?

AUTHOR’S NOTE: If you found any aspect of this post helpful, take 2 seconds to Like, Tweet, +1 and/or Share with others using the buttons below.
 

Jeff Michaels | Repeatable SuccessAbout the Author: Jeff Michaels is a 20-year Sales & Marketing Executive that works with executives, leaders, and teams to create repeatable success in their business. Articles posted here typically emphasize one or more of the three requirements leading to Repeatable Success — Intentionality, Predictability and Repeatability.

Marketing Benchmarks: Has marketing missed the mark?

What makes a great Marketer?

The best marketers are thought-leaders. Not only are they acutely aware of the drivers of their results, but they have a deep understanding of consumer behaviors and point the organization forward to be prepared for trends and shifts in their behavior.

Hubspot Marketing BenchmarksThey love [useful] metrics, as this guides their efforts to show better returns over time, not the same or worse.

Great marketers are aware of these consumer behavior shifts before they are even perceptible to most in the organization.

As a result, you see this most quickly reflected in the marketing in ways that connects deeply with consumers and resonates more so than the common marketing in the marketplace.

Good marketing takes work, but what does it take to be best-in-class? Furthermore, how do you compare against your industry?

Find out with HubSpot’s latest study, Marketing Benchmarks from 7,000 Businesses.

Download the Marketing Benchmarks Report

This brand new report dives into how you can increase your traffic and leads by improving a variety of marketing assets, including:

- Web Pages
- Blogging
- Landing Pages
- Twitter
- and more!

Get a clear idea of how much more you need to do to see the results your organization needs. Download the report to see if your marketing is hitting the mark.

AUTHOR’S NOTE: If you found any aspect of this post helpful, take 2 seconds to Like, Tweet, +1 and/or Share with others using the buttons below.
 

Jeff Michaels | Repeatable SuccessAbout the Author: Jeff Michaels is a 20-year Sales & Marketing Executive that works with executives, leaders, and teams to create repeatable success in their business. Articles posted here typically emphasize one or more of the three requirements leading to Repeatable Success — Intentionality, Predictability and Repeatability.

Does anyone remember your corporate vision?

Corporate VisionAfter laboring with your leadership team to set a compelling vision for 2013, the chances are, your staff won’t even remember it only 30 days into the new year.

Don’t believe me? Take this simple test:

Ask 3 staff members about your current vision.

Be prepared for the results you will likely find.

For those that found that all three remembered the vision with clarity, you are part of a rare few. This would suggest that you already know the success was not due to a catchy, compelling headline, nor was it because you were so engaging in your delivery of the vision. Both may have been true, but were not the reason.

Most, on the other hand, fell into the broader category of the ‘forgotten vision.’ Following are a few steps to take before it’s too late and your staff forgets you even spoke about the vision. Before doing so, let’s make sure the reasons are clear for why this is often forgotten so soon after being delivered.

The Forgotten Vision

Last October, I was invited to conduct a Vision & Strategic Planning workshop at a conference in Chicago for leaders from all over the country. The preliminary surveys of the audience members showed that most had led and/or participated in vision setting exercises with an even larger number showing the vision had no measurable impact on their year-end results. Here are a few of the most common reasons cited for the vision failing to make an impact:

 From leader’s perspective:

  • Nobody remembered the vision
  • They didn’t buy into the vision

 From staff’s perspective:

  • The vision failed to connect with staff
  • The vision is an exercise leaders do

Do any of those reasons look or sound familiar to you? What is interesting is that both, in the workshop and in working with other leaders in this area, is that most believe they need help with vision casting, believing that they just needed a better story or a better way to tell the story. While I do give some guidance and attention to that part in my workshops, my primary emphasis is on vision execution.

Two Steps to a Vision Remembered

When you reflect upon the vision setting exercises you have been engaged with, you are likely to remember the sense of relief you had when you finally completed the vision. Most see this process as putting in the hard work up front whereas all that is left is to deliver the vision to the team and expect the results. I have significantly oversimplified how most actually go about this, but the truth of the matter is that people too often place inappropriate emphasis on the front end of vision casting and little to no work in executing the vision.

The truth is that the vision casting is the easiest part of the process. The harder part is in distilling the vision down into executable actions that connect directly to each team member’s behaviors. The second part is in having specific, measurable evidence of where the vision is being carried out for each staff member to call and reinforce further behaviors. Here is a closer look at these two steps.

Step 1: Connect vision to behaviors. As a leader, credibility is one of the most important attributes you have, and should not be taken lightly. When it comes to making your vision a reality, failure to work through your leadership team to connect specific behaviors to the vision not only sets the vision on a course to fail, but erodes your credibility altogether. Therefore, make the time and make the connections. I recommend each leader meets with their direct reports one-on-one to maximize impact. The task itself is not difficult, but rather the difficulty is in committing to the time investment necessary to make this step effective. Don’t bail out on this one. The stakes are too high.

Step 2: Reinforce contributing behaviors. While Step 1 is a great start towards your aligning your staff to the overall vision, assuming it meets standard vision protocol and resonates with staff members, that alone will not be enough. To keep the team on track and to change behaviors leading to a successful progression towards the vision, they will need consistent feedback and reinforcement of how their actions are contributing. Therefore, after having invested the time to connect the vision to individual behaviors, the second critical step is to reinforce behaviors daily, weekly and monthly as you see evidence of the behaviors that lead to success.

As the leader, you know the pressures you experience to get things done with fewer resources. Your staff feels these same pressures, just in differing degrees. Therefore, if you feel that you don’t have time to take these steps to carry out the vision, how likely is it that your staff will naturally commit to carrying out the vision along with their other responsibilities? They won’t! Without you taking these aforementioned steps, they will simply see the vision as an interruption to getting their regular work done. Their everyday responsibilities [as they define them] will win out every time. That is, unless you define and connect the two, then consistently reinforce those behaviors. Is your vision worth the investment?

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Jeff Michaels | Repeatable SuccessAbout the Author: Jeff Michaels is a 20-year Sales & Marketing Executive that works with executives, leaders, and teams to create repeatable success in their business. Articles posted here typically emphasize one or more of the three requirements leading to Repeatable Success — Intentionality, Predictability and Repeatability.

Challenger Sale: The Reframe Exercise

Challenger Sale Reframe

Practice reframes with ordinary objects

The Challenger Sale Choreography
If you are familiar with the Challenger Sale, you will quickly recognize the six components of the Challenger Choreography described as follows:

1. The Warmer
2. The Reframe
3. Rational Drowning
4. Emotional Impact
5. A New Way
6. Your Solution

A cursory review of what each stage of the choreography is intended to accomplish is largely unsurprising, and in five of the six stages, looks similar to many selling systems* out there.

There is more than meets the eye, especially as the real point of differentiation tends to hinge on the second stage with the Reframe. Being able to Reframe, or share an insight in a way that the prospect hasn’t thought of or considered before, is paramount to moving successfully through the rest of the choreography.

*Just a quick note to remind people that The Challenger Sale is not touted, nor intended as a ‘selling system.’ Brent Adamson shared the following on the topic in a blog post back in 2012…

“The Challenger Sale isn’t so much a “selling system,” as it is a way to think differently about how to approach customer interactions.”

— Brent Adamson

Cultivating Rep Proficiency with the Reframe
If you are looking to build proficiency in the way your sales and marketing staff successfully communicates reframes, perhaps the exercises we had done in weekly team meetings will be helpful to you in working with your teams.

Getting people to think differently about something in ways they have never done before is not an easy task, especially for those that had not been thinking that way. Therefore, we were looking to develop and cultivate competencies in this specific area so our team could recognize unique points of view and deliver them without the feeling of “starting from scratch,” as some had described the process.

The ‘Reframe’ Exercise

Following is an exercise I led the teams through to not just teach them what to say, but rather teach them how to think to create effective reframes.

Each Team Leader would bring a mystery grab bag of everyday items to the meeting. The team would pair up and grab an item from the bag. Representative items included things like scissors, a whiteboard eraser, aspirin, etc.

The pairs would take 5 minutes to come up with their Teaching Point, followed by a Warmer and a Reframe on their respective item. Next, they would present to the team for a team evaluation. We would then debrief with the whole team by asking a series of questions, such as, “Did they lead WITH the solution or lead TO the solution?” and “Did they share an insight in a way you hadn’t considered before?”

In one of the exercises, the teams were tasked with reframing the same item – a wire coat hanger. Some groups went down the path of calling out the many uses for a wire coat hanger (e.g., “perfect for unlocking car doors,” which is the stereotypical, product-centric, ‘lead WITH’ approach). We debriefed and they understood where they made their mistake.

However, following is what came from one group [in abbreviated form] as they had a better handle on the reframe process…

Teaching Point: Homeowners are often short on closet space and fail to realize the main culprits of closet space are plastic and wooden hangers which are 5-10 times the width of wire coat hangers.

Warmer: “We often hear from many of our customers that closet space at home is at a premium as they cite that they have too many clothes and their closets are too small. Is this something you experience as well? [They validate with the customer, so as not to assume a problem they don't have]. The customer/prospect is invited to share the specific details of their problems.

Reframe: “We hear that a lot. In fact I hear solutions ranging from changing out their clothes for each season to complete remodels to build larger closets. What is interesting is that one of the largest contributors to prematurely filling up closet space are plastic and wooden hangers. What kind of hangers are you currently using?”

We call the process batting practice as it is a way of warming up before sales calls. This process has been fruitful with our teams as they have started to recognize and develop reframes on the fly to get people to see things differently all throughout the day.

In fact, for several, they have begun to pass along affirmations to their colleagues in the form of, “I never thought of it that way before,” when they have successfully reframed whatever the point was in which they were speaking. They are having fun with the process and the audience, be it customer, prospect, family member or friend, benefits as a result of the new insight.

Share your insights on exercises you have used or are using with your teams.

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Jeff Michaels | Repeatable SuccessAbout the Author: Jeff Michaels is a 20-year Sales & Marketing Executive that works with executives, leaders, and teams to create repeatable success in their business. Articles posted here typically emphasize one or more of the three requirements leading to Repeatable Success — Intentionality, Predictability and Repeatability.

Challenging Sale vs. Challenger Sale

After speaking with a number of people across a variety of industries regarding their interest and curiosity in the Challenger Sale, I continue to find one common misperception about the disposition of a Challenger. Too often, their picture of what a Challenger approach looks like in marketing and selling gets depicted like the picture you see below. In other words, they picture a ‘lean forward’ posture, that uses an aggressive and controlling approach. In their minds, this is substantiated by the tagline, “‘The Challenger Sale: Taking Control of the Customer Conversation.”

Challenger Sale Misapplied

With some effort and due diligence, one would quickly agree that this is NOT what CEB was intending nor depicting in the research.

I cringe at the thought of how that kind of posture in messaging, whether in sales or in marketing, would play out with potential customers. In fact,  I recently saw one company’s marketing attempt to ‘challenge’ the prospect’s status quo, which implied that using the competitor’s products may actually “hurt” the end users, not “help” them. Further exploration of this marketing piece revealed that the ‘hurting’ vs. ‘helping’ question asked in the subject line, was not only never answered, but not addressed at all in the body of the email.

Providing unique insights that truly teach prospects into thinking in ways they had never thought before is difficult, and requires much time and attention to do so responsibly. Failing to give the appropriate organizational time, focus and effort to develop a true commercial insight, before launching into what is perceived as a ‘Challenger ‘ message, is not only irresponsible, but likely offensive.

After personally grappling with CEB’s research for a year now, I remain compelled by the evidence of their findings. That said, I also quickly recognize that the ‘how to’ of changing an organization’s and rep’s behaviors is far more difficult than the ‘why to’ that CEB’s book spoke about. It is worth the pursuit, however, and CEB has been instrumental in helping walk through the process of the Challenger implementation.

I am curious, particularly from those familiar with the Challenger Sale behaviors…what picture would you describe of the Challenger to someone inquiring of what a Challenger Sales Rep or Challenger Marketing message looked like? Please leave your comments below.

AUTHOR’S NOTE: If you would like to see more posts like this, make sure Tweet, Like, +1 and/or Share with others as this is always appreciated!
 

Jeff Michaels | Repeatable SuccessAbout the Author: Jeff Michaels is a 20-year Sales & Marketing Executive that works with executives, leaders, and teams to create repeatable success in their business. Articles posted here typically emphasize one or more of the three requirements leading to Repeatable Success — Intentionality, Predictability and Repeatability.

Effective Presentations: Communicate with Impact

Exercise in FutilityRecently, 2,500 Children’s Ministry Directors from around the country convened in Chicago to attend KidMin, a conference dedicated to their profession. I had the distinguished privilege of leading a workshop for an audience in which was far different from those I have traditionally worked with before.

Nevertheless, my objective was the same regardless of profession, topic, or other. My primary goal was to create dissatisfaction with the attendees’ status quo and compel a different way of thinking about and solving their issues.

This did not mean giving a compelling ‘speech’ or ‘presentation,’ but rather creating an impactful experience. This is often easier said than done.

Experiencing the gravity of their problems is different from talking about the gravity of their problems!”

It is easy to stand up front and tell people about the problems they are experiencing. At best, you will earn credibility, but that is not enough to compel people to change. The status quo can feel pretty comfortable to most people. Despite the gravity of a person’s problems, significant behavioral change rarely comes from the safety of a shared observation, but rather from their own experience. Experiencing the gravity of their problems is different from talking about the gravity of their problems.

Experiential vs. Presentation
In order to help these Directors better understand the gravity of what they were dealing with, and the impending consequences of not addressing the issues in a different way, I needed to create a constructive tension between their current status (Status Quo) and where they were aiming to be.

Therefore, I created an experience that would help the attendees ‘feel’ the impact of the problem rather than tell them about the impact. The experience was as follows.

Creating the Experience
When we went to our breakout session, I organized people into smaller groups giving each group five different sized boulders (larger than a softball, but smaller than a bowling ball).

The first part of the exercise was to discuss within their group the biggest issues they were all facing. They would then agree on the top 5 issues and use a marker to write their biggest problem on the biggest boulder, using a word that best described the issue they were facing. Then they would do the same with the 2nd through 5th issue on each respective boulder.

As we reconvened, I selected one volunteer to come to the front to serve as our representative Director. We loaded a backpack full of the five boulders, identifying each one as they went into the pack. Then I had her put the backpack on and describe the immediate impact. She shared that it was heavy, but she was okay for the moment. A term for what she was experiencing, coined by the Corporate Executive Board (CEB), would be Rational Drowning.

I went on to talk with her about how she dealt with each of these issues on a daily basis and the impact this had in shifting her focus from where she was aiming to take her ministry, compared to the urgent focus of trying to solve the problems (i.e., The boulders in her backpack). During our discussion, she shifted her weight and adjusted the pack due to the weight. Here I used the physical impact to lead to her Emotional Impact, another CEB term.

Standing on stage, she described [through tears] that she was incapable of solving those issues. They were too overwhelming for her to handle all at once. She also realized that these issues were lessening her effectiveness with her children in the ministry as well as supporting her volunteers. you could have heard a pin drop from the other attendees, because in large part, this was their story too.

The Moral of the Story
As you can imagine, there is a lot more to this story and what we unpacked in our sessions together at the convention. But the point of this article is merely to call out the importance of what we communicate and how.

As I mentioned at the beginning, I could have easily stood up front and ‘presented’ the scenario by talking about it. Heads would have nodded in agreement that the problems are real, and “Yes, I should do something about it,” but few would leave the convention changed, just inspired…or motivated. But we know where that leads.

Before I could talk with them about ‘Solutions,’ I had to effectively communicate in a way that would compel a change in their behaviors, away from the comfort of the status quo.

For those whose business requires communication with others (e.g., Sales, Marketing, Business, Ministry, etc.), consider creating experiences that draw people into the center of their own story.

In CEB’s Challenger model, this would be the process of leading them from Rational Drowning, where they recognize the story (with a sense of distance), into Emotional Impact in which they recognize it is their story. It is at this point where change begins to occur.

I would love to hear your stories of how you have created experiences to deepen the message you were communicating.

AUTHOR’S NOTE: If you would like to see more posts like this, make sure Tweet, Like, +1 and/or Share with others as this is always appreciated!
 

Jeff Michaels | Repeatable SuccessAbout the Author: Jeff Michaels is a 20-year Sales & Marketing Executive that works with executives, leaders, and teams to create repeatable success in their business. Articles posted here typically emphasize one or more of the three requirements leading to Repeatable Success — Intentionality, Predictability and Repeatability.