Don’t Sabotage Your Challenger Sale Implementation

Sabotage Challenger Sale ImplementationIn January 2012, as I began my first Challenger Sale implementations across several of our SBUs, there were certainly things I would later change in subsequent implementations. One thing that remains the same to this day, however, is in identifying my true goal for Sales Reps and Sales Leaders.

After sufficiently making a compelling case for departing from the status quo, I make one point abundantly clear with sales leaders and teams:

“My goal is NOT for you to become a Challenger! My goal is to help you achieve your goals with intentionality, predictability and repeatability. If you are currently not experiencing this in your sales performance, I can train you to any of the five profiles as each are capable of producing high performers. But only one has nearly a 14x higher likelihood of producing high performers! Therefore, in which of the five would you like me to aim my training?”

Should Challenger be Mandatory?

It’s understandable why leadership would want to make mandatory something as important as Challenger, especially given the organizational importance of meeting revenue and margin objectives. But doing so, can often have the exact opposite effect of what is intended. Following are three reasons why I would recommend avoiding the ‘mandate’ for anyone looking to implement The Challenger Sale.

  1. Mandates lessen value. Whenever you take someone’s choice away from them, which is what making something mandatory does, you risk creating a perception that whatever is coming, can’t be that great. After all, if it were, people would want to participate without the requirement.
  2. Mandates shift ownership. By default, when an organization makes something mandatory, the onus for the outcome lies squarely with the organization. Is this where you want the ownership for outcomes to be for the rep, or would you rather have the rep own their own outcomes?
  3. Mandates don’t equate to buy-in. Anyone with children will quickly recognize this reality with the following example…“Tell your sister your sorry…like you mean it!” Just as mandates don’t equate to buy in, neither does compliance equate to behavioral change.

Not all mandates are bad. They definitely have their place, but using them in your Challenger implementation will start things off on the wrong foot. Furthermore, it is unnecessary if you properly frame the need for change before trying to reframe.

Regarding my original point on ‘making people Challengers,’ be careful of the message you are sending when implementing Challenger. Sending a message such as, “We are going to turn everybody into Challengers” will cause a lot of unnecessary anxiety and resistance. It will wreak of being the “next new program” and to many reps, will suggest you are taking a blind and blanket approach to selling. Their defenses will be primed to make impassioned pleas for why their current approach is sufficient. This is what happens when you lead WITH the solution, not TO the solution.

Important to remember is what CEB’s research didn’t show.

The research did not show Challenger as being the only successful profile. Sometimes, proponents of the Challenger research and methodology, can appear more like zealots than advocates. What the research did show, however, is Challenger as having the highest success rate for complex selling environments.

Therefore, if you are contemplating a Challenger implementation of your own, honor your team members by not elevating the importance of  a “program” over their value as an individual.

Jeff Michaels | Repeatable SuccessJeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

Advertisements

1-Question Test of Sales Effectiveness

Sales Effectiveness and Status Quo | Repeatable SuccessAs a general principle, we in the profession of Sales seek to disrupt the Status Quo of our prospects. This is good…and appropriate. Too often, there is one behavior that sales reps exhibit, that can completely undermine their effectiveness in closing the sale.

Following is a simple, one question test. Your answer to this one question will help you determine if you too, may be exhibiting the same behaviors and at risk of compromising your effectiveness in the sales process.

What does the Orange ball represent?

If the picture above were representative of you selling to prospects, what does the orange ball represent? Before racing to find the right answer as so many of us performance-driven and competitive sales people are inclined to do, I would encourage you to pay more attention to your gut response to the question, and less on solving ‘what’s the right answer.’

Common responses to this question typically include:

  • “Standing out from the competition”
  • “Differentiating our solution from others”
  • “Being seen as a Trusted Advisor”

None of the aforementioned answers are bad, nor are they wrong for any sales professional to desire. But key to understand is that these are all byproducts of something much more important.

Misplaced Focus

In each of the representative answers above, notice what was the intended focus for the prospect — Company, Solution, Rep. What did we start out with saying was our primary aim in the sales process? Disrupting the status quo! For the Challenger Sale rep, this is reframing how prospects see the unanticipated or underappreciated aspects of their business problems through commercial teaching and insight.

If that is our primary aim that is critical to making the sale, then why on earth would we want to distract their focus from seeing their business problems with absolute [and painful] clarity. To prematurely talk about or point to anything other than the business problems that are currently, negatively impacting the prospect, causes the prospect to shift focus from resolving their status quo to resolving in their mind, “Relative to other companies, solutions, reps I have dealt with, how do I like this one?”

The orange ball should represent the prospect’s focus on their business problem, not your solution!

Seller’s Paradox

While we certainly want to be seen as trusted advisors that stand out from the competition with our differentiated solutions, the more we keep the focus on those aspects about ourselves, our solutions and our organization, the more we look and sound just like everybody else.

There has been tremendous research and studies done on how we make decisions. The layman’s version of the findings is that prospects tend to see more similarities between organizations, solutions and reps than differences. Therefore, when we focus on these aspects about ourselves, here is what the prospect sees…

Disrupting Status Quo | Repeatable Success

Question — If this is truly how prospects see suppliers and their products, what do you suppose becomes the differentiator for how to make their decision? If you said “Price,” you are absolutely right. The answer is not in differentiating ourselves through solution or organization.

Repeatable Success Tip

To stand out in the ‘sea of sameness’ is not to point out how different you are, especially since the majority are already doing that. To repeatedly stand apart from the competition with a differentiated solution is to help prospects see their problems differently. When you effectively do this, the byproduct is that they will see you differently.

Key to this whole process, though is to keep your solution out of the conversation until the end when they have clearly understood the problem. To insert ‘solution’ between you and their problem forces a feature and benefit comparison to what they have already looked at. As my good friend from Sandler constantly says, “Focus on the Problem, not the Solution!”

That’s a good tip for leading to Repeatable Success!

Jeff Michaels | Repeatable SuccessJeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

Do Challenger Sales Reps Do Demos?

Product Demos | Challenger SaleInspired by a very good question in the CEB Challenger Sale forum, I decided to write an article on the topic of product demonstrations relative to the Challenger Sale, addressing some of the questions around this particular subject.

The question posed to the group, was in essence, “What conditions would need to be in evidence before a good Challenger sales rep would initiate a product demonstration?” Excellent question!

Derivatives of the question throughout the forum discussion evolved into whether or not Challengers should conduct product demonstrations at all. Equally good questions! Following is my take on the two questions — Do Challengers do product demonstrations, and if so, where in the sales process would be the appropriate time to do so.

Do Challenger’s Demo?

The short answer to whether or not a Challenger Rep does product demonstrations is a qualified “Yes,” but with some caveats. Let’s look at a couple of them.

  1. Demos don’t define Challengers. Challengers define demos. Not all products require demonstrations, which you already understand. When they are pertinent as part of the sales process, the Challenger conducts at the appropriate time, anchoring back to what the customer didn’t understand about their business or industry in the first place. To be clear, the Challenger Rep is not defined by whether s/he does a demo. They are defined by their behaviors throughout the sales process …with or without a demo.
  2. Challengers don’t win the sale with demos. This will be, perhaps the most important point I make here. If the sale were won at the point of product demonstration, something went wrong earlier in the process as this has just become the Features and Benefits sale. True Challengers shape demand before a prospect ever knew they wanted or needed a solution, then continue to expose problems, consequences, etc. through commercial teaching/insight. Challengers effectively win the sale by selling the problem prior to a product demonstration. Furthermore, the effective Challenger rep will have been leading TO their solution throughout the sales process, thereby making the product demonstration merely ‘confirmation’ of the sale.

When Do Challengers Demonstrate Products?

As a quick rehash of the Challenger choreography, following are the key stages:

  1. Warmer – Prospect Response: “S/he knows my industry/business”
  2. Reframe – Prospect Response: “I never thought of it that way before”
  3. Rational Drowning – Prospect Response: “I’m familiar with the story s/he is describing”
  4. Emotional Impact – Prospect Response: “S/he is telling my story”
  5. A New Way – Prospect Response: “What should I do?”
  6. Your Solution – Prospect Response: “Will your product address these problems?”

With my paraphrase of the Challenger choreography above, the answer to when a Challenger rep should do a product demonstration is quite straight-forward…At the end of the choreography.

To add a little bit more color to this though, following are a few key elements of Intentionality that must have taken place with your prospect prior to a product demonstration occurring:

  • You taught them something about their business or industry (commercial teaching/insight), that they didn’t appreciate or anticipate before
  • You effectively led them to the center of their own story (Emotional Impact) and created a compelling need to change
  • You remained disciplined and left product/solution out of the discussion in stages 1 – 5 of the choreography

There is certainly more to it than these three areas, but these tend to be the primary areas where lack of intentionality and discipline show up in a rep’s process. That said, when a rep has effectively met the aforementioned criteria, the prospects are prepared to confirm their selection of you as their supplier once the demo is complete.

As a bit of an exaggerated visual picture for what this looks like, consider what the audience members looked like each time Steve Jobs was unveiling a new product. It was the Jerry McGuire version of, “You had me at ‘Hello’!” as the audience, both physical and virtual, has already said ‘yes,’ and are merely waiting to see what they have said yes to.

Repeatable Success Tip

Intentionality. Staying disciplined to the process, despite the prospect’s tendency to try to remain outside of their own story and talk about product requires tremendous intentionality on the rep’s part. In fact, for a great illustration on commitment to the process, see the following article on Zappos’ CEO, Tony Hsieh.

To practice intentionality in this area, consider doing the following. In your next conversation with a prospect, pay specific attention to how quickly you begin speaking about your own product/solution. It doesn’t matter if the prospect initiates discussion on product. If you engage and proceed to discuss your solution, prior to the other 5 stages of the choreography taking place it counts. Furthermore, it will typically cost you for reasons I will describe in my upcoming article on The Consequences of Introducing Solutions Prematurely.

Jeff Michaels | Repeatable SuccessJeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

Challenger Sale Tip: Don’t Sell Solutions

Solution Selling vs.Challenger SaleIn the day and age where the conventional wisdom of selling has migrated from product selling to solution selling, I would like to provide a different perspective on the topic, particularly for the aspiring Challengers.

Can You Relate?

In exasperation, my wife walks through the door grumbling. I ask her what’s wrong, and she proceeds to describe another frustrating conversation with a friend. She describes the situation to me, and I offer the solution. Fixed, right? Wrong!

Many of you already know the end of this story and can relate, whether being on the delivering end or the receiving end of similar types of conversations.

I wrongly assumed that the reason she told me about her problem was because she couldn’t solve the problem on her own. As an incredibly bright and capable woman, she didn’t need me to solve her problem. She needed me to understand the source of her exasperation.

Instead, I came with a ‘solutions-based’ approach to her problems and created even more frustration for her. Characteristics of this scenario play themselves out every day in sales as well.

Selling Solutions is a Mistake!

The mistake is understandable. Organizations have problems and they need solutions. Suppliers manufacture/create/publish solutions. Therefore, match problems to solutions and voilà! Not quite, as this is more a recipe of how to look and sound like everybody else.

At the heart of this problem is the belief that since prospects buy solutions, we should sell solutions. As long as we continue to believe this and behave this way, we will keep the prospect’s focus squarely on a product…or solution…comparison (i.e., “whose product will adequately solve my issues at the best price?”).

For prospects to buy our solution, we need to sell them on the problem!

By now, everybody is familiar with the CEB statistic that buyers (on average) are 57% of the way through their buying process before they engage a sales person. Sirius Decisions reports an even higher percentage at 70%. Don’t get distracted by the number, or the industry that the number applies to, as you will miss the point of the research. The point is that there are myriad ways in which buyers can AND DO, self-educate today.

The problem with consumers self-educating is that they often times don’t get it right. One of the primary reasons for that is that they look too narrowly at the problem. They are looking from the perspective of their own organization (n=1), whereas suppliers see things from the perspective of hundreds or thousands of prospects just like them, that deal with similar problems. Incredible insights can be derived from this perspective and from the immense pool of data.

Challenger Sale Reps Don’t Behave Like Other Reps

Unfortunately, the common sales reps inadvertently set all of these valuable insights aside as they are more focused on selling their solution. The typical choreography of the common rep…if you can call it, that…is to identify needs, ask some validating qualification or disqualification questions, then listen for key words in which your solution addresses,and BAM! Present your solution to their problem.

The Challenger Sale trained reps pay specific attention to the insights gathered from their prospect’s industry, and as a result, teach prospects something new about their business that they hadn’t considered before. Before they teach them something new, they will often have to unwind their current beliefs about their problems. CEB refers to this as “unteaching.” This is critical, because as aforementioned, prospects often get it wrong.

Repeatable Success Tip

Predictability. A key characteristic of Repeatable Success is predictable outcomes, stemming from the best repeatable behaviors that are intentionally applied.

For a predictably bad outcome, continue selling solutions. On the other hand, for consistently, and predictably better outcomes, concentrate on selling the prospect on solving the right problem, if you want them to buy your solution. Doing so requires “leading TO your solution, not WITH” through the use of ‘commercial insight.’

Jeff Michaels | Repeatable SuccessJeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.

Challenger Choreography

Challenger Choreography

Challenger Choreography vs. Unchallenged Choreography

Following are the talking points for each of the 4 slides, which are based upon CEB’s Challenger Choreography:

Slide 1: CEB’s Challenger Choreography – See CEB’s description in the book, ‘The Challenger Sale’

Slide 2: A non-Challenger Rep’s natural tendency to keep things light-hearted and relational tends to be their primary approach to selling. Reps who shortcut the Challenger process will fail to become a Challenger as they are likely to emphasize two aspects of the choreography – The Warmer and Our Solution. They mistake the Warmer for being license to talk about themselves to build ‘credibility’ and then progress prematurely to talking about their ‘Solution.’ This is what I call “Unchallenging Choreography” as prospects were never challenged to look at things differently. Furthermore, this type of rep approach is the epitome of leading WITH solution, instead of TO.

Slide 3: Not only do reps have tendencies to talk about solutions, but prospects go there quickly as well. With customers 57% of the way through the buying cycle (or greater) before engaging a rep, prospects want to go straight to what they believe they already know, without getting bogged down in what is truly the root of the problem. They self-diagnose. But without getting down to the root, no fruit (i.e., The Sale) is likely to be produced, because they see any number of products/solutions being viable. More often, 2/3 of them will remain with the Status Quo as they saw no compelling reason to change. If they were to consider change, it will likely come down to price when the rep fails to redirect how they are thinking about things (Reframe) and walk them all the way through the implications of remaining the same (Emotional Impact).

Slide 4: Reps can mistake the choreography for meaning that they should do most of the talking when ‘teaching,’ which more often sounds like arrogant lecturing. This slide aims to help reps see a balance in their approach. As such, there are a few components to be aware of in the breakout of the three stages I have created, so as not to misinterpret what this slide is meant to portray:

  • The six stages of the choreography are broken into three major categories – Insight, Impact and Solution – as a means for remembering the choreography
  • When working through the choreography, important to remember is that Teaching, Tailoring and Taking Control are not sequential steps, but are prevalent throughout the choreography
  • Similarly, Teaching, Listening and Leading are also important throughout the choreography as is appropriate to the conversation, and therefore should be used as a framework rather than an absolute rule
    • Teaching. In the first stage (Warmer to Reframe), the aim is to establish credibility by demonstrating you really understand customers like them, and to start to ‘Teach’ them a different way to think about their problems. For many businesses, this stage does not take long at all and should represent minimal talking done by the rep, despite the balance of the introductory comments tipping in the rep’s favor.
    • Listening. The second stage (Rational Drowning to Emotional Impact) begins to shift the balance of talking quite quickly to the prospect, as the rep skillfully asks questions post reframe that helps prospects see themselves in the center of the story. Reps should make sure to be in listening mode, while continuing to redirect prospects back down to the ‘root’ of the matter, as they are likely to want to surface. Additional ‘Tailoring’ is necessary here as prospect’s tendency, will not only be to surface, but also to generalize the depth of their problems and impact to their business.
    • Leading. The third and final stage (A New Way to Our Solution) requires the rep to lead the discussion at this point. If stage 1 and 2 have been done appropriately, the prospect recognizes they have a problem that needs to be addressed quickly, but they don’t know how to do it at this point. Therefore, at the ‘New Way’ phase of the choreography, they are asking a question such as, “Is there a solution for this.” Before jumping to your ‘Solution,’ they need to understand specifically what any solution must entail if it is going to resolve their issues. This description should be identical to the aspects your solution is uniquely designed to do. If it describes what competitors solutions also do, you have failed to lead specifically TO YOU. This is why your ‘leading’ them through this part of the choreography is critical.

–––––––––––––––––––––––––––––––––––––––

Jeff Michaels | Repeatable Success

Jeff Michaels is a Sales & Marketing Executive that has worked with executives, leaders, & teams for 25 years to create repeatable success regardless of industry, economy or circumstance.