A Challenger Rep’s Rise to #1

As we closed our second full year in our Challenger implementation, we saw another year filled with breakout performances as reps started refining their Challenger Sale skill-sets. The following article highlights one of the year’s success stories. The story is about a new rep hired in to one of our larger divisions, who successfully transitioned from Relationship Builder to Challenger, delivering the top sales performance of his division for the year. Following is an excerpt from my interview with Phil Daily as we debriefed his performance for the year…

Interview with Phil Daily

Phil Daily Challenger Sale RepJeff: You came into the organization brand new last year, and not only learned Challenger selling, but learned a new industry, all while earning the position of top sales person of the year on your team. What was impressive about this is that the person who had typically been #1 for nearly 20 years had another great year as well. For those outside the organization, they may wonder if it was just a matter of a ‘hot’ territory, a fast growing industry, or some other circumstance not directly related to your performance. Honestly, did Challenger have anything to do with this, or were there other contributing factors like inheriting a favorable territory? Phil: Our industry is one that is slow to change and steeped in tradition. The customers care deeply about their purpose and “getting it right,” and I believe the more purpose one sees in their vocation, the more powerful Challenger can be. Coming into my territory last year, I used Challenger to confront the status quo and the “way it’s always been done.” As a result, I saw positive growth in regions of the country that are traditionally thought of as declining markets with declining growth. Jeff: What is your impression for why these markets had been in decline? Phil: When sales reps used traditional product-centric and relationship building approaches, it caused our solution to blend in like ‘white noise.’ Challenger brought a constructive tension, which was sorely needed for change. Jeff: Prior to beginning your Challenger journey, which of the five profiles best represented your own sales approach? Phil: A mixture between Relationship Builder and Challenger. Jeff: Interesting. Those two approaches are often diametrically opposed. How did these two profiles manifest themselves in your approach? Phil: Deep down I believe I had some Challenger qualities and behaviors. However, before understanding what a Challenger message looked like, I would back off as I felt uncomfortable with the constructive tension. As a result, I would default back to relationship building and try “friending” customers into the sale. Trusting the process of Challenger has really helped me in overcoming this barrier. Jeff: Often based on the name “Challenger” alone, people can have some reservations about the approach. Did you have any initial reservations when introduced to Challenger? Phil: Yes. Intentionally creating ‘Constructive Tension’ can sound scary. However, I was most anxious about how to execute. There is a lot of information to take on when learning Challenger, especially through the transitions. Jeff:  Describe what you mean by transitions? Phil: Struggling through transitions relates back to my lack of familiarity with Challenger choreography.  For example, I would be so focused on Reframe, when it came time to progress the conversation into Rational Drowning, I would struggle with a ‘transition’ statement that was conversational and natural.  My supervisor helped me with transitional phrases such as “the interesting thing is” or “to solve this issue…” Over time, making this conversational became second nature. Jeff: What was the hardest part of the Challenger process for you? Phil: I was so focused on the Reframe itself, that I was having a hard time setting it up properly. I found myself having very long conversations before I could move forward.

I finally discovered the Warmer allows me to find the customer’s ‘frame’ so I can begin to redirect their thoughts.Tweet:

It was difficult at first, because I was so used to looking for areas of agreement to build the relationship. However, setting up and delivering the Reframe is about turning the head of the customer, which can create moments where they don’t always know how to respond. Jeff: What would you advise others to do that struggle with that same area? Phil: Don’t be overly anxious to get to the Reframe before you get to the Warmer. Demonstrating credibility cannot be understated.  When prospects think, “He gets me,” it builds the critical foundation of trust, but it’s not based on being nice. Rather, it’s based on providing valuable commercial insight with industry knowledge. Jeff: What do you know now, that you wish you knew when you first began your Challenger journey a year ago? Phil: Jumping to solution before the appropriate time is a very easy mistake to make. Fight the temptation to lead with product and trust the Challenger choreography. Jeff: I receive emails from sales reps all over the world that are contemplating Challenger, and one of the common concerns is their fear that customers won’t respond well to the approach. How have your customers/prospects responded to your Challenger conversations? Phil: My customers believe, and have told me, that they have gained valuable insight to their challenges. This insight prompts them to reach for solutions that are uniquely designed to confront these ‘new challenges.’  When teaching customers to think about their industry in a new way, the same old way of researching and buying product won’t do. But with the Challenger approach, customer’s often share with me that our “resources are specifically designed for their issues.” Jeff: What advice would you give to those sales reps considering the Challenger methodology? Phil: Learning Challenger concepts is not easy. However, the potential for greater performance and purpose is definitely a worthwhile endeavor!

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In an upcoming article, I will be asking these same questions of our top sales rep from another large division that applied the Challenger approach to his acquisition efforts, and had breakout results.

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.

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Challenger Sale Reframe: Two Missing Frames

Challenger Sale ReframeNew to Challenger? Are you struggling with the Reframe? If so, this article is for you.

For Challenger Sale practitioners, the Reframe is that pivotal moment in the conversation when you have disrupted a person’s belief system and have them thinking differently about their situation.

But for the person newer to Challenger, it isn’t that easy yet. You are likely to find yourself in a position of trying to remember what to say and when to say it to get them to think differently. If you are like many people, you come away feeling that Reframing was much easier in training as the scripts went so smoothly.

One of the most memorable moments where I had my thinking ‘reframed’ was in 1997 with the controversial film, ‘Wag the Dog.’

In the film, less than two weeks before a president’s reelection bid, the media broadcast his involvement in a sex scandal in the White House. Seeing the threat to the president’s reelection bid, Washington’s greatest spin doctor, Conrad ‘Connie’ Brean (Robert De Niro) is summoned. His solution? To create a bigger story than the scandal, that would dominate the media until election day.

One of the memorable quotes De Niro makes in the film is, “What’s the thing people remember about the Gulf War? A bomb falling down a chimney. Let me tell you something. I was in the building where we filmed that with a 10-inch model made out of Legos.”

I remember the moment well. It was quite unnerving to think that the filters by which I was walking through life, may have been wrong all along. Now that, is a reframe!

The Reframe’s Two Missing Frames

One of the most common questions I continue to receive is how to Reframe. As important as the ‘how’ is, this article focuses on ‘when’ to Reframe.

A couple of years ago, as I was meeting with sales leaders in the beginnings of their Challenger implementations, there was one point I continued to reinforce when working through reframe competencies…

“You can’t Reframe something that hasn’t first been Framed.” Tweet:

With that in mind, following are two ‘frames’ that must precede every Reframe:

  • Pre-frame. The Challenger is not an arrogant, assumptive, all-knowing rep that just tells prospects how it is, and that’s that! CEB refers to that person as a jerk, not a Challenger. Therefore, in order to avoid coming across this way, it is imperative to validate with whomever you are talking with, that the issues you are seeing in their industry, are in fact their issues too. Pre-frames start a bit more broadly, focusing on industry, for example, and serves to calibrate the rep’s insights with the prospect before zeroing in on the customer’s business. This helps to prevent walking through the choreography in a misguided fashion.
  • Frame. Whereas the Pre-frame focuses more broadly on industry, the Frame narrows down to ‘customers just like them’ within the industry.This is what we have come to know as ‘The Warmer.’ It is used to build credibility by demonstrating you know a lot about customers like them, and sets the stage for a Reframe by framing the conventional wisdom that customers like them have been using to think about their issues.
  • Reframe. Finally, this is followed by the Reframe, which takes them in a completely different, and unexpected direction. Furthermore, it undermines their rationale for sticking with the conventional wisdom that has yet to move 60% of prospects out of their status quo. This begins the process that CEB refers to as ‘unteaching.’

Putting it All Together

Let’s use the opening of an article CEB wrote on ‘Traditional Strategies of Driving Customer Loyalty’ to show the Pre-frame, Frame, and Reframe in action.

[Pre-frame] Over the last few years, sales organizations have seen a fundamental shift in customer buying behavior. Not only do deals face greater scrutiny, but higher consensus requirements increase the likelihood of a “no” decision.

[Frame] Frequently heard strategies for driving customer loyalty include:

    • Product and service differentiation
    • Improving brand impact
    • Improving perceived product value

[Reframe] Conversely, our analysis finds customer loyalty impact does not squarely fall on these traditional drivers, rather it increasingly falls on the sales experience. However, this is not the product of a generically good sales experience, but rather a sales experience that delivers insight to the customer.

While this example is one-way communication in article form, turning it into a conversation would be quite easily done. At the Pre-frame stage, whether meeting with someone in person or over the phone, you are looking for visual and/or audible confirmation that this is aligned with what they are seeing and experiencing.

At the Frame stage, the same holds true, and a validation question or statement can help to confirm this is their experience too. For example, after sharing the three frequently heard strategies for addressing loyalty, if they respond with, “Exactly right,” you may respond by saying, “it sounds like you have taken a similar approach?”

Their response to that gives you better insight into exactly what you are Reframing. As we all know, customers don’t follow scripts, so preparing in a scripted manner as if those are the only three possibilities for the customer can set you up for an awkward moment.

In Conclusion

As you prepare for your next discussion with a prospect or customer, consider these two often over-looked frames before you attempt to reframe how they were thinking about their problems.

Following are three sentence-starters to aim towards crafting your own Pre-frame to Reframe.

  • Pre-frame: “One of the biggest challenges we are seeing… [Insert industry challenge that they are likely experiencing and significantly impacted by]
  • Frame: “Some of the typical ways customers similar to you have tried to address this is…[Insert the industry’s conventional wisdom tactics here]
  • Reframe: “What may surprise you is that…[Insert your insight that controverts conventional wisdom and gets them to think differently about their problem]

As one final example, I will use the sentence starters above to show what I might say to a retailer that is struggling with sales growth and discounting to improve results.

“One of the biggest trends we see affecting retailers is virtual show-rooming, whereby customers use the physical retail store to identify what they will purchase elsewhere online.

Some of the typical ways retailers similar to you have tried to address this is by price matching, discounting, or increasing their promotional activities.

You might be surprised to learn that the research we recently conducted in conjunction with the NRF showed that these three activities actually have the exact opposite effect on sales from what retailers were trying to accomplish.”

While this is just an example, what is important to remember is that you must tailor specific to the customer, and know that even the most perfectly scripted Pre-frame to Reframe will not ensure prospects also follow the script. They rarely do, so prepare accordingly!

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.

3 Minute 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-minutes, 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 Minute Rule for Insights

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

“What are you doing three minutes 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 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-minute’ 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-minute’ 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 thing 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.

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.

Sales: Those that can’t close, can’t open

Prospecting Sales CallEver get bad advice? I read a post this morning that struck me as such as it advised 3 Questions Sales People Should Ask Every Prospect. The three questions [taken from a longer ‘disqualification checklist’ of questions] recommended asking the following questions of every prospect:

1. What is your biggest [YOUR INDUSTRY] related challenge?
2. Why is what you’re doing now not working?
3. How do you go about making a decision like this?

In my post a couple of months ago, Are Your Questions Killing the Sale, I addressed the problem of exploratory questions like the first question suggested above.

In this post, I would like not only to implore sales reps to avoid squandering opportunities with prospects through exploratory questioning, but also provide compelling stats on the need to get the message right — from the opening question, through the closing of the sale.

Do you have the right starting point?

CEB had done a survey among 5,000 executives and decision makers that deal with sales reps, in which 86% of them indicated that the sales rep’s message had no commercial impact whatsoever to them.

86% of executives/decision makers believe sales rep’s messages have no commercial impact!

According to Tim Riesterer, Chief Strategy & Marketing Officer for Corporate Visions, he describes the buyers as coming away from conversations with reps believing 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.

Sirius Decisions had similarly shocking results from their PMM Survey suggesting that the biggest inhibitor to achieving quota was the rep’s inability to communicate messages of value. Not surprisingly, what we communicate and how, is of great import to our results.

Yet, so many take the approach of winging it with prospects, and exploring their way through the sale.

3 Steps to Approaching Prospects Differently:

  1. Know your prospects and know your story. Don’t call indiscriminately looking for any customer that may or may not fit your solution. Be specific and call those whose story you know and that you can help based on prior experience. Have a solid understanding of the issues those similar to them are facing in their industry
  2. Establish credibility quickly. If you have the right story and the right prospect, you will be able to demonstrate understanding of the typical issues those in their industry face. After stating your purpose for the call, open with a statement that summarizes the business issues affecting their industry.
  3. Validate with the prospect. Successful selling is not a monologue, but rather a well-choreographed conversation. Therefore, rather than assuming everybody has the same problem and moving on without them, follow your statement with a question to validate if they are experiencing any of the same issues you just described.

Putting the three steps together, the opening of your call with a prospect sounds something like the following:

“We work with businesses similar to yours from all over the country and have found that each commonly face one of three business issues, given the [current condition]. Their most common issues tend to be [X], [Y], or [Z]. Is your business currently facing any of these same problems?”

If you have a solid understanding of the typical issues similar businesses are experiencing, not only will you get quick confirmation, but often times they say they are struggling with most or all three areas. This allows you to start walking down the path to lead them to the center of their own story.

Even if they mention a different problem, you are still on a better path to zero in on their issues and create complete unrest with their status quo.

If they are not struggling with any of the issues you described in your opening, then you either have the wrong story, the wrong prospect, or both. Go back to step 1 and dedicate the time up front to get this right as you likely circumvented the full process and have just cost yourself a prospect and your credibility.

On the other hand, if you dedicate appropriate time to these first 3 steps of opening with credibility and delivering a message of value, you will see immediate improvement in your close ratios.

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 Tip: Practice what you preach when coaching

Practice what you preach when Sales CoachingSales Leaders were gathered around the conference table to debrief the progress of each respective team’s reps in The Challenger Sale.

There were some great successes shared, with one story of a Relationship Builder who was consistently ranked last, rising to #1 for the last 7 consecutive months. All because she changed her behaviors.

The discussion then centered around those reps that have yet to embrace the Challenger Sale. It was a few minutes into the debrief and diagnosis when we realized we had fallen into the very trap we were advocating against…

Battling the Status Quo
It wasn’t that the sales reps struggling with the Challenger implementation were blatantly resistant to change. They just weren’t sure it was necessary. Their performance was relatively strong, with nearly all achieving quota. Yet there were points in their daily discussions with prospects that were not effective. Their leaders knew it and they knew it.

Reps would approach their respective sales leader with the problem…or vice versa. The leaders would then point to the corresponding Challenger behavior that would address the problem, then coach to the behavior.

Seems reasonable, right? Wrong! We were circumventing the process in order to speed up coaching and performance. They had a known problem. We had the solution. The Challenger Sale!

A New Way
At the heart of the matter was that the reps with their very legitimate problems, were hearing the ‘solution’  from their leaders. In the Challenger choreography, this is the equivalent of going straight from Warmer to Our Solution. See my previous post on the consequences of doing so.

When we don’t adjust our prospect’s thinking (or in this case, our reps), and expose the problems with the status quo, we fail to ripen their appetite for a new way. For these reasons, the Reframe followed by Rational Drowning into Emotional Impact are critical, especially when teaching new behaviors.

Challenger Tip
When coaching, don’t assume you can jump to the solution because reps have sufficient information. What is not needed is more information. What is needed is a different way of thinking about their problems. Therefore, always follow the choreography. The choreography’s brilliance is that it uncovers and exposes faulty beliefs. Beliefs that lead to complacency in the Status Quo zone.

Take the time to do it right by setting a foundation for a reason for change. Then lead them as a Challenger would do. As a leader, you will benefit by reinforcing your Challenger behaviors (not theories). Your reps will benefit from seeing it in action and the effectiveness in bringing about change.

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: Is it okay to let prospects struggle?

Butterfly struggles to emergeHe watched every day, waiting for the butterfly to emerge. One day it happened, a small hole appeared in the chrysalis and the butterfly started to struggle to come out.

At first the boy was excited, but soon he became concerned. The butterfly was struggling so hard to get out! It looked like it couldn’t break free! It looked desperate! It looked like it was making no progress!

The boy was so concerned that he decided to help. He ran to get scissors and snipped the chrysalis to make the hole bigger. With that, the butterfly quickly emerged!

As the butterfly came out the boy was surprised. It had a swollen body and small, shriveled wings. He continued to watch the butterfly expecting that, at any moment, the wings would dry out, enlarge and expand to support the swollen body. He knew that in time the body would shrink and the butterfly’s wings would expand.

But neither happened! The butterfly spent the rest of its life crawling around with a swollen body and shriveled wings.

Don’t Lessen the Prospect’s Initial Struggle
I am not the author of this story, nor will it be a new story for most of you. But it appropriately sets the stage for this very important question. Is it okay to let a prospect struggle?

We hate to see anyone struggle, and for many, the temptation to bail prospects out after asking a difficult question is more than some can bear.

For The Challenger Sales rep, this is most common at the point of the Reframe. In fact, this is intentional as this triggers the Constructive tension that needs to occur in order for the Status Quo to be disrupted. But for the rep that is still learning the Challenger Sale, you may feel your Reframe was inappropriate because the prospect squirms to answer or respond.

Sure, after hearing our different point of view, we would love to hear them say, “I never thought of it that way before” as they look upon us with amazement for our brilliance and intellect. It rarely happens that way.

The veteran Challenger knows that the aforementioned phrase more often sounds like, “I am not so sure I agree with you,”  or “Hmm. I need to get my mind around that.” 

These are signs of constructive tension as the prospect begins to struggle with their current circumstances and that which you have just shared that caused them to rethink everything. Allowing this early struggle to happen is a great sign as it ripens people to hear truth.

For example…
Last week a colleague and I met with the owner of a very successful organization. She is about to release a ground-breaking book, and asked for us to consult on her launch plans for a successful release. In evaluating the initial plans for release, I quickly saw that the current course would result in a book launched on an ill-prepared audience.

She immediately disagreed, sharing that the audience has been dying for an answer, and the research they had done would be the solution to their problems. As difficult as it was for her to hear, I shared honestly with her that she had the wrong perspective as her focus was too squarely placed on selling the book. She agreed that it was with a hint of, isn’t that why we are meeting.

I shared that I was more concerned in establishing her as an authority on the issues that she would address in the book. Without doing so, the book would be introduced to readers that didn’t know they should read it. She still pressed that this audience was ready for the answer.

I responded that while the target audience was indeed, ready for an answer, they were not ready for her solution. I proceeded to lay out some action items that would build a foundation and a platform for her to speak. This would be followed by a hungry audience clamoring for her solution by the time of release.

She listened intently, pressing back at points, but like most high-powered owners and Chief Creative Officers, they are doers. “Give me the action items and timeline necessary to sell my book!”

When debriefing with my colleague after the meeting, he asked me questions around her hesitancy with our proposed next steps. I explained that the hesitancy was that she is trying to sell a book, and we are trying to sell her as a credible authority to have written the book.

She sees herself as credible and an authority from her own perspective, but her perspective is still narrow. In order to broaden her view, I had prescribed steps that she committed to, which would expose the vulnerabilities in her thinking.

Simply explaining what will happen won’t work. She needs to experience that and struggle with that to ripen her for what she really needs to do. Reducing her struggle would result in a poor book launch and threaten her credibility as the authority in this area.

Don’t keep prospects in the Biosphere
As one final illustration of the benefit of the struggle, I would like to share a story stemming from the Biosphere 2 project erected in Oracle, Arizona in 1987.  Following is an excerpt from Dr. James A. Danoff-Burg, Associate Research Scientist at Columbia University, on the unintended consequences to plant and tree life due to the absence of wind.

There are many beneficial effects posed by wind for plants. Wind helps to pollinate many species of plants, spread seeds, remove harmful gasses, bring in many species of animals that are wind-dispersed, and many other forces. Wind is also necessary for creating hardy and strong trees. When it was first created, there was no wind inside of Biosphere 2. Plants grew relatively quickly, but they frequently fell over before they were of reproductive age. After some intensive observations and experimentation, it was determined that the lack of wind created trees with much softer wood than that species would normally make in the wild. They grew more quickly than they did in the wild, but they were harmed in the long run as a consequence. — By Dr. James A. Danoff-Burg, Columbia University, original article here

In summary…
What does it look like to shelter prospects? This may come in the form of answering [or changing] your question to the prospect because they appeared uncomfortable. A more subtle form of sheltering a prospect from the ‘struggle’ is to keep the conversation agreeable throughout your dialogue. Remember, the Biosphere was agreeable and as a result, also detrimental. The lesson of the trees from the Biosphere is that quick and fast growth, does not mean sustainable growth.

Question: Are you sheltering your prospects in the same manner the trees in the Biosphere were sheltered? If so, the consequences to them can be quite severe.

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.

A Metaphor for The Challenger Sale

Reframe HooksIn my post, Challenger: Reframing the Reframe, I spoke of the common struggles many organizations are having with the Reframe that are implementing The Challenger Sale.

The aim of this post is to provide a picture of how the Reframe functions and the role it plays within the context of Commercial Teaching and Commercial Insight.

While I hate the negative connotations that can be associated with ‘sales’ and ‘lures,’ I saw some constructive applications that may help to make the point. So let’s all agree up front, that none of us are intending the imagery to be derogatory towards customers nor the way responsible Sales professionals behave.

The Role of the Reframe
The authors of The Challenger Sale make reference to the Reframe as being the “Headline” of the insight. The goal, of course, is to attract the customer’s attention and ‘set the hook’ with an unexpected viewpoint (insight), thus the imagery of the lure.

It is at this point where the differences between Insight and Reframe can be confused as many would define the lure as the Reframe. It may help to recognize that Reframe is a verb, not a noun, but let’s define this further in the metaphorical sense. Keep in mind that no metaphor is perfect, though I hope we can have some fun with this.

A Picture of the Challenger Sale
To help get a clearer picture of how the Challenger Choreography functions with respect to Commercial Teaching, Commercial Insight and The Reframe, following are definitions and descriptions cast within the context of a fishing metaphor.

  • Lure = The Warmer: It appears attractive and familiar; Operates within and relates to the customers world
  • Hook = Commercial Insight: A part of the lure, tailored to the customer; Creates discomfort with status quo
  • Setting the hook = The Reframe: The customer is hooked unexpectedly, compelled to go a different direction
  • Line = Rational Drowning: The fishing line, or business case, ties the insight to the customer’s story
  • Reel = Emotional Impact: The reel is symbolic for drawing the customer into the center of their own story
  • Pole = Commercial Teaching: The fishermen uses a pole to skillfully deliver insight at the right place and time
  • Flex = Constructive Tension: Pole flex represents tension when drawing customers to the center of their story

The Metaphor in Action
So now that we have definitions set, here is how this looks in action.

You, the skillful Sales professional cast your lure into the specific area of the lake where your customers are known to swim. It is a place where not many other people fish, as they seem to prefer where the waters narrow. The locals call it The Funnel. You prefer being upstream, at the top of the funnel where your customers aren’t use to seeing what you fish with.

You cast your insight right on target so as not to intrude, but rather to meet them where they swim together to be social (Social Media). The others fishing the Funnel, create a splash every time their lure hits the water. They refer to this as their ‘prospecting call.’ It sends the fish into hiding every time. Those fishing are not dissuaded though, as they are known to spend inordinate amounts of time just looking for any customer that is attracted to their lure.

However, the customer you are looking for is specific and is currently entertaining your lure. Upon seeing your lure, it feels immediately  familiar and agreeable to them (The Warmer), looking like it belongs in their world and was made just for them (Tailoring). In fact, it looks quite appealing.

The customer likes what they hear as you describe the waters in which they currently swim and they start to nibble at the lure. Normally, after a nibble they drift off, but rather than needing a nap, they are engrossed with what you just shared (Commercial Insight). After all, what you just shared was that the waters where they currently swim are having a direct impact on their growth.

Being somewhat disoriented by what you revealed, and fearing you are correct as you give a little tug to set the hook, they find they are hooked (Reframe) and going in a different direction than they thought they were originally going to go with you.

You let out a little bit of line as you continue to make the business case (Rational Drowning), but never so much as to let the flex in your pole (Constructive Tension) go back to slack (Status Quo). Too much line can allow them to go in unproductive directions, getting tangled in the roots and rocks of the lake bed (False Positives).

This could cause harm to them, which was never your intention and is why you don’t reel them in too fast either (Destructive tension). In fact, you care so much for them that you are willing to endure some initial discomfort, because you know their future is better with you than without.

As you skillfully reel them to the center of their own story, they come to realize that fighting to remain where they are at…their status quo…is now untenable. They know the consequences of remaining are detrimental. There just has to be a different way… or even a New Way out of this mess.

With confidence and care, you compassionately share that which you couldn’t wait to talk to them about earlier. Your Solution. But you knew, bringing this up any earlier would be too soon for them. It would have sent them racing to the center of the Funnel to find comfort with their peers. That is why you patiently led them in a way they could follow.

In Summary…
As a humorous way to demonstrate the rest of the metaphor relative to the customer’s Status Quo and Our Solution, I thought this would fit with the metaphor…

Disrupting Status Quo | Repeatable SuccessIt has been said that the fish can only grow to the size of its fishbowl. There’s a better way. Wouldn’t you agree?

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.

 

Sales: Beware of False Positives

What are False Positives?
As a term often used in the medical community, a False Positive is defined in the Medical Dictionary as, ‘A result that indicates that a given condition is present when it is not. An example of a false positive would be if a particular test designed to detect cancer returns a positive result but the person does not have cancer.’
False Indicator

In sales, when prospects self-diagnose and present a symptom as the issue, this is a false positive. As a general rule of thumb, the earlier they surface in the discussion, especially when unsolicited, the greater the likelihood you are dealing with the symptoms, not the root cause.

Beware of the Trap
As research from CEB and others have shown, customers are deep into the purchasing process before they choose to engage a sales person. For all intents and purposes, consider this as the customer’s process of self-diagnosis.

The problem comes when rep’s respond to issues raised as if it is the root cause, without recognizing it is a false positive. Doing so will derail your conversation rather quickly, and will likely result in introducing products or solutions prematurely, as if that is the cure. It is not, however. It is a trap, that both parties enter into unwittingly all too often.

Here is an example of how it might look:

Customer:  “We are struggling with [insert problem], and are looking for a product to solve that.”

Rep:  “Our products have been designed to solve exactly that and are rated #1 in customer satisfaction!”

Implications of Pursuing False Positives
The example above shows just how quickly conversations can go to product or solution. The prospect demonstrates what appears to be ‘pain’ and points specifically to something the rep’s product can solve. Why not proceed?

Two reasons:

  1. The rep would likely be solving the wrong problem
  2. The rest of the conversation will center around the product’s features and benefits, leading to price

In the example above, the prospect is framing the discussion to be about product. It is all too easy to answer the prospect’s questions, which will continue to keep the focus on product features, benefits and price.

Some reps will be excited by the interest shown and are just positive the prospect will choose them over their competitors. Chances are, the prospect will see all the differences pointed out as similar [enough] to the competitor’s products, therefore it is simply a matter of best price.

This, from my perspective, is a disastrous conversation which could have been prevented by identifying the false positive, and reframing the prospect’s original premise into a new way of thinking about the issues they are really struggling with.

How to Identify False Positives
It is said that when the FBI trains agents to identify counterfeit money, they begin with and focus primarily on what genuine bills look like. As a result, agents are quickly able to identify counterfeit money because they know the identifying characteristics of authentic bills. To train otherwise would require knowing the characteristics of every counterfeiter. Impossible!

Now consider the sales professional. Customers present endless combinations of  characteristics of their issues, many of which are ‘counterfeit,’ or not the real issue. Sales professionals have been trained for years to dig for customer’s pain points, but if you don’t know what you are looking for, there are two resulting problems:

  1. Anything resembling “pain” will lead reps to believe they have successfully uncovered the problem
  2. Exploratory digging for pain, when you don’t know what you’re looking for, is cruel to prospects

Responding to false positives  as true positives, shows itself in close rates. So how can you tell if what they are surfacing is the real deal – a True Positive? The answer is simple, but not easy.

In the example of detecting counterfeits, there is a standard (i.e., the genuine bill), by which counterfeit bills are held up to. Anything that doesn’t match the genuine bill stands in stark contrast.

When it comes to customers using your unique product offering or solution, what does genuine or authentic look like? Be careful not to focus on product or solution, but rather the customer relative to your product or solution.

Customers that use your product/solution should function differently…uniquely…optimally from those that don’t. Understanding in what ways, and what are the characteristics of ‘genuine’ or ‘authenticity’ in your organization will be critical.

This is the part that isn’t easy. It requires investment of time by you and your organization, cross-departmentally, to determine these answers.

The investment of time in this area is well worth the effort as it will change the trajectory of your next conversation.

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: Do you Reframe in 3-D?

Magic EyeDo you remember when the Magic Eye pictures were all the rage back in the 90’s?

For those unfamiliar with Magic Eye artwork, a 3-D image was embedded into a picture that otherwise appeared to be nothing more than colorful, repeating patterns.

However, to the trained eye, when looked at in a different way, the 2-dimensional image would suddenly, and magically, ‘pop’ into a stunning 3-dimensional reality right before your very eyes.

There were two camps with these Magic Eye pictures – Those that could see the images and those that couldn’t. For those in the latter camp, they found it difficult…frustrating. In fact, it reminds me of how prospects often feel when Reframed to see a radically different picture of their own circumstances. They can really struggle at this stage…which can be very good!

A Different Picture of the Reframe
When considering Magic Eye art and comparing to the Reframe, there are some great parallels that may bring clarity to your understanding of what the Reframe does and how it feels to your prospect when they finally see what you want them to see. But first, a lesson on how to see the picture in this Magic Eye image above.

Viewing the Magic Eye Picture

There are two prescribed methods for seeing the picture in 3-D (i.e., A clipper ship in this case), although knowing you are looking for a clipper ship will not help as much as you think. Regardless of the method you choose, start by clicking the picture to enlarge and open in a separate tab of your browser.

Method 1: Relax your eyes and get real close to the screen as you stare at the picture. Don’t try to focus on the picture, but simply gaze through it in the same way that you do when you daydream. Begin to back away from the picture slowly after 5-10 seconds. You should start to notice your eyes feeling almost as if they are crossed as you move back, because the image will be out of focus. Once you are about 12″ away from your monitor, the hope is that the image will snap into view for you.  If not, be patient.

Method 2: This is the method I prefer. Position yourself approximately 12″ away from the image and look through the image, rather than at the image. For example, if there is a wall directly behind your monitor, look upon the image as if you were able to see through it like a window to the wall. This will relax your eyes and allow the magic to happen. Give it 5-10 seconds without blinking. One trick that helps me recognize when the image is about to snap into place is I slightly move my head from side to side (i.e., just an inch or two). If the image is still appearing flat, like a 2-D image, your side to side motion will reveal nothing. However, if your lateral movement starts to show some depth in the picture, it is about to happen for you.

For those that experienced the mysteries of the Magic Eye artwork for the first time, congratulations! It is truly amazing! For those that still can’t see it, practice. Most people fail to see the image because their natural tendency is to focus on the detail of the flat image itself. It will come once you start to learn the skill of looking through the picture.

Similarities between Magic Eye and the Reframe
What I love about this illustration of the Reframe is how analogous it is to conversations with prospects. From our perspective, having been trained for what to look for in our prospect’s circumstances, we see things more clearly…more deeply than they are able to see.

We may even be inclined to get frustrated ourselves because what is so clear and obvious to us, our prospects just can’t see in the same way. It is as if they are staring at the surface of the Magic Eye picture and all they can see are repeating patterns. But seeing the patterns alone will not move them off the status quo. It is deeper than that. See the similarities to a Reframe?

One Final Note about Reframes….
Being able to properly Reframe a customer is important, but it is not the goal. It is the entry point to getting deeper in conversations. If we don’t practice discipline in this area and recognize that fact, we can take a perfectly great insight and not move any further through the choreography.

Focusing on the insight alone is like staring at the surface of the Magic Eye picture. It is 2-D. Instead, look at the Reframe as looking through one stage to another…from how they have inaccurately seen their picture (Warmer) to the consequences of not changing their picture (Rational Drowning).

Here are a few tips to keep in mind:

  • Focusing on your insight puts you at the center of the story instead of the prospect
  • Instead, use the insight to focus on teaching prospects a new and different way to see their picture
  • Prospects will see the deeper picture at different times and in different ways; Be patient
  • Seeing the deeper picture for the first time requires discipline in looking at things differently
  • It is possible for a Reframe to be 2-D; This happens when you try to tell prospects what to see
  • Concentrate your Reframe instead on how to see for a 3-D experience they will never forget

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: Reframing the Reframe

Challenger ReframeWhether you are in the process of becoming a Challenger organization, or just about to implement Challenger, you will quickly recognize that one of the most important aspects is the Reframe. Not surprisingly, it is the area your reps will likely find most difficult. The reasons are perhaps different from what you might think.

According to the authors of The Challenger Sale, the Reframe “is the central moment of the Commercial Teaching pitch, as the entire conversation pivots off of what you’re about to do next.” 

I completely agree, and given the import of such a topic, I have decided to break this topic up into several posts. The aim of this particular post is to help identify one of the key reasons why people may get hung up on the Reframe.

Framing the Issue
As a member of CEB’s Sales Leadership Roundtable, and a contributor to The Challenger forums, I have the opportunity to sit among and interact with hundreds of organizations in various stages of contemplation or implementation of The Challenger Sale.

One of the most common things I hear is how difficult it is to teach reps to reframe, as getting customers to think about something an entirely different way is difficult. I also commonly hear beliefs that, “If my organization would just provide Sales with the Commercial Insight, then my reps would be able to Reframe successfully.” When I probe deeper, I often find that the interpretation is that Insight = Reframe.

Insight Alone Isn’t Enough
Unfortunately, this interpretation will put unfair expectations on your Marketing department or organization. Once they finally deliver the insight you have been seeking, reps will quickly find there is a lot more to the Reframe than simply delivering someone else’s prepared, commercial insight.

I don’t mean that organizations shouldn’t develop and provide Sales with commercial insights leading to [not with] their unique strengths. On the contrary, this is a critical step, but it won’t solve your Reframe issue. For those in the heart of your Challenger implementation, you have likely already experienced this.

Reframe: A Case of Mistaken Identity
What may be at the heart of the overemphasis on insight is a misidentification of how the Reframe actually functions. For instance, the section of The Challenger Sale that speaks of the Reframe states, “…the Reframe is simply about the insight itself.”

After reading that quote, if you were to single out one word as being most important, what would you choose?

For some, it might be ‘Reframe,’ but for most, they would say ‘insight’ is most important. I would argue that ‘about’ is the single most important word in that statement. The removal of that word alone not only changes the complexion of the statement, but leads to the misperception that, “…the Reframe is simply about the insight itself.”

This understanding undermines the key points the authors make on customer loyalty when they say that, “the best reps win that battle…by teaching them a new way of thinking altogether.”  Regarding customer loyalty, for a rep to teach customers a new way to think altogether, delivering the marketing team’s brilliant insight [one time] won’t achieve the rep’s longer term goal of teaching them a new way to think.

The shelf life of a commercial insight for the same customer is one use!

Think of it this way. Once the rep delivers the insight prepared by Marketing, the customer says, “Wow, I never thought of it like that before.” Two months later, the rep is invited back. What is the Reframe then? Reps can’t keep running back to marketing to develop new insights before every meeting as the reps need to stand on their own, which does not mean make up everything on their own.

Therefore, reps will need to develop competencies in a number of areas leading to and following from the Reframe. Here are a few of those areas. They need to be able to:

  • Clearly demonstrate they know the customer’s world (The Warmer)
  • Have the ability to distinguish between symptoms and root causes to avoid traps (False Positives)
  • Be agile in their comprehension to connect a variety of symptoms back to its root cause (False Positives)
  • Have the knowledge of how to wield Commercial Insight to teach customers to think differently (Reframe)
  • Understand how to continue to build the business case from the Reframe (Rational Drowning)

In summary, while Commercial Teaching, Commercial Insight and The Reframe are highly interrelated, they remain separate and distinct from one another. My next post will aim squarely at bullet points 2 and 3 above regarding False Positives as I see this as one of the biggest threats to derailing your whole choreography between the Warmer and the Reframe.

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.