Selling

Get Your MacGyver On!


While a pale reboot has recently hit the airwaves, there can only ever be one true MacGyver.

If you were a live, viewing American in the late-80s, you tuned in weekly to watch Richard Dean Anderson (in the title role) save himself – and often Western civilization – from deranged villains and foreign powers.  What was so unique and magnetic about the character was how he beat impossible odds every seven days:  he was an ordinary guy (no super powers) who figured shit out.  Example:

A massive explosive charge is set to blow apart a dam and drown thousands of downstream villagers.  Racing the clock, MacGyver finds himself with nothing but a butane cigarette lighter, a transistor radio, a nylon poncho and an aging truck battery.   Within the allotted 42 minutes, a counter charge would be delivered by improvised parachute and detonated just in time to disable the bomb.  Village saved. Easy-Peasy.

Could you and your sales team stand a little disruption?  Want to take some new looks at seemingly-intractable sales problems?  If you’re a qualified media sales leader, request your invitation to Seller Forum on Wednesday March 7th in New York.  Better yet, sign up for a season’s pass and secure 1 or 2 seats at each of our 2018 Forums.  Go to TheSellerForum.com for more information.

During a half-decade that included Iran-Contra, Black Tuesday and tense relations with a failing Soviet Union, this was soul-food.  Ironically, the MacGyver of 1988 is the perfect man of the year for 2018.

At a time when many in our industry are blaming an array of villains – the Duopoly, automation, consolidation, changing Facebook policies, etc. – for the impossible bind we find ourselves in, we may just all need to start channeling our inner-MacGyvers.  Figure shit out…come up with a solution…expand the possible.  We need to ask ourselves, WWMD?  What would MacGyver Do?

He’d work with the tools on hand.  MacGyver never had all the perfect tools and resources on hand.  He focused on how to use what was immediately available.  Many of us do just the opposite.

He’d work fast.  MacGyver was always conscious of a ticking clock. It gave him a mental clarity that allowed him to dial right into the heart of the problem.  He spent none of his precious time lamenting the situation.

He’d come up with unusual combinations.  MacGyver never picked up just one tool and asked, “Will this work?”  Nope, he was all about how the battery acid and the butane would blend to form a new compound, and how the nylon poncho could be used to parachute the charge to its destination.  Far too many of us think about selling and applying one product at a time.

He’d attack big problems, head on.  MacGyver wasn’t about just finding a way out of the locked room, knocking out a guard and alerting the army.  Nope…nothing incremental in this guy.  From the jump he’d be about finding the biggest, hairiest problem to solve…with the biggest stakes.  Too many of us take tiny swings at marginal issues, expecting that showing a quarter-point of difference will somehow buy us another 15 minutes of consideration from our customer.  It’s a sucker’s game…and MacGyver wouldn’t play it!

Sure, MacGyver was just a TV show.  But still, each of us has a little MacGyver inside.  Maybe this is just the environment where we let him loose.

 


Write This Down: Part Two


Back on May 9th, I posted part one of my “Write This Down!” series – really just a running list of helpful sayings and ideas that I share with sellers in my workshops.  Today we add to the list.  Enjoy and share.

The Opposite of yes isn’t no.   The opposite of yes is anything other than yes.  Most sellers don’t get this fact.  They hear “we’re waiting on our budget” or “we have a couple more proposals to look at” and they stop selling.  They don’t see these as the objections or brushoffs that they are and fail to qualify them further.   Hence all the ambivalence and murkiness in your pipeline.

The opposite of selling isn’t not selling.  It’s describing.  This idea prompted the biggest response I’ve ever gotten to The Drift.  Somewhere along the line we lost the connection between sales and actually selling stuff.  The goal is to persuade and change the outcome.   But sellers and those who support them seem completely focused on just endlessly describing stuff.

Don’t take no from someone who can’t also tell you yes.  This ancient gem still shines.  It’s particularly poignant in our industry because of all the lower-level gatekeepers whose main purpose seems to be role-preservation.  Sellers either don’t know these bureaucrats can’t green-light projects or are just too frightened of ‘getting in trouble’ to push any boundaries.

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Big decision makers want to make big decisions.  I like to talk to sales teams about the client’s floor of consideration.  We think that by keeping the price minuscule and reassuring everyone that it’s just a test we are making the customer more likely to act.  But serious executives don’t want to take political and business risks to spend $50-100K.  Risk aversion only works with those who probably don’t want to buy from you anyway.

Work backward from the cost of the unsolved problem.  The core of the media sale is to stack up enough units of value – pre-rolls, banners, videos, full page takeovers, impressions, etc. – to justify a price tag.  But it’s not about that anymore. As I like to say, if you want to make a million dollars, go find a $20 million problem to solve. One of the crippling limitations of media thinking is that we never stop to consider what the unsolved problem – or the unrealized opportunity – is really worth.

Stop negotiating against yourself.  Speaking of crippling downsides…  Experience is a great teacher in our business.  Unfortunately it tends to teach limitations.  Show me 10 “experienced digital sellers” and I’ll bet you that eight of them know exactly why every new idea won’t work….why the customer won’t pay that price….and why there’s really, actually no way out.

Don’t sell or manage to what’s in the other person’s head.  Managers and sellers alike seem fixated on changing belief and getting others fully on board.  We talk of evangelism and winning others over.   But this just leads to endless cycles of guessing.  Instead, focus on discrete behaviors.  A client either agrees to recommend (that’s a verb) a buy or not; a seller either books a call, or doesn’t.  The sooner you focus on the actions of others the sooner you’ll be fully in touch with reality – and empowered to start changing it.


Whole Selling.


If you’re in sales today, there’s a simple three-word phrase that you might consider tattooing onto your forearm: Finish the Job!

Unless yours is the most transactional commodity-for-price type of selling (in which case you have an entirely different set of problems), you are finding that getting the customer to “yes” may actually be the easiest, most straightforward part of the job. Bringing the deal to fruition, fulfilling the terms and ultimately recognizing the revenue… now that’s another story.

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The name of the game is co-dependence.  To realize success in today’s increasingly complex, high-touch program and platform sales, the seller depends on finance, legal, account management and creative services.  As this side of the business and the predictable tension and friction grow exponentially, weak sellers acclimate themselves to a culture of blame:  “I sold it, but (at-fault department here) didn’t do their job!”

No more.  Motivating, empowering and rewarding other team members for supporting your deals is the new definition of your job.  Don’t think it should be this way?  There is no should:  there is only must.  Great sellers have always realized this and behaved accordingly.  They are the ones who other team members gladly stay late for.  The ones who inspire and share credit are the ones who win.  It’s not even close.  This is not just what defines excellence:  it’s what survival and relevance look like in 2017.

Maybe there’s someone on your New York team who embodies this definition?  Along with the New York area’s premier digital marketing organization, I’m very proud to announce the 212NYC Weaver Award for Digital Sales Excellence.  If you’re a sales leader or manager in digital media, ad tech or services, you can nominate your special team member for special recognition by his or her industry peers.  I’ll be participating in the judging myself, and we’ll recognize the top three finishers at the 212NYC Winter Gala on Wednesday March 22nd in New York.

Sales excellence isn’t what it used to be.  And it doesn’t just happen.  It’s high time we started calling out the deeper qualities of the great seller…qualities that are driving a renaissance in our business and our profession.  It’s time to celebrate the best of the best among us.


The Opposite of Selling.


the-opposite-of-selling-2The opposite of selling is describing.

Selling means changing the outcome.  It means turning a no to a maybe and a maybe to a yes.  It means earning more favorable terms and protocols on a technology deal and overcoming the competition to have your content marketing program win the recommendation.  Selling is persuasion.  It’s leaving the world a slightly different place that it was a few minutes ago.

This all sounds obvious, but – sadly – it’s not.  A great many sales executives in our industry (and I’d suspect many others) are not actually selling at all.  They are part of the culture of description.  They describe your products to the customers and then describe the customers’ reactions to the boss.  They describe the market conditions or feature shortcomings that prevent the customer from buying.  They describe technology and process in excruciating detail, and they describe their own backgrounds and track records on their ever-growing resumes.  They’re just not selling.

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It would be natural for those of us who run companies and sales teams to lament this creeping cultural affliction.  But first we’ve got to stop causing it.

Stop Loading Your Team Down with Stuff to Describe.  Between marketing, product – sometimes even your company’s founders or top brass – your would-be sellers are bombarded with a crushing volume of slides, concepts, diagrams, videos, demos and more.  The message is unmistakable:  Just better describe more of our stuff and everything will be OK!  This happens for a reason. So…

Stop Worshiping Your Own Product.  The “Product-as-Hero” myth is a prevailing one, and companies in our world buy into it with enthusiastic myopia. When they buy, it’s because the product is great.  When they don’t, it’s a sales failure.  Yes, work to make your product and features great.  But immediately recognize that great products don’t always win and you immediately recognize and elevate the importance of a strong sales culture.

Root Out Cultural Ambivalence about Sales.    If the language of sales – closing, pipeline, incremental commitments and more – seems somehow beneath the brilliant engineering and master-of-the-universe business planning of your company, then you’ve got a problem.  If within your sales team itself there are no titles that include the word “sales” you might have an even bigger one.  We need to be as great – and as proud of – sales as we are of our engineering and business plans.  If we are not, they will never have a chance of succeeding.  There’s your new mantra.

Don’t just describe the difference between sales and description.  Sell it inside your own company.


Green Selling.


Selling GreenA few years ago I was approached by a publishing agent who wanted to know if I’d consider pulling together a book based on some of what I’ve posted in The Drift over many years.  As it was something I’d thought about off and on, we ended meeting to talk it over.  All was going pretty well until she asked me for one word I’d use to describe the book’s appeal to those in sales.

I chose the word Green.

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“You mean Green like the color of all the money they’ll make in sales?”

Nope.  “I mean Green like sustainable.”  Well, that pretty much ended the meeting.  She explained to me that books about selling stuff have a certain way of doing and saying things.  And they don’t include words like “sustainable.”  Too abstract, a little weird.  Publishers won’t like it and salespeople won’t buy it.  She may be right – and that book’s not yet been written – but I still believe in Green Selling.

Much of what I’ve learned about the art and science of selling and persuasion has been through my work with the fast-paced, rule-breaking digital ad and technology companies that most of you work for.  It would be easy to assume that those who sell in an environment like this are over-the-top, take-it-all types.  While we’ve certainly got a few of these running around, I see far more successful sellers who do it green:  they create sustainable, mutually beneficial, long-term business environments with their customers.  But taking the long view doesn’t mean they don’t put short term numbers on the board.  And it doesn’t mean they’re ‘customer centric’ pushovers either.  Here’s what it does mean.

Leaving something on the table.  Those who think selling means the same thing as winning are relegating their customers to being losers.  Green focus on shared growth, not victory.

Staying human.  Many of those sales books my literary friend leans on are filled with artificial, salesy bullshit.  If you wouldn’t act that way with a group of close friends, don’t do it on a sales call either.

Slowing it down.  Trade in your fearful hysteria for thoughtful progress.  As I’ve written here before, the great ones are never in a hurry.

Focusing on excellence.  Success can be fleeting and fickle. When we obsess about it, we burn people out and often recognize those who might just have found themselves in a fortunate situation.  Green organizations and green sellers obsess about excellence.  Excellence nurtures and sustains.

Chances are my publishing pal was right. Maybe this book never gets written, and perhaps this post won’t get as many forwards and tweets as others.  But if you sit where I sit and see what I see, Green Selling is quietly taking over our world.