Welcome to Scribd, the world's digital library. Read, publish, and share books and documents. See more
Standard view
Full view
of .
Look up keyword
Like this
0 of .
Results for:
No results containing your search query
P. 1
The Heart of Sales

The Heart of Sales

Ratings: (0)|Views: 34 |Likes:
Published by Sharon Drew Morgen
Sales, the most manipulative and greed-filled of our business practices, could easily become a spiritual practice – and bring in far more revenue.
Sales, the most manipulative and greed-filled of our business practices, could easily become a spiritual practice – and bring in far more revenue.

More info:

Published by: Sharon Drew Morgen on Dec 13, 2010
Copyright:Attribution Non-commercial


Read on Scribd mobile: iPhone, iPad and Android.
download as PDF, TXT or read online from Scribd
See more
See less





The Heart of Sales | Sharon Drew Morgen
Sales, the most manipulative and greed-filled of our businesspractices, could easily become a spiritual practice – and bringin far more revenue. But I’m getting ahead of myself.For decades, I have been a proponent of, andkeynoterin thefield of, Spirituality in the Workplace. In my work life, I havefocused on the sales profession, as I believe (as the very foundation of business), it offers the capability of makingeach person, each interaction, and each company, based ontrue service.Unfortunately, with the focus on profit, solution placement,timelines, and commissions, the potential for true servant-leadership has been overlooked.Indeed, it’s possible to make money AND make nice.
The sales job focuses on needs assessment and solution placement. Of course this isnecessary – but only as the final stage of issues buyers have to address. Sales overlooks theoff-line, behind-the-scenes decision issues that buyers must face privately before they getthe buy-in to make a purchase.But this is where thetrue servant-leaderconnection is: imagine having the capability toserve folks by first helping them discover all of the internal, values-based decision issuesthey must address, and being a support for them in the process. And once this is done (andit makes the sales process about 600% more efficient), then we can sell.But we can’t continue to use our positions merely to influence others. Let’s look at what we’ve been doing until now.Sellers, unfortunately, have a belief that if by offering the right data, in the right way, to theright demographic, or use the right incentives/push/pitch/influence, that people will buy,or acquiesce, or agree. Yup: I’ve got the important data that you need - now let me tell youabout it and explain to you why you need it.But that premise is false: sales only close 7% of prospects. And that’s an average. Why doesn’t this model work? Because it’s based on information push, and ignores theunderlying values that people must match before they are willing to buy anything.People don’t make decisions based on data: all decisions are made according to our internal values/criteria/beliefs (There is no such thing as an emotional decision, even if it looks that
 way to an outsider.). We do not choose to do something that goes against our values, so all behavior is a rendition of our beliefs in action, even thought it might be unconscious. When we create data-driven vehicles for marketing and sales, we have no idea if the mode,the message, the presentation, or the actual verbiage, go against someone’s internalcriteria. As a result, we have no idea how our message will be received. That means, we’reeither lucky or we’re unlucky. Bad odds: with the best solution in the world, we aredependent on luck for our results. Not to mention that we are missing opportunities toconnect with, and serve, another person.
But there is a way to help buyers discover how to make the decisions and manage thechange (and every purchase – indeed every decision – is a change management issue) by using their own values.It’s possible to help buyers:1. assemble the appropriate Buying Decision Team members.2. define the criteria they must ultimately meet.3. explore every opportunity to resolve their issues with familiar resources (like current vendors or by fixing current.4. get necessary buy-in from whoever, whatever touches the final solution.5. operate with the new solution without facing major disruption.Buyers need to accomplish all of these things anyway, with us or without us. Sellers sit and wait while they do them. We can continue to wait to make a sale, or become a true ServantLeader and lead our buyers through these decision points. It’s not sales – it’s changemanagement – but it will afford an opportunity to serve, and buyers will fold the seller in tothe decision, with no objections.I’ve developed a new type of question (Facilitative Question) to help people uncover theirunconscious criteria to make new decisions, or re-weight old beliefs. It works alongsidemy Buying Facilitation™ modelas a decision facilitation tool to manage change. Questions like:
 How would you know when it was time to add a new skill set to the onesyou’re already using successfully? What would you need to trust to recognize that by facilitating buyingdecisions and entering the buying journey earlier that you can close moredeals and make more money?  How would you know that adding a change management skill set would begood for business, and enable a true collaboration of trust and respect? 

You're Reading a Free Preview

/*********** DO NOT ALTER ANYTHING BELOW THIS LINE ! ************/ var s_code=s.t();if(s_code)document.write(s_code)//-->