Selling TRUST
Dreamforce — Marc Benioff’s crown jewel in his ever growing SaaS empire and the epicentre of all things related to Salesforce. 140,000+ people looking for the next big thing, the deal(s) that will make their year, or, let’s face it, a chance to get your company to pay for you to go see a “free” Green Day/Red Hot Chilli Peppers/U2 concert! Dreamforce also happens to be an epicentre for all things connected to sales. I was at Dreamforce a couple of years ago as a guest speaker on a panel where the discussion quickly pivoted down a very interesting path.
The original topic was relationship selling and how to leverage the network of your peers during the sales process. The plethora of platforms out there right now that help you figure out who you’re talking to, how to get to them, who in your company can point you there, etc. made this a pretty obvious conversation. It’s clearly far easier to talk to a prospect that you’ve been given a warm introduction to or at least a prospect that you know a thing or two about from their Twitter history. In today’s selling arena, let’s call this table stakes (or steaks as I used to think it was spelled — a far more delicious connotation).
Back to the pivot in the conversation… Once we established that you can leverage your network to find out pretty much anything about anyone, right down to their opinions on politics and their favourite soup, we got into something more to the point.
We can give them all the tools in the world, but what are the telltale signs that a salesperson is simply ‘good’ at what they do? How do I identify the rock stars and how do I best support them?
Now, for a bit of colour on this, I’ve hired a fair few sales people over the years…fired a few too. You get to know what to look for and, if you’re reasonably adept (or honest) at introspection, you can probably figure out what makes you decent at what you do as well. For myself, I used to think that I was lucky — that luck literally followed me around from deal to deal. To an extent, that’s true, but it doesn’t explain repeated success. Luck may get you your start, or the occasional “bluebird” deal, but it doesn’t allow your sales trajectory to ascend to great heights.
The reality is that there isn’t one right answer to what makes someone great at sales, but you will always find a few common threads between them. We’ve all heard the expression, “people buy from people they like.” To an extent, that’s correct. But the core compound to likability that catalyzes every good relationship is TRUST.
Aside…my eldest son is in Grade 7 right now and my school days are a few years back in the rearview mirror, so I’m being re-educated on everything from Algebra to Science right now. The genesis for this post is actually much to his credit as he asked me to help him understand the distinction between an element and a compound. After explaining the difference between salt (NaCl) and sodium (Na), he was well on his way to figuring it out!
Inspiration!
In the context of selling, T-R-U-S-T is a compound made up of 5 key elements, talent, resilience, understanding, stories, and timing. You build TRUST with your prospects and clients by possessing parts of each.
Talent
Through my years in selling I have become more and more convinced that the best sales people simply cannot be manufactured without having certain raw skills, talent being the foremost on the list. Now, talent is a pretty vague descriptor, so let’s break it down a bit further. Talent goes beyond the ability to craft a beautiful powerpoint deck or a proposal that sells itself. What talent really implies (at least in this instance) is an aptitude for being relatable to your prospect. I once explained it as “being a better chameleon.” My hope isn’t to encourage sales people to become fake or untrue to their own values — it doesn’t quite work like that. As sales people, though, you do need to be adaptable to the person that’s in front of you. After all, you’re not asking them to change who they are in order to do business with you, you’re asking them to have faith in you as a person. Personability, ‘the gift of the gab’, being able to read the room, the ability to connect with another person and making it seem easy — talent in this context is the first stage of building TRUST. My wife often says that this is how I duped her into marriage — proof that it works!
Resilience
…and while your job is to make it feel easy for your customer, know that it isn’t always going to be the case. Nobody on this planet is universally liked (cute babies excluded) and connecting with some people can take time. A brow-beaten, over-solicited buyer likely has a lot more on their mind than whether or not your solution is going to solve their problems. The best sales people are also the ones that can handle rejection delivered a million different ways. We’ve all heard the expression, “thick skinned,” and the best sales people personify this.
Of course, resilience and preparation go hand-in-hand. Think about what you can do to handle the barrage of objections a customer might put before you. How can you minimize the time between a knock-down punch and your ability to get right back up and keep throwing? Tenacious resolve — that unfettered desire to win — isn’t genetic, but we all know people that are better at it than others. If you’ve ever done any work in New York, you’ll have a far greater appreciation than most on the impact of resilience in creating TRUST!
Understanding
While this somewhat ties in to the idea of being relatable, understanding is unique enough to stand on its own. Relatability is how you convey your understanding of a prospect, but the art of understanding requires something different, “empathy.” A huge part of sales is human psychology — which really boils down to the ability to put yourself in the shoes of the person across from you, process what they’re going through and then go about helping them navigate their way to a better place.
When you show deep empathy toward others, their defensive energy goes down, and positive energy replaces it. That’s when you can get more creative in solving problems. — Stephen Covey
Everyone in sales should have heard the expression, “two ears, one mouth” by now! Interestingly, top performers seem to have this skill innately engrained in their systems — the ability to listen more than they speak. It allows them to seem as though they can see around corners because the prospect, more often than not, will unknowingly paint the blueprint for the rep on how to close the deal if you just let them talk! Listen with your eyes as well as your ears and you’ll understand the whole story even better — you can learn a ton from body language.
Last point on understanding…demonstrating appreciation of your clients’ needs isn’t enough — that merely shows that you’ve done your homework (your clients expect that much of you). Empathy is the ability to understand the impact of those needs, the personal stake someone has in a decision, and the payload associated with your time. It’s something I call Outside-In selling and have dedicated a whole other blog post to (stay tuned). Suffice it to say that without having the ability to see and feel what your prospect is going through, the third element of TRUST will be out of reach and your believability will suffer.
Stories
…and when they resist believing you, tell it through the lens of someone else! One of the biggest, most recurrent themes I’ve heard from one sales rep to another….heck, I’d take that further and say from one sales organization to another, is the gulf between what people are selling and the corporate treasure troves containing the anecdotal evidence, the wins, the ROI contributions, and the overall personal/business impacts of what is being sold.
At my previous company I felt this problem profoundly. When I moved my young family from Australia to the UK to run EMEA sales, I found myself in a situation where we had reps all across Europe selling into local markets. With different buying cultures, different competitors, etc. we were faced with the real challenge of creating meaningful collaboration between the different regions. The consistent ask from reps, whether they were in Cologne, Milan, London or Paris was for the relevant stories and anecdotal facts that they could leverage from one another’s existing customers. We created a Google sheet of stories, asked the customer success teams to contribute alongside the reps and did a company offsite to try to proliferate those stories. The challenge we faced was that the stories were super personal and very situational, so it was hard to get a high degree of recall without being in-the-moment. If we’d cracked the code on how to share these stories, the result on sales cycles would have been profound!
Prospects may believe what you’re telling them about the unmet pains and needs your solution will provide, but without a shadow of a doubt they will believe the stories you tell them of other customers in similar situations. It not only helps bring your product to life in a real example, but it helps disarm a prospect from thinking that they’re your first guinea pig in a market. I’ve too often seen the Powerpoint deck with the “customer logos” page, propping you up artificially in a sales process….if you’re going to put logos in your deck, you’d better know a story or two from each of those companies. You will be asked!
Timing
Most in sales will be coached on deal cadence — the ability to read the tea leaves in a deal and submit a realistic forecast for a month/quarter/year (the longer the timeline the more we all expect it to become nebulous, of course). What about customer cadence? Who is taught well on how to set the pace of a conversation, when to interject, how to build waves of follow-ups to bring an opportunity to a successful conclusion? How do you develop a good sense of timing?
We’ve already established the “two ears, one mouth” rule which should hint at your conversational timing. Often, though, we scramble to keep up with a highly educated, well-researched buyer when it comes to answering their questions, responding to their needs, doubling down on their pains and eliminating objections from a deal, whether they be related to competition, legal, product or other.
I remember a customer once telling me the law of diminishing returns on his likelihood to buy from vendors:
Respond to my questions with certainty in-the-moment and you’re 10x more likely to earn my business. Let those concerns go unanswered by an hour and you can cut that probability in half… by two hours half it again… by one day half it again…and so on. It shows me that you don’t know the answers, which challenges your believability… or shows me that you don’t care enough to address them.
Now, that’s not a universal law, but I think you get the point — you create a perception through your ability to respond. It’s much better to be prepared with the right information in the right moment than it is to say “I don’t know.” If you really don’t know, commit to a timeline to get the answer and stick to it — always better to come back with a good answer than to make up a bad one!
When you’ve been on the sales roller coaster enough times, you get a sense of when key moments are coming and hopefully can become a bit more rhythmic with the twists, turns and undulations of your deal flow. It does take awhile to get there! That said, the sooner you can figure out your sense of timing on a few different levels, the better.
The TRUST Equation
So what does all of this mean? Every sales person is going to be measurably different in their degrees of Talent, Resilience, Understanding, Story Telling and Timing Sense. This is by no means a prescriptive formula with exact ratios of each element! Some of these skills can be taught better than others and some really do need to be innate. Results aside, the best measure of any of these skills is to ask customers, friends and peers how a person measures up in their TRUST equation. What are their shortcomings? Why? I can say that in my experience, finding a natural is the exception to the rule and when you do find them….hold on to them!
Sometimes you don’t know a gifted salesperson until you’ve already signed the contract! Not because they did anything wrong, but because you didn’t feel like you were being sold to at all.
At Dooly, we’ve built our platform with an appreciation for how all of what we’ve said above impacts your relationship with your customers (and ultimately, your ability to close business!). We recognize that the smarter you are, the more in tune with your buyer you can be. There is no greater contributor to your deal movement than being in harmony with your customer from your offering through to your interactions. Our goal is to bring you the tools that will help you earn the respect of your customers in the moments when they are most needed. With this, we’ll help you earn their TRUST.
Happy selling!
