I’m not a salesperson – why this isn’t helping

It’s getting tired actually. 

 

I mean, how deluded are we when we’re responsible for driving any of the following and not join the dots to selling:

Memberships

Clients

Revenue

Sales

Donations

Corporate partners

Retention

Services

Subscriptions

Participants

Customer experience

 

You’re in sales.  Your title may not reflect it, but you are.  Accept it, nay…embrace it!  When I speak with those in professional services or financial services in particular, they tell me that sales is a dirty word.  I’ve even been asked if my name keeps these people away because the very word is enough to trigger them!!

And I do get it.  Being salesy isn’t actually a compliment: it implies pushing, convincing, manipulating, telling….doing anything to get a “sale”.

In the current context…in the liminal context (where the past is gone forever and the way ahead isn’t certain yet) we need to reframe our association to selling from being a dirty word to it being the lifesaving elixir it truly is….

Sales drives the survival of any organisation.  Sales is what feeds the engine.

Without sales there isn’t an organisation…well, not for long anyway.

Sales enables people to be employed: to remain employed, to employ more people and for those people to grow professionally and contribute meaningfully

Sales enables prospects and custoemrs to benefit from goods and services they need in order to do what they do better and to help others in turn

Sales is one of the most direct and challenging personal development roles ever – your sales grows to the degree its sales people grow

Sales is an exchange: of ideas, of direction, of terms, of goods and services.  Improving our ability to “sell” improves the message’s impact and reach. 

Think about where we are right here right now.  Companies are already having to make tough decisions in order to stay “alive”: the first layer is reducing hours and encouraging staff to take annual leave.  Without enough sales or revenue, expenses start getting cut.  Budgets are trimmed.  Headcount is reduced.

Sales leaders and their teams once leading the recovery from last year’s COVID impacts, are now spearheading its survival with the continuation of COVID led hardships.  We’ve had recessions before but we don’t know when or how things will improve from here.  The revenue that is available is getting harder to find, harder to secure and harder to keep.  And the methodology to doing those things is different.  What is the future of professional and financial services businesses and how do they stay relevant to the way their customers want to engage with them NOW?  It’s clear that they need different and dare I say better ways of going to market and delivering value than simply being available and hanging their hats on reputation, price or customer base.

Knowing what this looks like and how to do it will separate those who struggle and those who survive and continue to evolve into the future they’re able to then take part in. 

 

Where do you want to be? 

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